By Neal Goodman

Are you stressed by the reduced emphasis on globalization and DEI initiatives?  The article below provides two cases of cross-cultural and diversity training that take place outside the USA.  These cases can stimulate interest in training programs in and outside the US.  There are six additional shorter cases that exemplify (mostly) non US companies or training issues.  Please address any questions or comments to the author at their new email address Neal@NealGoodmanGroup.com 

Going Global with Training and Development

While the world may seem to be spinning out of control over divisive politics, a strong unseen undercurrent of training that builds respect and understanding is running through global organizations. These training interventions have unique challenges to overcome, but the results in improved productivity, profitability, trust, and respect among co-workers make tackling these challenges worthwhile.

Let’s look at two case studies, one a German pharmaceutical company and the other a manufacturing facility in Saudi Arabia, and see how they faced their diversity and inclusion challenges.

CULTURAL INTELLIGENCE TRAINING FOR 200 INTERNAL CONSULTANTS FOR A GERMAN PHARMACEUTICAL COMPANY

Challenges: More than 200 savvy internal consultants from multiple countries were coming together in Germany for a one-day retreat, so they could get to know each other better and learn about cross-cultural differences within their teams and with regard to the global clients they support. HR wanted there to be multiple opportunities for the participants to meet in smaller groups so they could get to know each other better. The majority of the attendees were from Germany, and the training was to take place in English. A U.S.-based training organization was selected to deliver the training. The German hosts wanted to have a fun evening event to conclude the day, with all the attendees dressing up in costumes representing cultures other than their own. For example, the Germans would dress as Brazilians. However, the American participants said they would refuse to do this since it would lead to stereotyping and divisiveness rather than inclusion.

Solutions: A U.S.-based training organization, which specializes in global team development and with prior global experience with this company, was selected to design and deliver the multicultural retreat. The training company assigned seven of its German-speaking and Germany-based trainers to assist in the design and delivery of the program. This eliminated the possibility that the training had underlying American cultural biases and prevented the impression that this was a U.S. program being imposed on a predominantly German audience. The only presentation made by an American was the keynote to kick off the retreat.

Seven facilitators were selected, so the 200 participants could meet in smaller groups. The training methodology was almost exclusively interactive, with many opportunities for the participants to get to know each other and to share insights about their cultures. Case studies derived from the participants were used to illustrate cross-cultural challenges they face in their assignments. Participants shared their cultural profiles and discussed best practices to overcome the differences with each other.

At the conclusion of the program, the participants wrote their key learnings on a 40-foot-long roll of paper and then walked around the list capturing each other’s ideas, which later were posted on the group’s Website. In consultation with the training organization, it was decided that the costume event was inappropriate and could be offensive, so the evening event was an elaborate dinner followed by a dance party.

The success of the program was measured in part by the number of participants who identified colleagues from other countries as “buddies” and committed to stay in touch on a monthly basis to share ideas and experiences. Informal measures of success were the hundreds of key learnings from the program that were recorded, and the laughter and smiles of the participants.

INCLUSIVE LEADERSHIP AND DIVERSITY TRAINING IN SAUDI ARABIA

Challenges: Saudi Arabia is committed to increasing the number of Saudi citizens employed in the economy, with a focus on non-energy-related industries. To achieve this objective—known as the Saudization program—foreign companies are being incentivized to open new manufacturing facilities in the kingdom. Due to historical factors, many Saudis have not had significant experience managing and leading the diverse workforce in Saudi Arabia. As a solution to this lack of experience, Western companies working in Saudi Arabia are offering cross-cultural and diversity training for their multicultural teams. Some of the unique diversity factors that must be addressed include: degree of religiosity (those more observant versus those who are less observant); nationality differences (both in regard to the many employees from Southeast Asia and the nationality of people from the Middle East); and discrimination by some, based on gender, sexual orientation, and those who are not Muslim.

Solutions: A training program was designed to specifically address these topics in an open and non-confrontational manner. The process began with interviews with the current non-Saudi head of a new and expanding manufacturing facility, who identified six specific topics he wanted to address. Next, the HR leader for the region offered corporate mission statements regarding diversity and leadership competencies that the head of the facility would introduce at the start of the program. A trainer with more than 20 years’ experience working with leading Saudi organizations was selected to lead the training. Getting a respected trainer was critical since both the topic and the trainer (who is a Western woman) could be seen as “foreign” and not relevant to their situation. The training methodology combined instructor-led facilitation and interactive group activities to draw out and reinforce key learning points. A deliberate informal facilitation style encouraged inclusive participation.

The result of the program was an increased openness to address the diversity issues being faced by the leaders and supervisors at the plant. All of the potentially disruptive topics were discussed openly and with respect for all. The leadership team and supervisors created specific action plans and milestones to be achieved. The success of the program was measured by the positive responses of the Saudi and non-Saudi attendees. In fact, the supervisors wanted to roll out the program to their employees.

