Enculturation Essay

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Enculturation is the process whereby an established culture  influences and teaches an individual, group, or organization  to the extent  that  the target  adopts the particular  culture’s values, norms, and behaviors and the target finds an accepted role within the established culture. The concept is distinct from acculturation,  cultural  adjustment,   and  cultural  adaptation. The individual process of enculturation also applies to enculturation within organizations.  An awareness of the processes of enculturation is important in effective intercultural training. The process of enculturation is not  entirely passive or unconscious,  as the  cultural transmission (or transmutation) involves processes of teaching  and learning that  are reflective, deliberate, incidental, and functional.

The term enculturation was first coined by cultural anthropologist Melville Herskovits in 1948. Anthropologist Margaret Mead clearly defined enculturation in 1963 as a process distinct from socialization in that enculturation refers to the actual process of cultural learning with a specific culture whereas socialization refers to the universal developmental process of social learning. Enculturation is the  process  of learning  a culture in all its uniqueness and particularity whereas socialization is a process common to all human societies. The process of enculturation establishes a context of boundaries  and correctness  that  dictates  what is and is not permissible within a society’s framework.

The concept of enculturation is also distinct from acculturation. Acculturation is the modification of the culture of a group or individual as a result of contact with a different culture. Enculturation is the original process whereby the learner acquires a primary cultural identity within their ethnic or organizational group apart from engagement  with another  culture. For example, consider the case of Company “A” and Company “B” merging. In this merger, enculturation refers to the  initial process  whereby the  employees of Company A adopt Company A’s culture, whereas acculturation refers to the process whereby a Company A employee adopts some of the cultural values of Company B.

The process of enculturation includes learning about the material aspects of one’s own culture such as identifying symbols, ceremonial artefacts, and cultural icons. Acquiring the nonmaterial  aspects of culture includes cultural values, attitudes, beliefs, and corresponding behavior patterns. For example, a child from  an  individualistic  culture  such  as the  United States  may learn  to  place greater  value on  making personal goal-oriented independent decisions over collective decisions, whereas a child from a collectivist culture such as Japan may learn to primarily value consensus-based  group decisions rather than group oriented collectivist decisions. This enculturation process  in  developing  ethnic  identity  may be mirrored  in adopting  an organizational  identity,  where a new employee will learn to primarily value making either individual goal-oriented  or group consensus–oriented decisions through supervisory feedback and performance  management  processes.

An understanding of enculturation is an important part of training global staff in developing intercultural skills. Intercultural training often begins with activities that make the trainees aware of their own ethnocentrism, and their enculturation into their own culture. The individual must come to realize that as they developed and acquired competence within their culture, they also acquired cognitive maps that continue to guide their behavior, whether they are living in that cultural context or not. Related to this enculturation awareness training  is training  to develop an understanding  of how others  have been enculturated into very different cultures.

In the global business context,  successful organizations  develop  an  enculturation process  to  orient and align the values of a new employee to the values of the  organization.  Communicating organizational culture may involve initiation rituals, learning stories of the organization’s founding, reference to symbols, heroes, slogans, and ceremonies. Membership  in the Boy Scout movement,  for example, usually involves learning stories of the founding of the organization, initiation  ceremonies,  familiarization  with symbols, and reciting the Scout promise. The processes of enculturation within  an  organization   may  include utilizing systems of employee participation  that rely on systems of incremental  commitment, utilization of groups for control  of members,  and utilization of reward systems involving recognition and approval.

Enculturation has sometimes  been confused  with cultural  adjustment  and cultural  adaptation.  Cultural adjustment  has been defined as the social and psychological adjustment  of individuals or cultural groups to the new cultural environment in which they now reside. Cultural adaptation involves a process of mutual change and accommodation between newcomer and relevant environmental factors. Cultural adjustment  and adaptation,  therefore,  are  more  related  to  acculturation rather than an individual or group initially acquiring a cultural identity and role through enculturation.

Bibliography:

  1. Davidson, A. Simon, and P. R. Woods, Management: An Australasian Perspective, 4th ed. (Wiley, 2008);
  2. R. Harrison and G. R. Carroll, “Keeping the Faith: A Model of Cultural Transmission in Formal Organizations,” Administrative Science Quarterly (v.36, 1991);
  3. R. Harrison and G. R. Carroll, “The Dynamics of Cultural Influence Networks,” Computational & Mathematical Organization Theory (v.8, 2002);
  4. J. Hatch, “The Dynamics of Organizational Culture,” Academy of Management Review (v.18/4, 1993);
  5. J. Herskovits, Cultural Anthropology (Alfred A. Knopf, 1955);
  6. Mead, “Socialization and Enculturation,” Current Anthropology (v.4/2, 1963);
  7. Shimahara, “Enculturation—A Reconsideration,” Current Anthropology (v.11/2, 1970);
  8. Eero Vaara, Janne Tienari, and Risto Santti, “The International Match: Metaphors as Vehicles of Social Identity-Building in Cross-Border Mergers,” Human  Relations (v.56/4, 2003).

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