V.

Ethical Dilemmas in Intercultural Interactions

What is an ETHICAL DILEMMA?

It is a problem in the decision-making process between two possible options, neither of
which is absolutely acceptable from an ethical perspective. Every person may encounter an ethical
dilemma in almost every aspect of their life, including personal, social, and professional.

A. Communication Challenges
When communicating with another party, a person should know if there are any known
roadblocks to ensure that the recipients of the information are able to fully understand what is
being communicated. Several examples below are where roadblocks may present themselves,
resulting in the communicator needing to take steps to attenuate any potential instances of
miscommunication:

1. Language Use
Obviously, ethical communication dictates that speakers utilize the language that listeners
understand. It would make little sense to present a business presentation in English to a non-
English speaking Chinese audience. Taking this example further, it would also be unethical to
communicate the information mostly in Chinese, with a certain section in English, presenting only
parts of the data to the Chinese audience.

2. Jargon
Every industry has its own jargon. When speaking to a layperson, it is ethical to speak with
simple, easy-to-understand words, while avoiding the use of heavy jargon, resulting in portions of
the presentation/communication being incomprehensible to a portion of the audience.

3. Language Fluency
Ethical communication takes into account the level of fluency as well as the language
spoken by listeners so that recipients of the communication (whether it be spoken or written) are
able to fully understand what is being communicated.

4. Accessibility to Technology
In this information and digital age, some take accessibility to advanced technology for granted. For
instance, while smartphones are readily available, and translation apps are abundant, not everyone
is able to access such applications or platforms. If a business wanted to present certain pieces of
information to an audience while expecting the audience to translate it into their native language
via an application, there may be confusion. Thus, the ability to access certain technology – and the
know-how on how to use certain applications – may be a roadblock when it comes to ethically
communicating to a particular audience.
5. Development of Relationship
The art of communication allows people to express themselves in order to develop
relationships. In business, this can be an employee dealing with a manager, executives
communicating with stakeholders, or managers talking with other business representatives. It is
critical for there to be no confusion or misunderstandings when businesses try to develop
relationships within themselves and with other business entities or clients/customers. To
accomplish this, ethical communication principles must be followed, ensuring that all parties can
receive the consistent truth, and understand what needs to be done, and how it needs to be done.

B. Stereotypes and Bias

Interestingly, bias and stereotypes are closely related and overlap in many ways. However,
there are some slight differences. Bias is considered to be a certain "tendency or preference
towards a particular perspective" that interferes with the capability to be objective. On the other
hand, stereotypes are preconceived notions applied to an entire group of people, and is often used
in a negative connotation. Stereotypes tend to present themselves much more consciously, while
unconscious bias is more involuntary, making it more ominous in some ways.

Here are four of the most prevalent examples of UNCONSCIOUS BIAS:

 Halo Effect: This refers to letting one outstanding quality about an individual completely
color your opinion of them. An example of this is presuming a candidate is a perfect fit
solely because they went to a more prestigious university; this is not necessarily the case,
and may result in a poor fit in a new hire.
 Similarity Bias: When we see people with similar attributes to us, we tend to bias
ourselves towards them. This may mean that a woman is more likely to be forgiving of
another woman who is constantly late to work and not following policy, or something
similar.
 Beauty Bias: Unsurprisingly, many people are more likely to be biased towards those who
are considered objectively attractive in society's eyes. For example, this bias and societal
norms would dictate that a highly-qualified, overweight job candidate may not be hired
over a physically fit, average candidate, purely due to appearance.
 Confirmation Bias: Particularly challenging, confirmation bias means that we try to find
evidence that will validate our existing opinion. This may find a manager looking for
unrelated/irrelevant information to try and unfairly fire someone that they don't like, or
even protecting an employee who is not performing because they think they are pleasant or
friendly.
Here are a few examples of STEREOTYPES:

