21 Lessons for the 21st Century(49)

Yet underneath all these debates lurks a far more fundamental question, which concerns our understanding of human culture. Do we enter the immigration debate with the assumption that all cultures are inherently equal, or do we think that some cultures might well be superior to others? When Germans argue over the absorption of a million Syrian refugees, can they ever be justified in thinking that German culture is in some way better than Syrian culture?





From racism to culturism


A century ago Europeans took it for granted that some races – most notably the white race – were inherently superior to others. After 1945 such views increasingly became anathema. Racism was seen as not only morally abysmal, but also as scientifically bankrupt. Life scientists, and in particular geneticists, have produced very strong scientific evidence that the biological differences between Europeans, Africans, Chinese and Native Americans are negligible.

At the same time, however, anthropologists, sociologists, historians, behavioural economists and even brain scientists have accumulated a wealth of data for the existence of significant differences between human cultures. Indeed, if all human cultures were essentially the same, why would we even need anthropologists and historians? Why invest resources in studying trivial differences? At the very least, we should stop financing all those expensive field excursions to the South Pacific and the Kalahari Desert, and be content with studying people in Oxford or Boston. If cultural differences are insignificant, then whatever we discover about Harvard undergraduates should be true of Kalahari hunter-gatherers too.

Upon reflection, most people concede the existence of at least some significant differences between human cultures, in things ranging from sexual mores to political habits. How then should we treat these differences? Cultural relativists argue that difference doesn’t imply hierarchy, and we should never prefer one culture over another. Humans may think and behave in various ways, but we should celebrate this diversity, and give equal value to all beliefs and practices. Unfortunately, such broad-minded attitudes cannot stand the test of reality. Human diversity may be great when it comes to cuisine and poetry, but few would see witch-burning, infanticide or slavery as fascinating human idiosyncrasies that should be protected against the encroachments of global capitalism and coca-colonialism.

Or consider the way different cultures relate to strangers, immigrants and refugees. Not all cultures are characterised by exactly the same level of acceptance. German culture in the early twenty-first century is more tolerant of strangers and more welcoming of immigrants than Saudi culture. It is far easier for a Muslim to emigrate to Germany than it is for a Christian to emigrate to Saudi Arabia. Indeed, even for a Muslim refugee from Syria it is probably easier to emigrate to Germany than to Saudi Arabia, and since 2011 Germany has taken in many more Syrian refugees than has Saudi Arabia.1 Similarly, the weight of evidence suggests that the culture of California in the early twenty-first century is more immigrant-friendly than the culture of Japan. Hence if you think that it is good to tolerate strangers and welcome immigrants, shouldn’t you also think that at least in this regard, German culture is superior to Saudi culture, and Californian culture is better than Japanese culture?

Moreover, even when two cultural norms are equally valid in theory, in the practical context of immigration it might still be justified to judge the host culture as better. Norms and values that are appropriate in one country just don’t work well under different circumstances. Let’s look closely at a concrete example. In order not to fall prey to well-established prejudices, let’s imagine two fictional countries: Coldia and Warmland. The two countries have many cultural differences, among which is their attitude to human relations and interpersonal conflict. Coldians are educated from infancy that if you get into conflict with somebody at school, at work, or even in your family, the best thing is to repress it. You should avoid shouting, expressing rage, or confronting the other person – angry outbursts just make things worse. It’s better to work with your own feelings, while allowing things to cool down. In the meantime, limit your contact with the person in question, and if contact is unavoidable, be terse but polite, and avoid sensitive issues.

Warmlanders, by contrast, are educated from infancy to externalise conflicts. If you find yourself in conflict, don’t let it simmer and don’t repress anything. Use the first opportunity to vent your emotions openly. It is OK to get angry, to shout, and to tell the other person exactly how you feel. This is the only way to work things through together, in an honest and direct way. One day of shouting can resolve a conflict that may otherwise fester for years, and though head-on confrontation is never pleasant, you will all feel much better afterwards.

Both these methods have their pros and cons, and it is hard to say that one is always better than the other. What might happen, though, when a Warmlander emigrates to Coldia, and gets a job in a Coldian firm?

Whenever a conflict arises with a co-worker, the Warmlander bangs on the table and yells at the top of his voice, expecting that this will focus attention on the problem and help to resolve it quickly. Several years later a senior position falls vacant. Though the Warmlander has all the necessary qualifications, the boss prefers to give the promotion to a Coldian employee. When asked about it, she explains: ‘Yes, the Warmlander has many talents, but he also has a serious problem with human relations. He is hot-tempered, creates unnecessary tensions around him, and disturbs our corporate culture.’ The same fate befalls other Warmlander immigrants to Coldia. Most of them remain in junior positions, or fail to find any job at all, because managers presuppose that if they are Warmlanders, they would probably be hot-tempered and problematic employees. Since the Warmlanders never reach senior positions, it is difficult for them to change the Coldian corporate culture.