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This chapter focuses on a confrontation of two crucial key elements from both theories, namely the model of the multivoiced self characterized by moving I-positions and the central phenomenological-dialectical personality model (Phe-Di P model). In order to facilitate dialogical processes, positions were approached as voiced positions, able to tell their stories and implied meaning units. Three kinds of (imaginal) interchange can be distinguished: internal-external, internal-internal and external-external. The chapter presents a succinct analysis of the Phe-Di P model with systematic references to Hermans model of moving I-positions. The dialogical self theory (DST) supports a much broader and richer inter- and intrapersonal activity than what a client expresses through the self-confrontation method (SCM), even in combination with a personal position repertoire (PPR) investigation. In psychodrama, the protagonist can really meet the antagonist. This encounter intensifies and surpasses the imaginary self-reflective dimension.
This chapter argues that acculturation for many transnational immigrants are essentially a contested, dynamic and dialogical process. In particular, it uses examples from the Indian diaspora to demonstrate that such a dialogical process involves a constant moving back and forth between various cultural voices that are connected to various sociocultural contexts and are shaped by issues of power and constructions of otherness. In contrast to cross-cultural psychology's conception of acculturation, it uses selective examples from an extensive ethnography done on the Indian diaspora to highlight the larger sociocultural and political contexts that are implicated in both the dynamics of acculturation and the dialogical formation of immigrant identity. The dialogical model of acculturation not only highlights the tensions and contradictions of living with hyphenated identities in the First World, but also poses a challenge to cross-cultural psychology's notion of acculturation strategies in general and the concept of integration strategy in particular.
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