 Gender Stereotypes: Stereotypes based on gender are exceedingly common and tend to be
more problematic for women (though they can be held against both genders). When it
comes to parity in the workplace one set of assumed differences is that women negotiate
poorly, lack confidence, are too risk adverse or value family more than their careers. While
on the other hand women are also believed to be more caring, cooperative or mission
driven – qualities integral to the success of a company. Both lenses are problematic, there
are wide variations among men and women and in truth we’re more alike than not.
 Racial Stereotypes: Like gender stereotypes, racial stereotypes are prevalent in many
workplaces. For example, it is unfortunately not uncommon for someone to attribute
certain stereotypes to anyone of a certain race (i.e. all black people are from Africa, or all
Indian employees should only be in tech roles). This can result in discomfort, lack of
opportunity for underrepresented racial minorities, and increased anxiety at work.
 Educational Stereotypes: While educational stereotypes are starting to diminish with the
rise of new, in-demand competencies (for example, software engineers don't need a
degree), it is still a challenge for many employees based on their educational level. In many
fields managers or recruiters will stereotype against people who did not go to college or
university, and won’t consider individuals for promotion if they have not obtained a specific
level of education.

C. Resolving Cultural Conflicts Ethically

Ethical dilemmas can be resolved through effective decision-making. The College of Direct
Support has provided an approach to ethical decision-making with the NADSP Code of Ethics. This
is called the RIGHT Decision Method.

What is the RIGHT Decision Method?

Sometimes there really is a “right” way to make decisions under difficult conditions. The
RIGHT Decision Method gives us tools to make sound ethical decisions and resolve ethical
dilemmas. RIGHT is an acronym that stands for each step of the decision-making process:

R: Recognize the ethical dilemma.

The first step is recognizing the conflicting obligations and clearly stating the dilemma. It is
important to recognize and use the NADSP Code of Ethics as you begin with this step. You may
consider —
 In what ways is the Code of Ethics applicable to this issue?
I: Identify points of view.
The second step is identifying points of view in the situation. This means considering the
viewpoint of the person receiving services, your colleagues, other parties involved, and the NADSP
Code of Ethics. Restating the problem clearly to someone else can also help you check out whether
you have interpreted the situation accurately. It is important to understand how the person
receiving supports feels. Consider —
 What does the person receiving support expect?
 Then think about others who are involved in the situation and how they feel.
 What do these individuals want or need?

G: Gather resources and assistance.

The third step is gathering resources and assistance that might help you figure out what to do. Now
that you have an accurate understanding for the problem and various perspectives, this step
encourages you to consider other people who may be able to assist you. You may also need to find
important information. For example —
 Are there agency policies that could be considered? What do these documents say? Are
there any laws or regulations in the state that may influence your decision-making?
 Is this a situation where legal advice is needed? Does the person have a legal representative
who must be involved?
 Are there community resources that might help resolve the problem?

H: Have a plan.
The fourth step means that you are ready to make your decision. Formulating a plan will help
you decide the best way to put your ideas into action. Once you have considered the following
issues, write a plan down and identify step-by-step actions that you plan to take —
 Whom must you speak to first? What will you say? What preparations will you make?
 What steps can you take to ensure the best possible outcome for your decision?
 How might people react?

T: Take action based on ethical standards.

The fifth and final step is implementing the plan you developed in the manner you decided.
Then, it is important to monitor its success using the success indicators you identified in the
planning process to help you reflect on your decision —
 What worked well and why?
 What did not work well and why?
 What would you do differently after you have evaluated your outcomes?
REFERENCES:

 https://paradoxmarketing.io/author/aaron-mandelbaum/
 https://www.linkedin.com/pulse/unconscious-bias-stereotypes-understanding-mitigating-
caoimhe
 https://publications.ici.umn.edu/frontline-initiative/10-1/the-right-decision-method-an-
approach-for-solving-ethical-dilemmas
 https://corporatefinanceinstitute.com/resources/esg/ethical-dilemma/