Video transcript - 3.1.B. slide 15 - Interpreter advice
|
Question1: What can make interactional management difficult? |
||
|
Timestamp |
Interpreter |
Transcript |
|
0:01 |
Linda Beales Auslan |
Well, interactional management can be difficult for a whole number of reasons.
It may be that people are speaking over one another, or that the eye contact with the client has been interrupted, or that you internally disagree with the content of the conversation.
Also, within the conversation you might find the Auslan user to be quite direct in their comments. This is culturally appropriate but may be confronting for the English user to hear. |
|
0:26 |
May-Chain Salim Burmese CPI |
For a male patient going to a doctor, having a female interpreter, they are less likely to talk openly about the issues affecting them, which makes managing the interaction difficult as the interpreter in that room.
Another example of an external factor is the noise from machines in the hospital when they are running tests, making it hard to render what is being said. |
|
0:54 |
Hawra Latif Arabic CI |
Personal, which includes professional boundaries and impartiality. Some clients from the Middle East will try and rely on the interpreter during the assignment to try and relate to the professional during the meeting.
For example, I have people sometimes speaking to me and, in the middle of the sentence, they will address me directly, saying things like ‘you know how it is over there’ or ‘you tell them how we used to live.’ Or ‘Tell them about our culture or the police over there.’
These are some examples and there are also some other examples of trying to involve the interpreter in decision making. For example, ‘Oh, what do you think should I do, should I do the surgery?’ |
|
1:40 |
Li-Ying Lee Mandarin CPI |
Some of the cultures consider interrupting a conversation is a very rude behaviour. Hence, some people try not to interrupt while people are talking, even if the receiver may not fully comprehend the conversation, questions sentences, they still won’t interrupt.
And when they do interrupt, it increases the chance of overlapping speech. If it happened while interpreting over the phone, due to the fact that the interpreter cannot see the clients in person, it’s very challenging. |
|
2:11 |
Ahmed Kammonh Arabic CPI |
Cultural sensitivity, managing turn-taking, resolving misunderstandings, managing emotion.
So, in terms of norms, some cultures, for example Western cultures I know, if you don’t look at the person in the eye while speaking to him, that’s a sign of disrespect.
Some other cultures, if you do look someone in the eye while speaking with them, especially if a man speaks to women or vice versa, that’s a sign of disrespect.
Managing turn-taking can be an issue, too, so interpreters need to make it clear if the speaker has finished with his part or there is more to say after the interpretation. That’s very important because sometimes people can speak over each other. |
|
Question 2: How do you overcome these barriers? |
||
|
Timestamp |
Interpreter |
Transcript |
|
3:15 |
Linda Beales Auslan CI |
Well, it helps in a multi-party scenario to explain your intentions at the start, asking for only one person to sign or speak at one time. You may also need to restate this throughout the meeting.
If I lose eye gaze of the Auslan user, I state out loud that we need to pause while I gain their attention.
There is an appropriate amount of cultural bridging required in my interpretation to help smooth over those perceived miscommunications. |
|
3:35 |
Li-Ying Lee Mandarin CPI |
I remember I was on a medical phone call as the Mandarin interpreter for a patient and a nurse. I needed to make it clear for both of them that only one person speak at the time, to reduce the chances of overlapping speech in order to make conversation clear and also flow smoothly.
It can be challenging to get used to everyone’s way of talking, without seeing them in person. Because, simply because you cannot predict the length of sentences by reading their body languages. However, trying to make the sentences shorter or more manageable can help to control the situation. |
|
4:15 |
Ahmed Kammonh Arabic CPI |
Successful interactional management demands more than just linguistic proficiency. It necessitates a blend of interpersonal finesse and cultural acumen.
As an interpreter, I must strike a delicate balance, being both assertive and tactful in my communications. This involves discerning the most suitable approach tailored to each individual’s unique identity, encompassing factors such as gender, ethnicity, cultural heritage, educational background and age.
By navigating these details with sensitivity and adaptability, I ensure effective and respectful communication exchanges. |
|
Question 3: What techniques and approaches work well for you? |
||
|
Timestamp |
Interpreter |
Transcript |
|
5:03 |
Linda Beales Auslan CI |
Stating my requirements as the interpreter clearly and in a neutral tone. I’m not assuming that I’m somehow less of a professional in the room or ‘just the interpreter’.
Debriefing with my team after a tricky appointment is also important.
Also, knowing that not all conflicting or ethical situations have one clear or right way to do things, and that there’s many factors to consider. |
|
5:27 |
May-Chain Salim Burmese CPI |
Requesting for pauses are effective interpreting techniques. It helps with being able to do the best interpretation I can give.
This also includes effective note-taking because it also helps with the management of the interaction. |
|
5:48 |
Hawra Latif Arabic CI |
I would very politely apologise to the LOTE client, and I would tell them I can’t add or speak on their behalf, make decisions or add information, and they have to talk to the professional directly and share any concerns with them, as I can’ t be part of the conversation.
Everyone’s experience is different. |