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Exploring and Assessing Intercultural Competence - Center for ...

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A. About the Federation EIL<br />

<strong>Exploring</strong> <strong>and</strong> <strong>Assessing</strong> <strong>Intercultural</strong> <strong>Competence</strong><br />

1. Overview of the Initial Phase Project<br />

The Federation of The Experiment in International Living (aka: FEIL, or Federation EIL),<br />

founded in 1932, is one of the oldest <strong>and</strong> premiere international, intercultural educational<br />

organizations in the world today. Through its Member Organizations (MOs) – all independent,<br />

non-profit, <strong>and</strong> autonomous national entities – FEIL constitutes a worldwide network with<br />

representation in 26 countries (cf. Appendix B: FEIL <strong>and</strong> Its Member Organizations). From the<br />

very beginning, their collective mission has been: “to build world peace, one person at a time”<br />

(cf. Appendix A: FEIL’s Vision <strong>and</strong> Mission Statements). Over the past three quarters of a<br />

century, several hundred thous<strong>and</strong> individuals of all ages have participated in FEIL programs<br />

through the combined ef<strong>for</strong>ts of its MOs around the world.<br />

FEIL MOs work toward this mission by providing a variety of programs in education, service,<br />

<strong>and</strong> development. These programs are conducted among Federation members as well as with<br />

other partners around the world that share similar beliefs <strong>and</strong> practices. To ensure consistent<br />

quality, the Federation adheres to a set of Operational St<strong>and</strong>ards that guide members in their<br />

work, along with a Quality Assurance Form that serves as an ongoing review instrument.<br />

FEIL programs are designed <strong>and</strong> conducted by at least two collaborating partners (<strong>and</strong> sometimes<br />

more in the case of multinational groups). In all educational programs, a group leader <strong>and</strong> a local<br />

representative from each host community work together as the program unfolds. In service <strong>and</strong><br />

development programs, the addition of a mentor provides local worksite orientation <strong>and</strong> guides<br />

each volunteer throughout the service component. All FEIL programs include pre-departure<br />

orientation, host country orientation, language training, a family homestay (the hallmark of The<br />

Experiment), <strong>and</strong> a thematic focus or a service project.<br />

B. The Federation’s Research Interests<br />

Although touted as an “intercultural educational experience,” little systematic study had been<br />

previously conducted to document exactly what transpires in an Experiment program <strong>and</strong> the<br />

effects on sojourners <strong>and</strong> hosts alike. Over the years, significant testimony has been accrued in<br />

the <strong>for</strong>m of personal accounts, anecdotal tales, <strong>and</strong> autobiographical writings that attest to the<br />

impact that programs exert on the lives of those involved. This aside, however, inadequate<br />

<strong>for</strong>mal research existed to document explicitly the impact of living abroad, study abroad,<br />

service abroad, <strong>and</strong> other <strong>for</strong>ms of intercultural contact on all parties. Although few would<br />

deny the provocative <strong>and</strong> enriching nature of these experiences in producing significant lifechanges,<br />

it was time to learn more. Moreover, given the slogan: “FEIL: An acknowledged leader<br />

in the field of intercultural educational exchange,” recently adopted (Brazil General Assembly,<br />

April 2006), it was essential that thoughtful research <strong>and</strong> clearly documented evidence back up<br />

this claim.<br />

As a result, FEIL <strong>for</strong>mulated a long-term plan to conduct a global, longitudinal, <strong>and</strong> crosssectional<br />

research study to investigate just this. In fact, it recognized that only by assessing the<br />

impact of programs upon participants can attainment of the organizational mission be<br />

appropriately measured. But, what constitutes this impact – i.e., what exactly are the changes <strong>and</strong><br />

the factors responsible <strong>for</strong> them? These questions <strong>for</strong>med the basis <strong>for</strong> the issues raised in this<br />

<strong>Center</strong> <strong>for</strong> Social Development<br />

Washington University in St. Louis<br />

7

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