OTHER TRAINING EXAMPLES

Here are other examples of recent diversity and cross-cultural interventions:

1. A two-day cross-cultural strategy retreat for executives of a leading European biopharmaceutical company being bought by a major Korean chaebol on how to best integrate the cultures of the two organizations.

2. Customized cross-cultural training for expats going to the U.S., France, Saudi Arabia, and Taiwan. Each family received its own program to address its specific needs.

3. An unconscious bias training for a high-tech company in Malaysia focusing on the hidden aspects that impact successful relationships. Special concern was paid to the systemic differences found in Malaysian society between the three main ethnic groups: Malays, Chinese, and Indians.

4. Training U.S. scientists to work with Japanese scientists on the impact of the atomic bombing of Hiroshima in World War II. This training was meant to help the U.S. scientists understand the cultural underpinnings of Japanese society and workplace relationships to expedite working relationships.

5. Teambuilding for Israeli and American technology teams. While both the Israelis and Americans had the necessary technical skills, their differences in communication styles were leading to mistrust and bad feelings. These common cultural differences were addressed in a non-threatening workshop featuring numerous simulations.

6. Webinar series on working globally for the U.S. unit of a major Dutch chemical company that has a multicultural workforce and client base.

While it may appear that those things that divide us are immutable, the reality is that organizations are seriously addressing these differences in order to build bridges of understanding.

Please share your best practices and challenges when addressing differences with me at: ngoodman@global-dynamics.com.

Neal Goodman, Ph.D., is president of Global Dynamics, Inc., a training and development firm specializing in globalization, cultural intelligence, effective virtual workplaces, and diversity and inclusion. He can be reached at 305.682.7883 and at ngoodman@globaldynamics.com. For more information, visit http://www.globaldynamics.com.

(Reprinted from Training Magazine with permission) 

Dorothy Mealmaker Sermol, age 85, passed away peacefully at home on July 20, 2025, in Portland, Oregon, surrounded by her loving husband and family. Her life was devoted to kindness, understanding, and the teaching and advocacy of diversity in worldviews. In addition, she was a devoted lover of “pussy cats.”

Dorothy was born in Glasgow, Scotland, to James and Marion “Minnie” Colville. She spent her childhood in Thornliebank, Ayr, and Greenock, and attended Greenock Academy. A gifted vocalist, she won numerous voice competitions and earned a full scholarship to the Royal Academy of Music and Dance, where she received her LRAM (Licentiate of the Royal Academy of Music).

In 1965, following the death of her first husband, Dorothy emigrated to the United States with her two young daughters. She taught in private schools across the state of California including in Los Angeles, Palo Alto, San Mateo, and San Francisco. She later attended San Mateo College and then moved to Portland, Oregon, where she earned a BA in Intercultural Communication from Marylhurst College. Her passion for communication led her to pursue a Master’s degree in Speech Communication, with an emphasis in Intercultural Communication, from Portland State University. Her thesis was titled: “Toward a Phenomenological-Based Perspective of Acculturation with Application to Scottish Immigrants.” 

Dorothy continued her teaching career at the college level, serving at Portland Community College, Linfield College, Marylhurst University, Lesley College, and Portland State University in the Communication Department. While at Portland State she also served as a dedicated union representative advocating for faculty rights, was involved with Intercultural Communication Workshop (ICW) classes, the Training and Development Program (T&D 1998—2008), and various student exchange programs. She also taught for many years at the Summer Institute for Intercultural Communication (SIIC, 1991-2012), at a conference hosted by the Intercultural Communication Institute (ICI), as well as using her singing talents to entertain attendees during the opening, closing ceremonies and/or various other SIIC events (1987-2018). During her tenure at SIIC, she co-taught many workshops including: Using the Intercultural Perspective; Applying the Intercultural Perspective; Best Practices of Intercultural Communication; and Borders, Boundaries, Belonging and Beyond. Dorothy founded Intercultural Communication Solutions (ICS) and consulted for a variety of institutions during the 1990s and well into the 2000s working with multiple companies helping them with global teaming and communication. One of those was PGE, which had been owned by a Scottish firm for about 10 years, where she helped with that transition and the communication internationally. 

An accomplished opera singer, Dorothy performed widely, including appearances on BBC radio and television, the Edinburgh International Music Festival, Royal Festival Hall, Albert Hall, Menlo Guild Players, Pacific Opera Theatre, Golden Gate Opera Arts, Coastside Chorale, San Mateo Chorale Society, Scottish Rite Temple, and Bach Dancing and Dynamite Society. She also shared her love of Scottish folk songs and Robert Burns at many Highland Games and Burns Night celebrations.

