Advances in Design for Cross-Cultural Activities Part II (Advances in Human Factors and Ergonomics Series)

This volume explores decision-making styles, including cooperative, collaborative, avoidant, competitive, and dominate that are commonly modified by the culture. Culture is not a stagnant phenomenon, and many variables need to be considered to accurately evaluation cultural differences in decision-making styles. Among many cultural factors, the individual (''''I'''' culture) - collectivism (''''we'''' culture) dimension is one of the most important influential factor to be considered when studying culture difference, including decision-making styles. Read more... Content: Front Cover; Table of Contents; Preface; Section I: Multifarious Modeling Discussions; 1. Stable versus flexible dynamic decision making across cultures: A growth mixture modeling approach; 2. Creating the foundations for modeling irregular warfare; 3. Granular ABM simulations for operational use: Forecasting and what-if experiments with models of Kandahar and Kunduz; 4. Culture that works; 5. Discovering entity characteristics and relationships through topic modeling. 6. A non-therapeutic, micro-worlds based, application of ACT (Acceptance and Commitment Therapy) to fostering cross-cultural competence7. What lies beneath: Forecast transparency to foster understanding and trust in forecast models; 8. Combining social and environmental models; Section II: Verification, Validation, and Assessment; 9. Fundamentals in empirical validation of and analysis with social science models; 10. Al-Qa'ida through a discursive lens; 11. Countering the adversary; 12. Interfacing and validating models of the US Army TRAC tactical war game. 13. Multi-modeling and socio-cultural complexity: Reuse and validation14. A V & V approach for complex models: A use case example; 15. Multi-modeling and meta-modeling of human organizations; 16. Verification as a form of validation: Deepening theory to broaden application of DOD protocols to the social sciences; 17. Establishing bounds of responsible operational use of social science models via innovations in verification and validation; 18. Contextual validation: Concept and application; Section III: Language, Trust, and Culture; 19. Improvements in the Jabari event coder. 20. Effect of culture on search strategies21. Using language to influencing another's decision; 22. Assessing attitudes in unstructured text; 23. Analysis of discourse for indications and warnings; 24. Socio-linguistic factors and gender mapping across real and virtual world cultures; 25. The language of distance perception: Cultural and linguistic implications in distance perception; 26. Building trust in a counterinsurgency context; Section IV: Social Media and Culture; 27. Social networks, social media, social change; 28. Identifying differences in cultural behavior in online groups. 29. Inferring demographic attributes and extracting political discourse from Nigerian social media30. The use of microworlds in the study of dynamic decision making across cultures; 31. Speech and cultural recognition in a virtual experiential environment; 32. Network discovery: Measuring cause and effect behind event and social networks; 33. Cultural analytics through image features extraction and exploration; Section V: Social Science and Culture; 34. How the Obama Administration misconstrued the Arab Spring and repeated the errors of the Bush Doctrine. Abstract: This volume explores decision-making styles, including cooperative, collaborative, avoidant, competitive, and dominate that are commonly modified by the culture. Culture is not a stagnant phenomenon, and many variables need to be considered to accurately evaluation cultural differences in decision-making styles. Among many cultural factors, the individual (''''I'''' culture) - collectivism (''''we'''' culture) dimension is one of the most important influential factor to be considered when studying culture difference, including decision-making styles "This reference focuses on decision-making styles within cultures. It focuses on cooperative, collaborative, avoidant, competitive, and dominant styles of decision making, and discusses how each process is modified by the culture. The contributors examine issues within culture that affect decision making, such as individualism and collectivism, considered the most important influences in decision making. This reference is one of 10 predicted to be derived from the 2012 Applied Human Factors and Ergonomics (AHFE) Conference"-- Provided by publisher "The tremendous growth of research in cross-cultural decision making reflects the increasing relevance of this area as a discipline. Reflecting the growth of this discipline, Advances in Design for Cross-Cultural Activities, a two-volume set, focuses on improved decision making across a variety of cultural constructs, including geographical, historical, sociological, organizational, team, and technology interactions."--Back cover