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solving. Effectiveness in these settings can only be achieved if
organizations are willing to incorporate this approach into their
governing statements and to adjust the organizational structure
where necessary.
The selection of an internalization strategy is one of the
most important organizational responsibilities. When it comes
to internalization, organizations typically follow one of the following strategies:
y Cultural dominance. Organizations that subscribe to the
cultural dominance strategy are geared toward the traditional
culture; new, incoming cultures must adjust to the existing
culture.
y Cultural compromise. Under the strategy of cultural
compromise, attempts are made to integrate different rules,
regulations, and attitudes into a new organizational structure
and management style.
y Cultural synergies. The development of a completely new
organizational structure and management style based on
the different cultural backgrounds of various players and
interest groups comprises the strategy of cultural synergies.
Leaders act according to the organization's chosen
internalization strategy for cross-cultural interaction.
Organizational culture is one of the main factors that determines
the quality of intercultural interaction.
Other important organizational responsibilities include
selecting the right people and preparing them for leading roles.
The selection of leaders based on cross-cultural capabilities;
deployment-related, cross-cultural training programs; or
opportunities for informal interaction between people from
different cultures has an impact on individual leadership
effectiveness. However, the type and quality of cross-cultural
training are also important. And depending on the mission,
cultural distance, and previous experience, the cross-cultural
training may vary from a short, factual information session
about another culture to ongoing, more experiential training
including factual knowledge instruction; cultural awareness
training; cultural sensitivity training; language training; or
advanced, short-term placements to be completed before
taking on a leading role in a new environment.
Deterioration of Political Situations in
Potentially Aggressive Environments
Deteriorating political situations, such as the current
situation in Syria, might result in the threat or use of WMD,
and partners might receive an intelligence alert indicating
that a terrorist possesses CBRN materials or WMD. Should
measures to de-escalate the crisis prove ineffective, the partners
must be prepared to employ military options in response to the
threat. Defenses to defeat the use of WMD; to protect forces,
populations, and territories against WMD attacks; and to
explore ways to assist partners could be employed. Coalition
security forces are to be ready to disrupt WMD delivery,
respond to the source of a WMD attack, mitigate the effects
of the WMD attack, and dismantle or destroy residual WMD
capabilities to prevent follow-on attacks.
46
Changes in political circumstances or the general situational
context infuence leader behavior. This means that the teams
in which the leaders are integrated are more important than
ever. Successful cross-cultural teams develop and defne a new
group culture and promote mutual trust between team members
from different cultures. This cross-cultural harmony provides
members with the will and ability to communicate with each
other and to share their problem-solving and decisionmaking
skills. The more culturally harmonious the group, the more
likely the group members are to cooperate and make the
right decisions. Individuals tend to override their personal
motivations and develop realistic alternatives and solutions
when they are deeply involved in a cohesive, within-group
decisionmaking process.
Conclusion
The principles for sustainable international cooperation
are of fundamental importance in CBRN security. The combination of all regional, national, and international CBRN
components and the incorporation of these components in a
comprehensive approach are effective strategies in dealing
with CBRN threats. This requires a high level of collaboration
among various, potential stakeholders.
Within this international security environment, crossculturally competent leader behavior depends on individual
cross-cultural competencies, the ability to understand and
manage the dynamics of a team, the capacity to work in a
given organizational structure and to improve that structure
whenever possible, an understanding of the importance of
the general context of the mission, and the ability to make
appropriate situational assessments.
Most multinational teams, units, or organizations involved
in CBRN interventions are subjected to an environment of
utmost urgency and life-threatening risks from the frst day
of deployment. Therefore, Soldiers and leaders must be prepared for, and rehearsed in, cross-cultural interaction, problem
solving, and command execution. Providing training in crosscultural and problem-solving skills is a promising way to increase leaders' ability to act effectively in this complex environment.
Endnotes:
1
National Military Strategy to Combat Weapons of
Mass Destruction, Chairman of the Joint Chiefs of Staff,
13 February 2006.
A jihad is a holy war that is waged as a religious duty on
behalf of Islam.
2
References:
Alejandro P. Briceno, "The Use of Cultural Studies in Military Operations," Command and Staff College, Marine Corps
University, U.S. Marine Corps, 2008,