Dorothy is survived by her beloved husband, Hap; her daughters, Luisa and Amanda; and her granddaughters, Samantha, Isabella, and Sarah. She is sorely missed, “Till a’ the seas gang dry, our dear.”

Remembrance article by Sandra Garrison

By Brianna Harrison,
Conference Communications Chair

Interculturalism, diversity, equity, inclusion, justice, and belonging all flow through us. We hope it can flow from us as well. Though we all strive for a world where we can get along, be civil, and support each other, this work – our work – seems to be constantly under attack. Organizations and institutions continue to roll back diversity and equity programs. Inclusive language is quietly being scrubbed from websites and mission statements. People who think they have all the answers believe that interculturalism is an inconsequential part of life at best, downright harmful at worst. Us-vs-Them mentality runs rampant through our communities. So, what can we do? 

We keep doing our work. And we support each other as we do our work. There is only so much we can do on our own. We cannot save the world as individuals, and we need to be refilled and reenergized as we pour out so much of ourselves into what we do. We need a network and community of people who believe that the world can be better to lift us up so that we can each do our part. We seek out strategies and resources to help overcome the roadblocks we encounter, and we share those strategies and resources with others in our fields. Gradually, we help people see the beauty and value of interculturalism and inclusion. We help others learn to work together and thrive in multicultural environments. It is what we love to do, and it is what we believe in. Through our unity, unity spreads throughout the world. That is worth the effort.

The SIETAR USA conference helps us in these endeavors to learn from each other and pour into each other. This year, we will learn new intercultural models, discuss how to leverage social media in our work, reflect on inclusivity, and much more. We will honor the legacies of past voices in interculturalism, hear the wisdom of seasoned interculturalists, and help each other to heal through these difficult times. Through workshops, presentations, reunions, and dinners this conference is sure to strengthen you. No matter what you need in your career or life journey, the conference has something for all of us. It is an opportunity to come together and find joy in each other, and to recommit to the work that we love to do.

We at SIETAR USA would love to see you at the 2025 conference. Come network, fellowship, learn, and grow with us. As we address many of the world’s problems without wallowing on them, let’s lean on each other and find joy. We are looking forward to the best conference yet!

The 2025 Call for Nominations for the Board of Directors of SIETAR USA is now open. We invite all members to step up and join us in the leadership of our organization. We are committed to developing a diverse and dynamic Board team that leads, inspires and connects with all our members, helping to transform and sustain our intercultural community into the future.

 All SIETAR USA members are invited to participate in the nominations process and to vote for candidates. We also welcome you to bring energy and creative ideas by getting involved in our project teams. It is up to all of us to create a professional society that best serves our individual and community needs, and that promotes intercultural understanding with a commitment to diversity, equity and inclusion.    You may nominate yourself or another member of the organization.  Any candidate for Board positions must meet the general board criteria posted on our web site in addition to the role-specific requirements listed in each position description. 

SIETAR USA Mission Statement

The mission of SIETAR USA is to provide an interdisciplinary community of educators, trainers, and researchers that nurtures and supports transformational growth, intercultural understanding, and professional interchange with a commitment to diversity, equity, inclusion, belonging, and social justice.

OPEN POSITIONS

PRESIDENT-ELECT (This is a 4-Year Commitment: 1-Year as President-Elect January 1, 2026, to December 31, 2026; followed by a 2-Year Term as President; followed by a 1-Year Term as Immediate Past President)

The President-Elect is a member of the Executive Committee and is an officer of the Board.  The President-Elect will succeed the President and will preside when the President is absent.  In preparation for their term of office as president, the President-Elect will attend Board meetings, support the president’s initiatives and familiarize themselves with the Bylaws and Standing Rules, policies, procedures and the financial status of the Society.  A key responsibility of the President-Elect is to co-chair of the Nominations and Elections Committee, working with the Leadership Development Director to identify, recruit and vet potential Board members as part of the nominations and elections process.  The year of preparation should be used to determine new initiatives or innovations in society processes and activities to be ready to put them in place as early as possible in their term of office.

SECRETARY (3-Year Term January 1, 2026, to December 31, 2028)

The Secretary is a member of the Executive Committee and is an officer of the Board.  The Secretary is responsible for maintaining the policies of the Society as specified by the Bylaws and Standing Rules.  As the individual in charge of the records of the Society and working with the Administrative Officer, the Secretary keeps the minutes and attendance at Board meetings, ensures that notices as directed by the Executive Committee and the Board are sent out in a timely manner, and oversees the document retention and destruction policy to ensure that Society documents are protected appropriately.

