Where is Canada’s multicultural television space?

Interesting commentary on television programming diversity:

Russell Peters’s much awaited return to television was finally satiated with the CTV show The Indian Detective, which aired last December. The sitcom has been five years in the making, and it’s a first for Peters, a Canadian stand-up comedian who began his career in Toronto. It tells the story of Doug D’Mello (played by Peters), a Canadian investigative cop who travels to India to meet his father and gets caught up in a criminal investigation. But the show has already received mixed reviews from audiences across the board. Reviewers have called it out for perpetuating stereotypes about India and failing to engage with its audience, both in Canada and abroad. The show received an overall rating of 6.6 on IMDB, although Rotten Tomatoes gave it a generous 87 percent.

Spread over four episodes, the series sought to set a new trend in Canada by internationalizing the setting of its production, with large parts of it being shot in India. The Indian Detective’s transnational location gets one wondering if CTV was hoping to create an international sensation, or at least engage with Canada’s vast multicultural population.

The show is the most recent addition to a short list of multicultural-themed TV programs produced by major Canadian public and private broadcasters, such as CBC and CTV. Canadian television, though, remains a limited-option entertainment platform that is often overshadowed by the U.S. With just over 58 percent of Canadian households consuming cable TV in 2016, the story of Canadian television programming remains rather humble. Its 2016 revenue was just over $7.2 billion.

Why aren’t Canadians watching traditional cable? Though there are technological and other reason for decline in cable subscriptions, one question must be considered: Who are the TV shows in Canada made for? If we were to look at the last 10 years of shows produced by two of Canada’s major broadcasters, CBC and CTV, they are primarily targeted to Canadians and Europeans. But Canada, the champion of multiculturalism, should prioritize TV programs with themes and characters that appeal to its vast multiethnic community, sponsored and produced by its public and private broadcasters. That doesn’t seem to be the case. Between 2007 and 2018, there were just three TV shows that focused on multicultural themes: Little Mosque on the Prairie, Kim’s Convenience, and now, The Indian Detective.

In the last three years, The Indian Detective and Kim’s Convenience have targeted a non-traditional audience within the Canadian media space, which could indicate a trend followed by other such productions. Kim’s Convenience, a CBC show that first aired in 2016, tells the story of a Canadian-Korean family and their convenience store in Toronto. The show portrays the city’s transforming multicultural community, and the family’s attempt to “fit in.” Kim’s Convenience explores the mores of the family-run convenience store, where you can find everything—jokes, too. The show plays out the conflict between the first-generation Korean parents and their kids who grew up in Canada without accentuating it with overplay of accents and cultural difference—something The Indian Detective banks on.

Canada has tried in the past to promote multicultural and multiethnic broadcasting by giving special provisions to the ethnic broadcasting category. The Canadian Radio-Television and Telecommunications Commission’s (CRTC) Ethnic Broadcasting Policy of 1999 decided to allocate airtime to television and radio shows in third languages—that is, any language that isn’t English, French, or an Indigenous language—over the mainstream. But the CRTC’s broadcasting policy only applied to ethnic broadcasters, and encouraged them to create content in third languages. The only policy for non-ethnic public broadcasters—the public and major private broadcasters—is to dedicate up to 15 percent of their airtime toward ethnic programming, and which could be increased up to 40 percent by the conditions of the licence. The provision to incorporate ethnic programming remains a minor part of the overall policy, which is strictly focused on promoting a siloed concept of multicultural broadcasting. The CRTC policy has been relatively successful at adding a small set of private stations that includes broadcasters such as Omni TV, a Rogers Media production. Omni TV is a consortium of multicultural television programming which offers speciality channels broadcasted in languages such as Mandarin, Cantonese, Tagalog, and Punjabi. 

Specialized television satellite services such as Omni TV have been working hard to bring more multicultural TV options for Canada’s vast multiethnic population, but it is a small dent in the spectrum of broadcasting made possible by Canada’s public broadcasters such as the CBC. As a person of South Asian heritage, I consume media in Punjabi and Hindi, a large set of which is made possible by the CRTC’s funding for ethnic programming. Apart from a very small set of productions, most of it succumbs to advertisements by mortgage brokers, realtors, and real estate brokers—and some just roll all three into one program. The distinction between a news or current affairs program and an advertisement for a product or a service seems to blur into one long segment. Programming that was meant to promote a cultural dialogue between Canada’s vast ethnically diverse communities is being used for investment advice, for instance, in various languages. On the contrary, a successful example of multicultural programming is Hockey Night in Canada, which is a broadcast of hockey games with commentary in Punjabi.

