Tim Cohen looks at some of the intercultural challenges faced by aviation secur and explores some of the techniques that provide personnel with the knowledge public are treated respectfully without compromising security.
Jewish teenager trying to pray on US Airways Express Flight 3079, en route from New York to Kentucky in January 2010, caused a scare when he pulled out a set of small boxes containing holy scrolls and started to strap them to his arm; concern in the cabin resulted in the captain opting to divert the flight to Philadelphia, where the commuter plane was greeted by police, bomb-sniffing dogs and federal agents. The 17-year-old was using ‘tefillin’ – phylacteries; when used in prayer, one box is strapped to the arm while the other box is placed on the head.1
A Although
the US Airways case could be said to be extreme, it does highlight a number of issues, namely the lack of intercultural knowledge on the part of the flight crew as well as the questionable response.
“…Australians can often be considered very direct and blunt in their manner of communication…”
Let us briefly explore and define some of the cultural issues in the airport environment and, most importantly, identify what is being done by some in the industry to train their staff for the intercultural issues they are faced with.
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It can be taken for granted that “within a cultural group, fellow members and the environment are more predictable, making routines easier and quicker. This gives a sense of security and confidence, enhancing efficiency within the culture. These cultural efficiencies are challenged when we encounter members or objects from another culture. When this occurs the environment becomes less certain and predictable and requires greater effort.”2 Encountering cultural differences
can render otherwise successful people ineffective and frustrated. Many highly successful people when transferred to another country can often find it remarkably challenging; all that was considered “normal” has now changed. The assumptions that worked at home are no longer valid. In order to conduct effective interactions with other cultures, one needs to understand that the cultural factors contribute to international success or failure, but it is often an ‘invisible’ problem. We are simply not conscious of the issue. We need to understand ourselves, and how our own cultural values affect the way we behave and the impact of that behaviour on others. Therefore, greater self-awareness will enormously impact how we interact with others.
Australians, for example, can often be considered very direct and blunt in their
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manner of communication and can be perceived as offensive and even rude. Hence, when interacting with many Asian cultures, which are considered to be high context cultures where verbal communication is only a part of the communication process, body language and tone of voice take on a much more important role. According to Darlene Winston, Manager of People and Culture at SNP Security, which handles security at a number of Australian airports, many of their staff come from a vast range of cultures. Therefore, prior to interacting with the travellers, new staff undertake a rigorous cultural awareness programme that commences with “acceptance through awareness”. This approach is significant in that it ensures the employees first learn and understand what cultural diversity is and then how to work within their own team, as a pre-requisite to dealing with the travelling public. We need to understand that other cultures
have different values from our own (it’s not a case of ‘better’ or ‘worse’ - just different). If we understand the importance of the above we can often be more effective by adopting certain strategies. These include adjusting our own behaviour; building bridges across intercultural differences; agreeing on different priorities and needs; and, developing and modifying our intercultural operating mode through observation and experience.
February 2012 Aviationsecurityinternational
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