TREASURER (3-Year Term January 1, 2026, to December 31, 2028)

The Treasurer is a member of the Executive Committee and is an officer of the Board.  The Treasurer is responsible for oversight of the financial details of the Society.  As the individual responsible for maintaining the financial accounts and records, the Treasurer works closely with the Administrative Officer to ensure the fiscal integrity of the Society.  The Treasurer is instrumental in providing research and general knowledge to influence fiduciary decisions regarding how SIETAR USA will use its funds.  Primary responsibilities of the Treasurer are to prepare the annual budget, approve expenses, monitor the accounts, and prepare financial reports as required.

LOCAL GROUPS COORDINATION (3-Year Term January 1, 2026, to December 31, 2028)

The Local Groups Coordination Director is the point of contact between the SIETAR USA Board of Directors and the Local Groups. The Local Groups Director is responsible for providing support and encouragement to existing Local Groups, and for assisting and supporting leaders who want to establish a Local Group in their area.

PROFESSIONAL DEVELOPMENT (2-Year Term January 1, 2026, to December 31, 2027)

The Professional Development Portfolio Director is responsible for developing and monitoring a program of information and opportunities that sustain the professional development of the membership.  The Director will explore how the professional needs of the membership can be met through activities sponsored and/or supported by SIETAR USA.  The Director of this Portfolio will have conference-related responsibilities such as reviewing proposals, sourcing speakers and working with the conference chairs to develop the conference program.  The Director of this Portfolio is encouraged to establish a committee to support the work.

SPONSORSHIP PARTNERSHIP DEVELOPMENT (1-Year Term January 1, 2026, to December 31, 2026)

The Sponsor Development Director is responsible for bridging individuals, companies and institutions with SIETAR USA to provide supporting funds for the annual conference and other activities throughout the year.  The Director of this Portfolio will initiate, direct and support the relationships with sponsors and association partners, highlighting their support and providing them with good value for their investment in SIETAR USA.  This Director is encouraged to establish two committees to focus on a. conference sponsorship activities and b. supporters to provide a financial foundation for other society activities.

Detailed position descriptions for these roles are available on the SIETAR USA website.

Nomination Submission Deadline

All nominations must be submitted in writing by e-mail to info@sietarusa.org and boardleadership@sietarusa.org.  Please email both addresses by Friday, October 10, 2025 at 5PM PST.

Please be sure to include your resume or CV and a brief statement of intent that addresses the following:

• Why do you want to serve on the SIETAR USA Board of Directors?
• What do you consider the primary strength(s) or skill(s) you bring to SIETAR USA?
• What are your vision and objectives if elected as director for your portfolio of choice?

Process

The Nominations Committee identifies candidates through a nomination process for each position based on the required skill and knowledge sets needed for each position.  The Slate is then announced to the members of SIETAR USA.  If there is more than one candidate for a position, an election will be held.

Term of Service

Board members will serve a three-year term starting January 1, 2026 and carry responsibilities for the portfolio for which they were elected.

Note that the role of Professional Development for the 2025 election is a commitment of two (2) years to fulfill and complete the term that began January 1, 2024.  Sponsor Partnership Development for the 2025 election is a commitment of one (1) year to fulfill and complete the term that began January 1, 2024. Upon completion of a three-year term, every board member can choose to self-nominate for three more years of the same or a different board position and go through the nomination process as any new candidate would during that same nomination cycle. According to the Bylaws, SIETAR USA Board membership generally cannot exceed nine (9) consecutive years.  

General Duties of Members of the Board of Directors

Board members serve a three-year term (unless noted otherwise) and carry responsibilities for the portfolio to which they are appointed.

Board members must sign and abide by the Board Code of Ethics and Conflict of Interest documents. As with all members of the Society, they are encouraged to support and sign the Living Code of Ethics.

Board members are expected to attend the SIETAR USA Annual Conference, the Annual Board Meeting (a one-day in-person meeting before or after the conference), and the Board of Directors Annual Retreat (a three-day business meeting generally held each year in February or March).

Board members are expected to participate in monthly Board of Directors teleconference meetings. 

We look forward to your responses to this Call for Nominations and your participation in this process. Feel free to contact us with any questions at boardleadership@sietarusa.org or info@sietarusa.org.

Thank you for supporting SIETAR USA!
 
Elmer Dixon
SIETAR USA Immediate Past President &
Nominations Committee Co-Chair
 
Jon DeVries
SIETAR USA Leadership Development Director
and Nominations Committee Co-Chair

By submitting your statement, you agree to serve out your full term and to abide by the Bylaws of SIETAR USA if selected.

By Sue Shinomiya

The SIETAR USA Board of Directors and leadership team held a productive and inspiring retreat in Portland, Oregon, in March 2025! What happens at a Board Retreat? Some members have asked that question, so we provide you with a glimpse into our time together, the activities, discussions, who was there, and some conclusions.

