Dan Podjed

Anthropology as Necessary Unlearning. Examples from Camps, Courts, Schools and Businesses

This paper explores the problems which arise when people attempt to communicate across cultural boundaries. I draw on my fieldwork experience in various settings in Eastern and Central Europe – camps, courts, schools and businesses – where I found that communication works best when trust is established, and that the necessary step to fulfil this condition was to learn how to unlearn deeply rooted assumptions on both sides. The paper begins with a discussion of racial and ethnic stereotypes, drawing on a range of insights from evolutionary psychology and cognitive science. I then turn to memory myths, suggesting how to apply recent findings from specialized memory research. In the second part of the paper, I challenge the concept of “intercultural”, which can all too easily legitimate the “clash of civilisations” ideology. In order to establish real intercultural communication, I suggest that we must abandon models of verbatim translation and instead take advantage of recent anthropological insights into how language works, how meanings are socially constructed and how shared understandings are achieved. In all this, I build on the work of linguistic and legal anthropologists who are already contributing to this endeavour and conclude with some meditations on the related themes of counter-dominance and laughter.

Deconstructing divisions: Cultural schismogeneses as sources of creativity in organizations

Drawing on Gregory Batesons theory of cultural schismogenesis, the authors analyse such processes within two organizations: the Birdwatching and Bird Study Association of Slovenia and VU University Amsterdam. Both cases illustrate internal cultural divisions typical for non-profit organizations whose goals go beyond optimizing financial profits and can thus be interpreted in various, sometimes conflicting, ways. The article demonstrates how organizational members, through continuous processes of creative deconstruction, transform organizations by simultaneously creating both schisms and coalitions. This shows that, although cultural divisions may at first glance seem destructive, they are at the same time sources of creativity that permit organizational renewal and growth.