Multicultural differences are also salient interpersonal factors that have significance for the group

culture. Traditionally, group processes have reflected the European and American values of
individualism, independence, competiveness, and achievement. These values are different from
the values of humility and modesty that are dominant in some other cultures. A potential
consequence is the worker’s insensitivity to group members with other racial/ ethnic backgrounds.
This insensitivity has the potential to negatively affect group dynamic processes in the whole
group.

Racially and ethnically diverse groups tend to have their own cultural attributes, values, and
experiences because of their unique histories. Cultural experiences of group survival, social
hierarchy, inclusiveness, and ethnic identification influence the way members interact with one
another in the group. Members’ expectations and goals in a multicultural group vary widely. They
significantly influence the dynamics of the group (Hopps & Pinderhughes, 1999; Matsukawa,
2001). To be effective with all group members, the group leader should be sensitive to racial/ethnic
and socioeconomic differences, should understand the effect of these differences on group
dynamics, and should translate this knowledge into culturally sensitive modes of program
development and service delivery (Davis, Galinsky, & Schopler, 1995).

A distinct culture tends to emerge more quickly in groups that are homogeneous. When members
share similar values and life experiences, their unique perspectives blend more quickly than in
groups with diverse membership. For example, a caregiver support group made up of the spouses
of frail veterans tends to form a distinct culture more quickly than does a caregiver support group
made up of both spouses and adult children who are caring for frail older persons who have not all
shared military service. Conversely, heterogeneous groups include multiple opportunities to
provide and receive diverse feedback (Merta, 1995), to develop more knowledge and
understanding of oneself and others (Avila & Avila, 1988), and to develop the skills needed to
relate to people with different backgrounds (Fenster, 1996). However, if facilitated
inappropriately, heterogeneous multicultural groups run the risk of reenacting oppressive
dynamics of invalidation, disempowerment, lack of empathy, and mutuality (Han & Vasquez,
1995). Therefore, it is important that group leaders be informed, attuned, and adept at processing
the roles of race, culture, ethnicity, and power (Pinderhughes, 1989).

Once a culture has developed, members who endorse and share in the group culture feel at home,
but those who do not feel isolated and alienated. For the isolated member, the group is not a very
satisfying experience. Isolated members are more likely to leave the group because it does not
meet their socioemotional needs. Feeling misunderstood and left out is demoralizing and
depressing. More extreme feelings of alienation can lead to rebellious, acting-out behavior. For
subgroups that are not part of the dominant culture, feelings of isolation are often equated with
feelings of oppression. Subgroups that feel repressed are likely to rebel in various ways against the
norms, roles, and status hierarchies that have been established in the group. By providing
individual attention to isolated members and by stimulating all members to consider values that
transcend individual differences, leaders can foster the full participation and integration of all
group members into the life of a group.
 Perbedaan multikultural juga merupakan faktor interpersonal yang menonjol yang
memiliki arti penting bagi budaya kelompok. Potensi buruk yang dapat muncul dalam hal ini
adalah ketidaksensitifan pekerja terhadap anggota kelompok dengan latar belakang ras atau etnis
lainnya. Ketidakpekaan ini memiliki potensi untuk mempengaruhi proses dinamika kelompok
secara negatif di seluruh kelompok. Kelompok-kelompok yang rasial dan beragam secara etnis
cenderung memiliki atribut, nilai, dan pengalaman budaya mereka sendiri karena sejarah mereka
yang unik. Pengalaman budaya hidup kelompok, hirarki sosial, inklusivitas, dan identifikasi etnis
mempengaruhi cara anggota berinteraksi satu sama lain dalam kelompok. Harapan dan tujuan
anggota dalam kelompok multikultural sangat bervariasi. Mereka secara signifikan mempengaruhi
dinamika kelompok. Sehingga, agar efektif dengan semua anggota kelompok, pemimpin
kelompok harus peka terhadap perbedaan ras atau etnis dan sosioekonomi, harus memahami
pengaruh perbedaan-perbedaan ini pada dinamika kelompok, dan harus menerjemahkan
pengetahuan ini ke dalam mode budaya yang sensitif dari pengembangan program dan pemberian
layanan.
Budaya yang berbeda cenderung muncul lebih cepat dalam kelompok-kelompok yang
homogen. Ketika anggota berbagi nilai dan pengalaman hidup yang serupa, perspektif unik mereka
berbaur lebih cepat daripada dalam kelompok dengan keanggotaan beragam. Namun, jika
difasilitasi secara tidak tepat, kelompok multikultural heterogen menjalankan risiko
menghidupkan kembali dinamika penindasan yang menindas, ketidakberdayaan, kurangnya
empati, dan mutualitas. Oleh karena itu, penting bahwa pemimpin kelompok diberi tahu,
disesuaikan, dan mahir dalam mengolah peran ras, budaya, etnis, dan kekuasaan.
Begitu budaya berkembang, anggota yang mendukung dan berbagi dalam budaya
kelompok merasa nyaman, tetapi mereka yang tidak merasa nyaman akan terisolasi dan terasing.
Hal ini mengakibatkan anggota yang terisolasi lebih cenderung meninggalkan kelompok karena
tidak memenuhi kebutuhan sosioemosional mereka. Merasa cenderung disalahpahami dan
ditinggalkan adalah demoralisasi dan depresi. Perasaan alienasi yang lebih ekstrem dapat
menyebabkan perilaku memberontak dan bertindak. Dengan memberikan perhatian individu
kepada anggota yang terisolasi dan dengan merangsang semua anggota untuk mempertimbangkan
nilai-nilai yang melampaui perbedaan individu, pemimpin dapat menumbuhkan partisipasi penuh
dan integrasi semua anggota kelompok ke dalam kehidupan kelompok.