One of the benefits of being on the Board is our opportunity to collaborate in person at our annual retreat. During our weekend in downtown Portland, we reflected on SIETAR USA’s current situation and how we can continue to build and grow our organization and community with strategic planning and future initiatives. Facilitated by Tatyana Fertelmeyster, along with Sue Shinomiya and Jon DeVries, we held valuable discussions and brainstorming sessions on what our organization can do in the current challenging environment to support our members. By holding an in-person meeting, we achieved our goals for building strong relationships and fostering collaboration on our team. We identified key areas of focus: Membership and leadership outreach, collaboration with other organizations, new activities to sustain our organization, and grow our IC and DEIB community.

(pictured above from left to right: Sandra Fowler, Monica Mumford (sitting), Hannah Strack (standing), Jon DeVries, Elmer Dixon, Tatyana Fertelmeyster, and Cheryl Woehr. In the second photo, Dr. Kwezi Ewoodzie joined virtually with Cheryl Woehr and Sue Shinomiya.

A shout-out to Monica Mumford, our Treasurer and logistics coordinator, for her arrangements with the Embassy Suites by Hilton Downtown Portland, which will also be the venue for our 2025 SIETAR USA Conference and 25th Anniversary Celebration to be held November 11 – 15, 2025.

This is a picture of dinner at the hotel on the first evening. From the left: Monica Mumford (Treasurer), Jon DeVries (Leadership Development Director), Cheryl Woehr (Conference Oversight Director), Sandy Fowler (Communications Director), Hannah Strack (Membership, Outreach, and Diversity Director), Elmer Dixon (Immediate Past President), Tatyana Fertelmeyster (Retreat Facilitator and former President), Sue Shinomiya (President).

We were joined by our two Conference Co-chairs, Chris Cartwright and Tessa Sutton (virtually), who brought us up to date on conference planning. They and their team have been working on the Conference Proposals.

The board and Chris hosted a “happy hour” party for local interculturalists, who we hope will join us for the Conference in November. Special thanks to Yoko Sakurauchi and Caliopy Glaros (pictured below with Sue), both on the conference team.

In a process led by former President Elmer Dixon, we discussed how to work towards overcoming racism, individually and as an organization, and what more we can do to support our community members and practitioners who are facing adversity at this time.

We took advantage of this location and enjoyed walks along the waterfront, the Portland Saturday Market, and a few of us visited the beautiful Portland Japanese Garden, with Pilar Montejo as our host.

A big thank you to our Board colleagues for their contributions and collaboration throughout this process: Sue Shinomiya, Monica Mumford, Jon DeVries, Melissa Neu, Hannah Strack, Cheryl Woehr, Sandy Fowler, Elmer Dixon, and Kwezi Edwoodzie, who joined us virtually. Also, our thanks to our Advisory Council members Patricia Malidor Coleman and Rob Pusch, who also joined virtually when possible. We got to know our new Administrative Officer, Cheryl Anne Farmer, who just started working with us in late March - welcome, Cheryl Anne!

We invite leaders in the field to step up and join this wonderful Board team in the various positions that are open right now. Joining the Board in a year with an in-person conference is the best, with many opportunities to interact, collaborate, and lead to help us carry out our mission. We’re also seeking collaborative partnerships with sponsors who share the desire to support intercultural competence-building.

Our action plans will strengthen our ability to sustain and grow our organization and support our membership of intercultural and DEIB practitioners, students, and researchers, and provide transformational learning opportunities to learn, network, and connect. I'm eager to see the positive outcomes as we grow together!

• How do in-person meetings enhance collaboration and decision-making within organizations?
• What role do you believe intercultural collaboration will play in addressing global challenges?
• What cool ideas do you have to grow and sustain our organization financially?
• How would you like to engage with us to help shift the narrative and build a more interconnected, interculturally competent world of the future?
• Is it your turn to step up and join us? Contact us about leadership roles available on the SIETAR USA Board of Directors at info@sietarusa.org.

By  Neal Goodman, Ph.D.

There is so much misinformation out there today about diversity, equity, and inclusion. Here’s an overview and clarification of the basics.

Suddenly, DEI (diversity, equity, and inclusion) is in the news, and the news from some sources is that DEI is a dangerous, toxic movement undermining our society. Organizations are being threatened for promoting DEI, even though they have demonstrated tangible benefits from their DEI initiatives.

There is so much misinformation that we need to take a step back and objectively review DEI to decide if it is a danger or enhancement to our organizational and societal well-being. As leaders in Training and Development, you are critical gatekeepers in helping your employees and organizations succeed during these turbulent times, with accurate information about the subject. Since the topic may be new to many of your employees, this column will provide a brief overview and clarification of the basics.