In the United Kingdom, the BBC has long ago realized the need to incorporate multicultural programming, and has been promoting TV shows and media that appeal to its multicultural population on the British Isles. The BBC has a dedicated radio station for Asian audiences—the Asian Network—broadcasting throughout the day; the radio channels primarily cater to the U.K.’s large population of Asian heritage. A successful example of the BBC’s investment in multicultural programming can be traced through the career of Sanjeev Bhaskar, a prominent BBC presenter. Sanjeev is best known for Goodness Gracious Me, The Kumars at No. 42, India with Sanjeev Bhaskar, along with other regular appearances on BBC TV shows. He is among a long list of people of colour that have appeared on the network’s shows; other such figures include Mera Sayal, Idris Elba, Thandie Newton, and Gurinder Chaddha. The BBC’s production of multicultural situational comedy is well-established history that Canada could learn from. Some of the popular examples of multicultural comedy and drama from Britain include Real McCoy, Desmond’s, The Lenny Henry Show, Citizen Khan, and many others over the years.

Though multicultural programming options are thriving in Canada more than ever, it has resulted in a limited dialogue—broadcasting programs that many other Canadians can’t access, and vice-versa. But the recent productions of Kim’s Convenience and The Indian Detective are a positive trend that both major broadcasters should develop further. The CBC and CTV should rethink their strategy for Canadian television to remain relevant and keep up with the changing demographic of Canada. As the media landscape, both print and visual, faces its biggest financial challenge in years, there is a need to consider who consumes the TV shows and programs in Canada—and are Murdoch Mysteries or Heartland relevant to its multiethnic population?

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Having a Difficult Conversation with Someone from a Different Culture: HBR

A good piece outlining some of the cultural differences and how to be mindful of them, particularly in difficult conversations:

When you think of it this way, having a difficult conversation with someone from another culture can appear perilous — and it can be. So, what can you do about it?

  • Survey the landscape of the conversation you need to have, and identify potential places where these trip wires might ensnare you.
  • Take stock of what you know about the other person and her culture. If you don’t know anything at all, now is a good time to do some research, because chances are that if it’s a difficult conversation you have to have, then it’s also an important one.
  • Look for places where you can overlap with their style. For most people, it’s not all or nothing. Someone from a task-oriented culture can preface what they say with five to ten minutes of tea and conversation about the relationship, for example, and someone from a more formal culture can intentionally dial down the seriousness for one conversation.
  • Focus on the trip wire that matters the most. If it’s too much pressure to sail over all four of these, prioritize the one you think could be most vital in this particular context.

By definition, it’s never easy to have a difficult conversation. However, when we have these across cultures, it can be downright confounding. By being mindful of these trip wires and delicately stepping over and around them, you can prevent the conversation style from getting in the way of the content.

Source: Having a Difficult Conversation with Someone from a Different Culture

Open government push requires ‘cultural shift’ in public service, federal documents warn

Sound analysis of the challenge:

The Liberals’ promise to pry open government requires nothing less than “cultural change” within the public service, warn documents obtained by the Star.

Treasury Board President Scott Brison was told in November that there are significant hurdles to the Liberals’ campaign pledge to reform access to information laws, make government information open by default, and more effectively communicate with the public.

Documents prepared for Brison describe a federal culture of “limited disclosure, insular policy making,” which takes into account the “federal view only.”

To implement the Liberals’ ambitious democratic reform agenda, that culture will need to shift to one of “proactive release, engagement and connectivity, (and) broad leadership on open government.”

It’s not clear exactly how the government intends to change the culture of some 257,000 employees in the core public service. But Prime Minister Justin Trudeau has already made clear he wants to end the era of the federal government deciding and acting on issues unilaterally, putting an emphasis on meeting with provincial premiers and, on Friday, the mayors of Canada’s largest cities.

“The government holds a largely untapped wealth of mostly unclassified information of interest to Canadians,” read the documents, obtained under access to information laws. “This information is not sufficiently leveraged to fuel the digital economy, spur innovation, and give Canadian business a competitive edge.”

