Role of Facilitator
Many of the processes we have discussed thus far in this chapter rely on a particular mind-set and set of skills that not everyone possesses. Even if we do have the skills requisite to shift or transform the nature of our communication and relationships, we may not have access to that positive and collaborative mind-set necessary to employ them.
This is where the third-party facilitator role can play a useful part in changing the communication patterns to form these new social worlds. The person in this role can help the involved parties shift the context within which they are communicating to relationship as the highest order of context.A third-party intervener in the role of participant observer can surface insights not immediately known to participants, and they can do this by noticing and redirecting destructive communication patterns. They can make these patterns explicit and then bring this to the attention of the participants. For example, when using the continuums of the five paradoxes, they can notice and draw attention to where on the continuums the parties are engaging. They can then explore with the parties alternative ways of communicating that will elicit different types of responses more conducive to collaborative dialogue and better quality relationships. The more the facilitator can model these skills, the better able the parties will be to see how they are used in action.
This can also help earn more credibility for the third-party intervener.
In essence, new forms of communication may need to be learned, modeled, and integrated into the communication dynamics. It is up to the facilitator to determine the level of readiness to learn these new skills, and part of that is determined by the mind-set of the involved parties. Together they can cocreate the mutually acceptable norms for the context of relationship.
Conclusion
More research is needed to further explore these ideas and their impact, so that they can be refined in ways that are practical and useful. Developing self-awareness needs to be foundational in any work we do in practice. It is a cornerstone in moving forward to create better relationships and social worlds. In addition to this would be developing a broader and deeper understanding of others. More scholarly applied research can be conducted to see the impact of these ideas and practices on people and their relationships. Capturing narratives and case studies that explore the support and challenges experienced when applying these methods can be useful. For larger-scale theoretical generalizations, perhaps implementing these practices and concepts into wide-scale organizational learning and development, to measure the systemic impact. These concepts and practices can be integrated into the human resource systems in organizations, so that recruiting, talent management, and career development impacts are also considered. The increase in multinational and multicultural organizations calls for this type of learning.
Conflict across cultures is frequent and often unpleasant. There are ways to address this phenomenon and that begins with the mind-set to want to make a difference by doing something different. The three broad categories under which many approaches and techniques were explored in this chapter are developing a deeper understanding of self, other, and context. The involved parties will need to make this effort, so that they improve their skills, develop higher capacity of consciousness, and elevate relationship as the overarching context. Useful tools through considering the five paradoxes toward deeper intercultural understanding, a communication perspective with the use of CMM, and reflective practices to transform perspectives and relationships were shared. This could be the beginning of transforming intercultural communication into better quality conversations, better quality relationships, and better social worlds.