Photo by Alexander Grey

Diversity

Diversity is all of us. Humans have the unique ability to control a part of their destiny. We can create social environments that are conducive to providing the benefits of humanity to all or to a very few. For example, cancer is a medical disease that afflicts all humanity, while bigotry, bias, and discrimination are social cancers created by humans to isolate and insulate us from one another. This will keep us weak and ignorant, leading us to apply our creativity, ingenuity, and resources to build walls and weapons rather than building opportunities to learn from each other. Bias can build intragroup solidarity and intergroup hostility. This will keep us weak and ignorant, leading us to apply our creativity, ingenuity, and resources to build walls and weapons rather than building opportunities to learn from each other.

There isn’t a person or group who has not been the object of discrimination and bigotry. The status of any group is based on history, location, and power. Diversity is not simply a matter of skin color, religious persuasion, gender, sexual orientation, or any one of the hundreds of factors that have been used by one group to feel superior and/or threatened by another group. There clearly are those from any group who are ethnocentric and preach the superiority of their group over others. No one group is inherently superior or inferior to any other group; it all depends on context. One way of understanding context is by considering the meaning of the term “minority group.”

A minority group is any group that is singled out for differential treatment based on physical, cultural, or social factors and sees itself as an object of discrimination. The key difference between a minority group and a dominant group is power. Power is the ability to control one’s future, and, in most contexts, power is not distributed equally. Those in power typically try to retain and increase their privileged position to the detriment of those with less power. In some cases, those in power are not even aware of their “unseen privileges.” DEI is not going to end inequality of power. But it will help us to understand the cost and harm bias has on our common destinies. Any initiative to help us overcome our biases should be celebrated, as it adds value to us all.

Equity

Equity is creating an environment where there are the same opportunities for all. Equity is not the same as equality. Equity is giving everyone an equal opportunity to be unequal. For example, in some countries, all schools get the same budget per pupil, teachers get the same pay, there is a common curriculum, and support is given to anyone who wants extra help at no cost. While this does not result in everyone being equal, it does improve the opportunity for each individual to succeed and to make a greater contribution to the whole of society. Societies that allow wealthy children to get a significantly better education than those with less wealth are creating a society that must be unequal, even if the same measures of “merit” are used in college admissions, hiring, advancement, etc.

Inclusion

Inclusion can also be referred to as belonging. Inclusion is the active, intentional, and ongoing engagement with all diverse group members, especially those who are prevented from full engagement with the group. For example, leaders provide opportunities for professional development only to those who are in a similar social class, religion, race, etc. Those who are not members of the “in” group will be excluded and will be more likely to leave their jobs, which will prove they are less loyal and justify not promoting them. This process of “blaming the victim” is well known to those who are not part of the “in” group. For example, in many cases, people who work at headquarters get better professional development opportunities than those who work in distant locations simply because they have better access to leaders and information. This is referred to as “proximity bias,” and organizations can take actions to remedy this.

Training and Development

DEI education and training have helped create more inclusive organizations by giving diverse employees the opportunity to be heard and increase their chances to make a meaningful contribution to the organization. Diverse perspectives improve all aspects of the organization, including employee engagement, marketing, innovations, and other success factors. One of the largest sporting goods brands believed that only men would buy their products until the organization appointed its first female member to its board of directors. The new board member convinced the company to offer products aimed at females. The company now sells more products to women than to men. In the past decades, we have learned much from veterans, those with unseen disabilities, and others, which helps us to build more inclusive organizations.

Next Steps

Each person reading this will have to make difficult decisions about providing education and training around DEI. To make your job a bit easier, here is a link to many of my “Best Practices” articles published by Training magazine: https://trainingmag.com/author/neal-goodman/. These short articles provide practical information, as well as insights into areas such as:

• Measuring the Impact of Diversity Training
• Should Diversity Training Be Illegal?
• How to Have Difficult Conversations
• Unconscious Bias
• Selecting a DEI Trainer

I want to invite all readers to write to me with any questions regarding DEI. I will answer them confidentially and privately, and at no cost. We all must do our best to build on and defend the progress our society and organizations have made in diversity, equity, and inclusion. As leaders in professional training and development, we must do what we can to call out bigotry and bias at work and in our communities and provide the training and development that helps all of us to reach our full potential.

Neal Goodman, Ph.D.

Dr. Neal Goodman is an internationally recognized speaker, trainer, and coach on DE&I (diversity, equity, and inclusion), global leadership, global mindset, and cultural intelligence. Organizations based on four continents seek his guidance to build and sustain their global and multicultural success. He is the CEO of the Neal Goodman Group and can be reached at Neal@NealGoodmanGroup.com. Dr. Goodman is the founder and former CEO of Global Dynamics Inc.

