Clementine K. Fujimura – författare

Fujimura takes us across history and into Russian society, its orphanages and shelters, and along the streets of the nation to see how abandoned children are stigmatized and shunned. Readers come to understand how and why these children, left orphans by death or by choice, form their own culture to find power and to survive. This pioneering work on child abandonment looks at Russian society from a new angle: from the perspectives of abandoned youngsters and their caretakers. Based on direct observation of and interviews with abandoned children, this work shows why any effort to rescue these children calls for a deep understanding of Russian culture, and why any effort to address abandonment in Russia calls for a joint effort between psychologists, social workers, and the children themselves.Researcher Fujimura takes us across history, into Russian society, its orphanages and shelters, and along the streets of the nation to see how abandoned children are stigmatized and shunned. We also come to understand how and why these children, left orphans by death or by choice, form their own culture to find power and to survive. This pioneering work on child abandonment looks at Russian society from a new angle: from the perspectives of abandoned youngsters and their caretakers. Based on direct observation of and interviews with abandoned children, this work shows why any effort to rescue these children calls for a deep understanding of Russian culture, and why any effort to affect abandonment in Russia calls for a joint effort between psychologists, social workers, and the children themselves.

This book offers an accessible reference and roadmap for the practical application of cross-cultural competence (3C) for leaders dedicated to leading with diversity, inclusion and personal development in mind. Developing Cross-Cultural Competence for Leaders takes readers from ideational to real, asking them to step out of their comfort zone and learn to navigate cultural differences. The authors invite readers to join them on a journey of discovery of themselves, their personal and professional peers and ultimately the cultural landscape they inhabit both knowingly and oftentimes unknowingly all in the hopes of opening doors to empathetic and effective communication. The skillset required for 3C is developed throughout the book beginning with a discussion of relevant concepts, leading the readers through narratives of extreme environments and ending with a roadmap for use in leadership positions. Each chapter discusses a foundational idea contextualized with sample narratives and ending with thought questions. The authors summon readers to embrace dissimilarities, shift perspectives, dare to engage and navigate in new and even adverse social and cultural contexts. Developing Cross-Cultural Competence is an essential reading for students of leadership development, as well as military and non-military professionals.

This book offers an accessible reference and roadmap for the practical application of cross-cultural competence (3C) for leaders dedicated to leading with diversity, inclusion and personal development in mind. Developing Cross-Cultural Competence for Leaders takes readers from ideational to real, asking them to step out of their comfort zone and learn to navigate cultural differences. The authors invite readers to join them on a journey of discovery of themselves, their personal and professional peers and ultimately the cultural landscape they inhabit both knowingly and oftentimes unknowingly all in the hopes of opening doors to empathetic and effective communication. The skillset required for 3C is developed throughout the book beginning with a discussion of relevant concepts, leading the readers through narratives of extreme environments and ending with a roadmap for use in leadership positions. Each chapter discusses a foundational idea contextualized with sample narratives and ending with thought questions. The authors summon readers to embrace dissimilarities, shift perspectives, dare to engage and navigate in new and even adverse social and cultural contexts. Developing Cross-Cultural Competence is an essential reading for students of leadership development, as well as military and non-military professionals.

Now in its second edition, this book offers an accessible reference and strategy for the practical application of cross-cultural competence (3C) for leaders operating across complex operational environments, including the Armed Forces and government. Developing Cross-Cultural Competence for Leaders takes readers from ideational understanding to operational practice, challenging them to move beyond comfort zones and learn to navigate cultural complexity as a leadership requirement. The authors invite readers on a journey of self-discovery and professional awareness, examining how leaders engage peers, partners, and populations across the human terrain they inhabit—both consciously and unconsciously—in order to enable effective, empathetic, and mission-relevant communication. The book develops the skill set required for 3C through a structured progression: introducing core concepts, situating them within narratives drawn from high-risk and extreme operational environments, and culminating in a practical roadmap for application in leadership and command contexts. Each chapter centers on a foundational concept, contextualized through applied narratives and concluding with guided reflection questions designed to support leader development and decision-making. Throughout the text, readers are called to recognize cultural complexity as operationally significant, shift perspectives, engage and navigate foreign contexts, and operate effectively within unfamiliar, contested, and at times adverse social and cultural environments. This revised edition includes updates aligned with Department of War guidance, as well as a new chapter addressing the development of cross-cultural competence in cyberspace and digitally mediated operational domains. The book is essential reading for students of leadership development, as well as military and civilian professionals preparing to lead in complex, multinational, and culturally diverse operational environments.

Now in its second edition, this book offers an accessible reference and strategy for the practical application of cross-cultural competence (3C) for leaders operating across complex operational environments, including the Armed Forces and government. Developing Cross-Cultural Competence for Leaders takes readers from ideational understanding to operational practice, challenging them to move beyond comfort zones and learn to navigate cultural complexity as a leadership requirement. The authors invite readers on a journey of self-discovery and professional awareness, examining how leaders engage peers, partners, and populations across the human terrain they inhabit—both consciously and unconsciously—in order to enable effective, empathetic, and mission-relevant communication. The book develops the skill set required for 3C through a structured progression: introducing core concepts, situating them within narratives drawn from high-risk and extreme operational environments, and culminating in a practical roadmap for application in leadership and command contexts. Each chapter centers on a foundational concept, contextualized through applied narratives and concluding with guided reflection questions designed to support leader development and decision-making. Throughout the text, readers are called to recognize cultural complexity as operationally significant, shift perspectives, engage and navigate foreign contexts, and operate effectively within unfamiliar, contested, and at times adverse social and cultural environments. This revised edition includes updates aligned with Department of War guidance, as well as a new chapter addressing the development of cross-cultural competence in cyberspace and digitally mediated operational domains. The book is essential reading for students of leadership development, as well as military and civilian professionals preparing to lead in complex, multinational, and culturally diverse operational environments.