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Anthropological Self Learning Guide
Anthropological Self Learning Guide
“We are each a product of biological endowments, culture, and personal history. Culture
ideology and cultural events along with transmitted cultural practices influences each of us.
We are each the product of our collective interchanges… We are each a molecule in the
helix of human consciousness joined in a physical world. We form a coil of connective
tissue soldered together by cultural links.”
-- Kilroy J. Oldster
1.1 understood the basic concepts in Anthropology and other related topics;
1.2 discussed the similarities and differences on the anthropological
conceptualizations of the self; and
1.3 recognized cultural variations and diversities on culture and self-
formation.
2. Pre-assessment Activity
3. Content
What is Anthropology?
"Anthropology is perhaps the last of the great nineteenth-century conglomerate disciplines still
for the most part organizationally intact. Long after natural history, moral philosophy, philology,
and political economy have dissolved into their specialized successors, it has remained a diffuse
assemblage of ethnology, human biology, comparative linguistics, and prehistory, held together
mainly by the vested interests, sunk costs, and administrative habits of academia, and by a
romantic image of comprehensive scholarship."
- Clifford Geertz
The word anthropology comes from the Greek words “anthropos” which means “man”
and “logos” meaning study of. It holds a holistic view of human nature. It is
concerned with how cultural and biological processes interact to shape human
experience.
“NATURE” – refers to
genetic inheritance which
sets the individual’s
potential
WHO “NURTURE” – refers to
sociocultural environment
AM I ?
Geertz’s two important ideas in his attempt to illustrate an accurate image of man:
1. Culture should not be perceived only as “complexes of concrete behavior
patterns- customs, usages, traditions, habit clusters- as has, by and large, been
the case up to now, but as a set of control mechanisms- plans, recipes, rules,
instructions- for governing behavior and,
2. Man is precisely the animal most desperately dependent upon such
extragenetic, outside-the-skin control mechanisms, such cultural programs, for
ordering his behavior.”
ETHNIC IDENTITY
▪ sameness of the self with others, that is, to a consciousness of sharing certain
characteristics (e.g., language, culture, etc.) within a group.
▪ This identity makes a human being a person and an acting individual.
▪ Peacock believes that the individual is neither a robot nor an entirely
independent self-willed little god but is a cultural individual– existing in freedom
but also embodying that cultural mold in which he/she is cast in his/her
particular society and historical epoch.
Sociocentric
▪ the self is viewed as contingent on a situation or social setting.
▪ view of the self that is context dependent.; there is no intrinsic self that can
possess enduring qualities.
▪ focuses on one’s own social group; socially oriented.
One of the components of the self is identity. There are two types of identity:
independent and interdependent. Independent identity is defined by individual
traits and goals while interdependent identity means connections with others, it is
social not personal. But identity can also be represented in many ways which
includes language, religion, beliefs, traditions, arts and even their ways of making
a living. For example, one’s identity can be linked to one’s ethnicity or ethnic
origin. According to Tajfel (1981), ethnic identity has been defined as one’s
knowledge of membership in a social group and the personal meaning associated
with that membership. Typically, ethnic groups have interdependent identity
because they value the “we” feeling rather than “I” which usually happens in an
individualistic society (Buntod, et al 2020 p. 11).
So, therefore, one’s identity or the conceptualization of the self is not inborn. It is
something people continuously acquire in life.
A. Making comparisons
B. Examining many perspectives
C. Avoiding cultural bias
Reading Selection
Have you ever felt like pulling out your hair in frustration because somebody you
are doing business within another country keeps messing you about? They don't return
your calls promptly, they do not stick to the schedule, they say they will do something
today and then don't do it for several days, they make unreasonable demands, they
are rude in their communications- the list can go on and on. "Why can't people just get
on with business normally instead of making life more difficult than it already is?" is the
exasperated cry from any number of executives. The trouble, as more and more
international executives are finding out is that both parties are 'getting on with business
normally' but what is normal for one is abnormal for another.
Another phrase for this is ‘culture clash' or 'culture shock'. Culture clash has cost
international companies billions of dollars in lost business and led to the sinking of
otherwise sea-worthy enterprises. It took a long time for international business to
realise that business culture is not a one-size-first-all phenomenon. Different parts of
the world have different business cultures, and these are so normal as far as they are
concerned that they just cannot understand why anybody else would want to do things
differently. There is a name for this - it is called ethnocentrism.
My way is the right way! Ethnocentrism means 'my way is the right way' but since
it is subconscious, you are not aware of it - you simply think of it as 'normal' so when
people do things differently, you start to pull your hair out because 'you just can't
understand why they are messing me about.' This inability to understand the other's
business culture has cost multinationals so much that many have now put 'culture
awareness' at the top of their management agenda. In the US it is called 'diversity
awareness' and it is considered so important that diversity gurus are being paid as
much as $50,000 per session to speak at conferences.
Africa is probably at the top of the pile in the culture-clash stakes. Take for example
the time-fixation of Westerners or people of Western origin. They are always looking
at their watches and become very upset when someone does not keep an
appointment. They talk of 'African time' which means that the person you are expecting
will be there when he is there - never mind what time he said he would come. He may
come early, on time, later or even tomorrow. He is here, so what is the problem?
This might seem a trivial issue, but it excellently typifies the culture-clash between
the West and Africa. It has long, now dimly remembered roots. The Western 'time
culture' grew out of two factors. One is the short growing and harvesting season (spring
and summer) before the dead winter months. This leads to a sense of urgency and
therefore the conservation of time.
The second and more important factor was industrialization and mass production.
Work was broken down into simple, repeated, mechanical tasks. Management was
involved trying to produce as many units as possible within a time frame. It was a
question of clocking in and clocking out. Management watched the clock to see how
many units were produced per hour, workers watched the clock to see when their shift
was over. Although machinery has now mostly replaced people, the habit has
remained.
Another legacy of industrialization was that tasks became more important than the
people performing them. This gave rise to a system of depersonalization - the position
or post was what counted, not who filled it. Institutions thus became more important
than personalities.
In Africa on the other hand, with year-round growth possible, it was ridiculous to split
time into hours and minutes. You thought in terms of seasons, of periods of rainfall.
You waited for the crop to ripen. You used the time in between to carry out urgent
chores or fulfilling your social and communal obligations. The crops would grow when
they would, the rain would come when it did - there was little you could do to hasten
the process. But the needs of people around you were urgent so you gave them priority.
We see these traits today in modern Africa just as we see the culture clash between
the time-starved Westerner and the time-rich African. Who is to say which is the better
business culture? And if the point of business is to enhance the quality of life, and if
the African feels it is more important to make a detour to visit his sick mother before
meeting the Westerner to discuss something which will not happen for a long time, who
can quarrel with him? Each has his value system and his priorities, and both are
justified within their cultural environments. These different culture clashes are not
limited to business. In the West generally, who you are is not important, what is
important is your function.
In Africa, who you are is more important than what you do. After all, anybody can do
what you do - but what you do only becomes meaningful because you are doing it. And
what is the point of doing something, or obtaining a position of influence if you cannot
help your relations, your friends and your neighbors?
In the West, individualism rules because the state acts as your family'; in Africa
collectivism rules because only your relatives will look after you in trouble.
As the diversity gurus in the US are finding out, if you understand where the other
person is coming from culturally, you can work out a modus operandi. If you don't, you
will not only lose your hair, but maybe also your shirt. So, a good rule might be when
in Africa, do as Africans do.
Source: https://www.thefreelibrary.com/Coping+with+culture+clash.-a085701714