(Reprinted from Training Magazine with permission) 

By Brianna Harrison

Thinking of attending SIETAR USA’s 2025 conference? Here’s what you need to know:

• The conference will be held from November 11-15, 2025, at the Embassy Suites by Hilton Downtown Portland. You can book your hotel room at the conference rate by clicking this link.

• The theme of this year’s conference is Inclusive Interculturalism: Purpose, Possibilities, and Progress. We are invited to consider how we can practice inclusive interculturalism in our fields. We commit to promoting inclusivity in our environment, communities, organizations, and within ourselves.

• Our keynote speakers will be inspirational and social activist Donna Beegle and transformative leader and founder of Real Mentor Tamara Thorpe, two dynamic speakers whose work truly serves the intercultural and DEI community.

• The conference workshops and sessions will be presented by seasoned interculturalists as well as newcomers to the field. Their expertise on various intercultural topics will both enlighten us and challenge us to think of interculturalism in new and revitalized ways. Topics range from utilizing social media effectively to understanding neurodiversity across cultures to artificial intelligence and interculturalism, and many, many more!

• Refreshments will be available at the conference and are included in the cost of registration. Feel free to grab a coffee and a cookie between afternoon sessions. For those who stay at the Embassy Suites, a full breakfast is provided as well as evening Happy Hour with snacks

• Come explore Portland! From cultural districts to global restaurants, Portland is a city full of opportunities to enjoy interculturalism. Stroll along the nearby Waterfront or through the LanSu Chinese Garden. Hike in Forest Park. Explore the Pearl District or one of Portland’s many cultural museums. Or browse the iconic Powell’s City of Books or the Japanese bookstore Kinokuniya. There are plenty of opportunities to have fun and meaningful experiences. Also, did you know that Portland International Airport has been named the best airport in the country? Come see for yourself what makes it special!

• For more information about the conference, visit our website at https://sietarusa.wildapricot.org/2025-Conference. Stay up to date on all things SIETAR USA on social media. Follow us on LinkedIn, Facebook, YouTube and Instagram for news on the 2025 conference and much more. Be on the lookout for our Conference Connect newsletter for more updates.

• A special THANK YOU Chris Cartwright and Tessa Sutton for spearheading this huge endeavor as our conference co-chairs, and to Cheryl Woehr for providing support as the SIETAR USA Conference Oversight Director!

The conference will be a time learn, grow, network, and celebrate interculturalism and inclusion. We hope to see you in Portland in November! Registration now open!

News about sietar's global community

By Aliona Yermalayeva

In recent years, SIETAR groups across the world have seen an incredible surge in interest in global connections, reflecting a shared desire to learn from and engage with each other. This growing momentum led to a significant milestone last year: the creation of SIETAR Global. The foundation for it was laid by the dedicated leaders representing SIETAR Europa, Switzerland, Canada, Japan, Brazil, Southeast Asia, Chile, Australasia, and Argentina, including our own SIETAR USA President Sue Shinomiya, who now represents our organization within the Global network. This initiative is dedicated to fostering intercultural dialogue and collaboration with the aim of creating a more harmonious and resilient global intercultural community.

With this in mind, we are excited to introduce our new column, bringing you direct updates and valuable insights from the SIETAR Global network!

Newsletters & Blogs

• To kick things off, we invite you to explore Young SIETAR’s blog, which features:
• • TOPOI GPT – an AI bot, designed to enhance intercultural communication.
  • Insights on Bilingual Networking.
  • Discussions on recent developments in intercultural communication.
• In its June Newsletter, SIETAR India presents multiple articles ranging from the culinary arts to parenting and expatriation, all viewed through an Indian lens.

Publications

For those seeking deeper insights, we highly recommend exploring The Swiss Journal of Intercultural Education, Training, and Research. The 2024-2025 issue highlights the following topics:

Past & Upcoming Events

• The recent SIETAR Switzerland 2025 Conference in June 2025 brought together professionals, researchers, and enthusiasts from all over the world to Lucerne to discuss topics around Intercultural Leadership. Explore more information about the Conference, including keynotes and speaker biographies, here.

• Looking ahead, mark your calendars for the SIETAR Europa Virtual Institute & Film Festival 2025 on September 22–27^th. Co-hosted by SIETAR Europa and Young SIETAR, this virtual event invites educators, researchers, and change-makers to explore the theme “Navigating Interculturalism in an Era of Disruption: Where are we coming from, where are we now, and where do we want to go?” The final program and full list of speakers is available at: vi2025.sietareu.org

• 40th Anniversary Annual Conference in Japan with the timely topic of “Intercultural Communication and Peace-Making Efforts” will take place in Tokyo on October 11-12^th, 2025.

And to wrap up a busy year, November will see four other significant events happening (nearly) simultaneously!

