Cross-Cultural Teams Matthew Bradford Patrick Flynn Gautham Submaranian
What is Cross Cultural? First we have to define culture- Culture-the act of developing by education, discipline, social experiences: training or refining the moral and intellectual faculties Cross cultural teams in business would include a variety of all of these attributes of culture and apply them to the Business atmosphere as is the case of Nokia in Europe. Why has it become so important?
Globalization Introduction of new technologies A smaller planet Easier communications Outsourcing Need for cultural understanding Need for language berries to be breached Global market Multiple perspectives Customs, tastes, and marketing
Scandinavian vacuum manufacturer Electrolux used the following in an American campaign: Nothing sucks like an Electrolux.
Arguments Many people hold an optimistic view of cross-cultural teams A global perspective Many points of view represented Different perspectives provide more input to solve problems Provide a bridge for different cultures involved in business
Arguments Teams tend to focus on similarities rather than differences Lack of proper leadership can hinder the ability of cross-cultural teams to meet their full potential Research has shown that demographic diversity is unrelated to team performance overall*
Cross-Cultural Teams (CCT) Forming Managing Communicating & Motivating Training
Forming Cross-Cultural Teams Develop acceptance Sense of belonging Global identity in parallel with local/national identity Establish trust Communication Clear boundaries and expectations Avoids or deals with conflict
Provide the right tools For collaboration For communication Encourage diversity Support from organization, culture, management Improves group performance Wider range of perspectives and skills
Managing Cross-CulturalTeams Hiring Global perspective Integration Past experience Recognize cultural skills Competitive advantage resources Competencies Knowledge SynergyGlobal leadership behaviours Highly directive to self-facilitating Design activities that get people to know each other
Communicating & Motivating Reward structures Offer significant variance Communication Explicit Tools Agree on standards and terminology Eliminate jargon Language (native) Freedom to allow others to work more efficiently
Training Cross-Cultural Teams Focus on global perspective and integration Cultural diversity and intelligence Undo stereotyping Conflict Prepare for, address, and provide sensitivity Equity Focus on individual achievement Channel to group Provide growth, development opportunities Reward accomplishments accordingly
Context Cultures ChineseHigh KoreanContext Japanese Vietnamese Arab Greek Spanish Italian English North American ScandinavianLow SwissContext German
To reduce Misperception Assume Differences until similarity is proven Emphasize Description rather than interpretation or Evaluation Practice Empathy Treat your Interpretation as a working Hypothesis
Cultural StereotypingStereotyping Employees based onCulture.Examples: All Asians are good at Math All Jews are good with money Chinese are diligent Americans are innovative Italians are expressive
Effects of CulturalStereotyping Cultural stereotypes limit managements ability to make best use of their employees skills and help them develop new skills. Cultural stereotypes affect employee morale and productivity. Stereotypes lead to decreased productivity, dissatisfied customers and reduced revenues. They hinder open communication and teamwork. Failing to include diverse employee perspectives and skills limits the companys creativity, problem solving and competitive abilities.
Cultural ValuesAmerican Values Japanese Values European Values Equality Obligation to the Appreciation for Individuality group aesthetics Work hard, play hard Behaving according Intellectualism = success to status Socialism The sky is the limit Harmony Tradition Freedom Effort Leisure Mobility Self-improvement Sensuality Safety Self-criticism Family and friendship Competition Collectivism
References Joshi and H. Roh, “The role of Context in Work Team Diversity Research: A Meta-analytic Review” Stephen P Robbins, Timothy A Judge “Organizational Behavior 13th Edition” http://smallbusiness.chron.com http://www.stanford.edu/