Trudeau made openness and accountability a key plank in his party’s election platform. The idea is to make government information “open by default,” unlike the current system where citizens need to resort to access to information requests that can take months or even years to process.

But releasing more information about government operations, the documents warn, carries with it the risk of public relations headaches for the new government.

In an interview Tuesday, Brison acknowledged that risk.

“(But) you can’t expect Canadians to trust us if we can’t trust them,” Brison said.

“The other thing to keep in mind is we will make better decisions when we engage Canadians in the decision-making process. The old days where governments would be covetous and secretive (with) information to try and make a decision because government thought they were smarter than citizens, are over.”

When it comes to changing the public services culture, Brison suggested the Liberals need to lead by example – and the leadership starts with the prime minister.

“(Trudeau) is absolutely committed to this throughout government,” Brison said.

“For most Canadians, the transparency bus has left the station. You try to explain to a millennial why a lot of this information isn’t rendered public, and you lose them.”

But it’s not just the culture of secrecy and risk aversion preventing information from getting to Canadians. The documents note Canada’s dated privacy and access to information acts are falling out of sync with technological development.

The Access to Information Act, for instance, has not been substantially changed since the early 1980s when most government business was conducted on paper.

Source: Open government push requires ‘cultural shift’ in public service, federal documents warn | Toronto Star

Douglas Todd: Canada a blank slate, with no culture?

More on the ongoing (existential) debate on whether Canada has a unique culture. My favourite comments cited by Douglas Todd are below:

Eric Kaufmann, a Vancouver-raised political scientist at the University of London, said while there is no single Canadian identity, “as long as each resident of the country identifies with Canada in some way, the whole remains united.”

Somewhat like John Ralston Saul, Kaufmann emphasizes the “Métis,” or “mixed,” nature of Canadian culture — that many residents are a blend of such things as Anglo-American, Protestant, aboriginal, French-Canadian, Catholic and, increasingly, Asian origins.

The “northern landscape” is also a significant connector among Canadians, said Kaufmann. So is the way Canada is a more “ordered, equal society than the U.S. Then there are everyday things like maple syrup, hockey and the moose, which of course, matter, too.”

Kaufmann suggests governments not push too hard on promoting a single view of Canadian culture, but instead highlight “core values around respect for liberty, law and celebrating major historical episodes.”

All of this acknowledges that Canada is not an easy-to-define country. And there are semantic challenges around the word, “culture,” which some academics enjoy de-constructing.

But even highlighting core values, and the interpretation that can be attached to each core value, is never quite as easy or as neutral as it sounds.

Douglas Todd: A blank slate, with no culture?.

Adapt to a New Culture – but Don’t Go Too Far – Harvard Business Review

Good piece on the intricacies and challenges with cultural adaptation. I think mentoring, either formal or informal, can be particularly beneficial:

Individuals need to take steps to avoid over-switching and decrease the likelihood that it will interfere with their success abroad. One essential strategy is to develop a detailed sense of the “cultural code” — the correct and appropriate interpersonal style — for whatever key situations you’re working in. How assertively are you expected to act in your role in this setting? How directly are you expected to communicate, and with how much emotional expressiveness?

Of course, the rules for how to behave are not the same in all situations you encounter in a foreign culture. Taking Cheng’s case as our example, some work cultures are extremely informal with very high expectations for assertiveness on the part of employees. Others are much less so. Some bosses also have styles that are more or less conducive to the behavior that Cheng exhibited in this situation. The overall goal is not to just learn how the new culture is different from yours. It’s to calibrate the specific level of difference and to learn how to acclimate your behavior to that particular level.

But even if you do work hard at mastering the cultural code, mistakes are still inevitable. You must also find ways to mitigate the brunt of these inevitable faux pas. Do what you can to develop a sense of rapport or, when possible, a relationship with the person you’re interacting with. Express genuine interest in the new culture and bond over areas of mutual interest, such as sports or family. And in certain cases, if the relationship allows, see if the other person might even be able to mentor you about cultural differences and the appropriate level of accommodation.

Over-switching is a natural part of the adaptation process. The trick isn’t to make it go away; it’s to try your best to convert these inevitable errors into valuable learning opportunities.

Adapt to a New Culture – but Don’t Go Too Far – Andy Molinsky – Harvard Business Review.