• SIETAR South East Asia Conference will be held November 7-9th with the theme of “Intercultural Insights for Thriving in Asia”, to be co-hosted by Kasetsart Business School, Bangkok, Thailand.  
• We look forward to seeing many of you on November 11-15^th in Portland, Oregon, for the 2025 SIETAR USA Conference “Inclusive Interculturalism: Purpose, Possibilities, and Progress”.

However, if you find yourself in France or Germany during that time, make sure to check out the following events:

• SIETAR Deutschland FORUM 2025 “Interculturality in Transition: Insights, Inspiration, Perspectives”– November 13-15^th, Erfurt, Germany.
• Hybrid International Congress “Intercultural Negotiation” - November 13-15^th, Montpellier, France.

This was just a snapshot of resources and events from our global network, and we encourage you to explore what else other SIETAR Global groups have to offer. For more information, please feel free to reach out to Sue Shinomiya – our point of contact for SIETAR Global. Stay connected and continue building bridges with us!

REMEMBERING Stella Ting Toomey

Written by Leeva Chung

Stella Ting Toomey (Ting Wun Chu), a prolific intercultural communication theorist and scholar whose work focused on achieving adaptive and mindful communication with others, passed away peacefully at home in Fullerton, California. She leaves behind her premium joy—her son Adrian (partner Susy), and three close brothers, Tom, Henry, and Victor. Stella was born in Hong Kong in the auspicious year of the Dragon in Hong Kong, on 22 May 1952, the only daughter of parents Ting Chun Wen and Wang Shu Chin.  At twenty years of age, Stella left Hong Kong to attend the University of Iowa. After receiving her BA, she and her husband, Charles, moved to the University of Washington for her MA and PhD in communication.

Best known for her theories of face and identity negotiation, for more than forty years, Stella was considered a leader of intercultural communication. Her influence extended far beyond communication to many of the social sciences, business, and global studies, and her work was transformative, clear, and impactful. She (co)authored more than seventeen books, including academic monographs, edited volumes, and educational materials, and published more than 120 scholarly articles and book chapters.  Much of her work was closely connected to her passion and love of teaching students in the classroom. In fact, her theories were deeply personal to her and aligned her behavior with her interactions with others, such as validating the face (projected self-image) and identity of others, despite cultural differences.

Stella’s public image was that of a serious scholar, private, reflective, and the opposite of spontaneous. She was known for her meticulous editing, reliance on multiple USBs to save all her documents, and incredible work ethic. Her private image was that of a woman who loved her L.A. Lakers (when they were winning), sharing an appletini on a special occasion, listening to classical music, and her fun obsession with Korean Dramas, which would keep her up until the late hours of the night. Motivated during COVID, Stella went back to playing the piano.

In her identity negotiation theory, Stella reflected on how we can respect, support, and understand those who are different from us. This powerful observation is the very nature of Stella as a true inspirational life scholar. In her passing, Stella’s legacy will continue through the students, colleagues, and workshop attendees, and she continues to transform lives in her writing.

Photo of Stella Ting Toomey & Leeva Chung  

Adam Komisarof, former president of the International Academy of Intercultural Research (IAIR), author of At Home Abroad and 5 other intercultural books, shares information about his open-access paper New Developments in Hofstede's Individualism-Collectivism: A Guide for Scholars, Educators, Trainers, and Other Practitioners that critically analyzes Hofstede's and Minkov's work on Individualism-Collectivism in IJIR. It also helps readers make sense of the conflicting scores and names for Hofstede's dimensions that they will find on the internet:

https://www.sciencedirect.com/science/article/pii/S014717672500063X

In addition, he recommends The Sage Handbook of Intercultural Communication, which was edited by Adam Komisarof, Shuang Liu, Zhu Hua, and Levi Obijiofor, and published in January 2025.

Following William Gudykunst's classic volume, The SAGE Handbook of Intercultural Communication offers a contemporary, global, and interdisciplinary approach to understanding the complexities of intercultural communication in our diverse and interconnected world. Featuring contributions from leading and emerging scholars across multiple disciplines, including communication studies, psychology, applied linguistics, sociology, education, and business, this handbook covers research spanning geographical locations across Europe, Africa, Oceania, North America, South America, and the Asia Pacific. Topics include migration, managing cultural diversity in the workplace, creating culturally inclusive learning environments in educational settings, navigating intercultural relationships within families, understanding the role of media in shaping cultural perceptions, intercultural communication in crises, and many others. The Sage Handbook of Intercultural Communication serves as an indispensable resource for understanding and navigating the complexities of intercultural communication. Read more here:

https://us.sagepub.com/en-us/nam/the-sage-handbook-of-intercultural-communication/book285700

Let us know if you have a recently published article, chapter, or book. We would be pleased to let our readers know about it. Contact Sandy Fowler sandymfowler@outlook.com