hearing loss and the criminal justice system - Australian Indigenous ...

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Senate Inquiry March 2010_________________________________________________________________________________________________________________This analysis is based on generalisations, and all generalisations have limitations. Insituations where there is no established relationship, where someone is offended by thebehaviour of someone else, or when alcohol is involved, Indigenous people can be veryverbally and even physically direct in expressing their dissatisfaction. Often this is related toheightened offence having been perceived which is related to the dynamics described above,or when alcohol contributes to the dis‐inhibited expression of resentments that have built upover time.In addition, the generalisations do not apply when people become cross‐culturallycompetent. For example, when non‐Indigenous people learn to read non‐verbalcommunication cues and give indirect feedback, and when Indigenous people learn to givedirect verbal feedback.Otherwise, these generalisations remain valid in many cross‐cultural situations and shouldbe addressed by organisations that employ, provide services to, or engage with Indigenouspeople. They are especially important in the interactions between Indigenous people andpolice/corrections staff. Understanding these processes can help them to manage moreeffectively these interactions, thereby reducing conflict and lessening the distressexperienced by Indigenous people in cross‐cultural institutions.This information is important for agencies that wish to recruit and retain Indigenous staffand well as improve the retention of non‐Indigenous staff working with Indigenous clients.RECOMMENDATIONSCross‐cultural organisations/agencies can undertake the following to become moreeffective.1. Provide cultural orientation and mentoring to non‐Indigenous staff to enable themto understand the issues arising in cross‐cultural communication (e.g. aroundspotlighting and broadcasting) to help restrict excessive critical feedback toIndigenous people during cross‐cultural contact.2. Offset the effects of, the often unrelenting, verbal and non‐verbal criticism that cancome from non‐Indigenous staff, by providing regular compensatory positivefeedback to Indigenous staff on their performance.3. Work to build the resilience of Indigenous staff to cope with direct negativefeedback.4. Develop ways of encouraging the expression of constructive criticism fromIndigenous staff and clients about non‐Indigenous staff.The following table outlines some of the related, but quite different, cross‐culturalcompetencies for Indigenous and non‐Indigenous cross‐cultural staff in cross‐culturalcommunication processes._________________________________________________________________________________________________________________26 Phoenix Consulting
Senate Inquiry March 2010_________________________________________________________________________________________________________________Cross‐cultural challenges and essential competencies for staff working in cross‐culturalcontextsNon‐Indigenous staffBecome proactive and seek feedback fromIndigenous people about what they thinkand how they feel.Learn to recognise and understand indirectmessages such as the use of humour tomake a point indirectly.Learn to become more aware of nonverbalmessages.Work closely with Indigenous people whocan provide advice on Indigenous styles ofcommunication.Realise that direct feedback may upsetIndigenous people.Try to minimise negative feedback and becareful about how it is given.Avoid confrontation where someone mayfeel ‘shamed’.Indigenous staffBecome comfortable with less consultativeand more directive ways of working withnon‐Indigenous staff.Learn not to look for indirect meaning inthe behaviour of non‐Indigenous staff andto ignore, minimise the effect of, or filterout some of the direct critical feedbackfrom non‐Indigenous people.Learn to become less sensitive and lessresponsive to non‐verbal critical responsesof non‐Indigenous staff.Work closely with non‐Indigenous peoplewho can provide advice on non‐Indigenousstyles of communication.Understand and evaluate the variablenature of critical feedback; is it associatedwith administrative compliance issues, oris it a challenge to impress someone else,or is it a serious attack?Try to become more comfortable with theuse of direct negative feedback.Become more comfortable withconfrontation when this is needed and theuse of direct positive and negativefeedback.TRAINING AND MENTORING NEEDSIt is essential that the training of teachers, police and corrections staff include a componentabout the conceptual frameworks that can encourage respect for other cultures and theirculture based communications strategies. When cross‐cultural training is provided, itusually does not integrate a general ‘cultural awareness’ with specific training on howculture intrudes on social interaction, in the ways that have been outlined above. Theabove analysis, although applicable to many sectors, was developed from research in thehealth and education sectors, and has not been used in the criminal justice sector._________________________________________________________________________________________________________________27 Phoenix Consulting
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