The document discusses managing diversity and multiculturalism in the workplace. It provides 10 tips for managing a multicultural team effectively: 1) Select a culturally competent leader, 2) carefully select diverse team members, 3) start with personal kick-off events, 4) take time to build relationships and trust, 5) learn about cultural differences, 6) clarify expectations, 7) communicate clearly, 8) respect deadlines, 9) be alert to signs of trouble, and 10) provide feedback sensitively based on cultural backgrounds. The overall message is that managing a multicultural team requires cultural awareness, relationship-building, clear expectations, and sensitive communication.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
ReadySetPresent (DiversityPowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Recognizing the unique characteristics of each individual creates a more interesting, stimulating and valuable workplace for everyone. Diversity PowerPoint Presentation Content slides include topics such as: the various aspects of diversity, 5 slides on understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, 20+ slides on diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, 4 slides on enacting change, 4 examples on how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, 8 slides on how to: recruit, retain, benchmark, train and communicate, 5 slides on the 3 stages of workforce demographic change, measuring productivity and investment potential, 6 slides on the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, 12 slides on methods and programs organizations can use to diversify, and more!
In reference to sociology, multiculturalism is the end-state of either a natural or artificial process and occurs on either a large national scale or on a smaller scale within a nation's communities
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
ReadySetPresent (DiversityPowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Recognizing the unique characteristics of each individual creates a more interesting, stimulating and valuable workplace for everyone. Diversity PowerPoint Presentation Content slides include topics such as: the various aspects of diversity, 5 slides on understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, 20+ slides on diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, 4 slides on enacting change, 4 examples on how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, 8 slides on how to: recruit, retain, benchmark, train and communicate, 5 slides on the 3 stages of workforce demographic change, measuring productivity and investment potential, 6 slides on the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, 12 slides on methods and programs organizations can use to diversify, and more!
In reference to sociology, multiculturalism is the end-state of either a natural or artificial process and occurs on either a large national scale or on a smaller scale within a nation's communities
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Discuss ONE risk that a company faces when trying to diversify inte.pdffortmdu
Discuss ONE risk that a company faces when trying to diversify internationally. Provide
examples, and also discuss how this risk can be mitigated
Solution
One very significant risk that a Company faces when trying to diversify internationally is the
cultural risk because there are certain Dominant cultures that express the core values that are
shared by a majority of the organization’s members while there are also certain subcultures
which could be regarded as the minicultures within an organization, typically defined by
department designations and geographical separation. Hence in terms of implications, both these
cultures impact the tolerance level of the people belonging to different cultures in a major way.
Here, it is a rare ability to bridge such a perception gap which has already been rooted down into
the beliefs of the people hailing from different culture. Further, the National culture has all more
greater impact than the Organizational culture on the minds of the people. In certain culture,
there is a facilitation of commitment to something larger than self-interest that enhances the
stability of the social system. However, it may not get along well with that of the other cultures
where social commitment does not form an intrinsic part of the culture. This is where the
ideologies clashes between the cultures and there arises the challenge of tolerance. Here, if the
leaders are not intellectually brilliant, the diversity management issue will fail. Further, when the
Company goes international, the diversified team ethical issues are more critical to barriers to
change and diversity which also comes in the way of welcoming or accepting another culture in
harmony with that of one culture. The gestures and cultural characteristics are one culture may
be complete inverse from that of the other, which may again pose as a barrier to tolerate other
cultures. Some cultures are liberal while some are way too conservative hence arises the issue of
tolerance to other cultures. Hence despite investing in multicultural teams training, some
alliances still fail. If the leaders are not intellectually brilliant, they would find it difficult to
manage these barriers because their own culture has not taught to see the other cultures in such
details hence this intellect needs to be cultivated as well.
Usually the Companies fail in persuading and controlling people when the Company diversifies
because of the faulty applications of the management theories due to:
Therefore, in order to mitigate the same, one needs to understand the behavior of the employees
working at some other international location and thereby attempting to create a more efficient
organization on the basis of such a study. This strategy could help in applying various scientific
theories to study these individuals working in a Corporate set-up in order to optimize the
performance of overall human resource even in a culturally diversified set up. Understanding the
work culture and the d.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2. Diversity is defined as the differences between
people. Differences could be according to race,
gender, sexual orientation, religion background,
socioeconomic status, etc.
From the workplace perspective, diversity focuses on
set of policies to meet government mandated
diversity compliance standards
According to HR managers diversity in workplace is:
Not well defined or understood at work
Focuses too much on compliance
Places too much emphasis on gender and ethnicity.
3. Multiculturalism is a phenomenon of
multiple groups of cultures existing
within one society.
Some people claim that different
traditions and cultures can enrich
society whereas some criticize it.
It occurs naturally when a society is
willing to accept the culture of
immigrants.
Multiculturalism
4. Differences:
Diversity: In diversity, differences are acknowledged.
Multiculturalism: In multiculturalism, differences are accepted.
Unequal Distribution of Power:
Diversity: People are not aware of the power differential.
Multiculturalism: People are fully aware of the power differential among different
groups and individuals.(race privilege, social class privilege, gender privilege)
Discrimination:
Diversity: Diversity prevents discrimination.
Multiculturalism: Multiculturalism not only prevents discrimination but leads to
understanding as well.
Inclusiveness:
Diversity: Diversity does not lead inclusiveness.
Multiculturalism: Multiculturalism leads to inclusiveness.
5. Age:
People of different ages tend to think differently and have very
different experiences. a key benefit of diversity is that employees
with varying perspectives are better at things like innovation and
decision-making.
Having people of different ages is a great way to achieve that. The
younger employees can keep you up-to-date with the latest
technology and see possibilities that people stuck in 20th-century
models may not appreciate. And older employees can draw on a
much broader range of experiences, including their memories of all
the times that the “next big thing” has come crashing down.
6. Race:
• Race is a social construct, not a valid
scientific category. It is powerful social
construct, and it affects people’s lives in
many different ways, such as:
• life expectancy
• ability to own a home
• access to healthcare
• treatment by the criminal justice system
Ethnicity:
• It places more emphasis on culture than
biology. Ethnicity is a group identity based
on cultural traditions and rituals, ancestry
and heritage, and/or religious beliefs.
7. • Socially constructed gender roles give
advantage to males, ensuring their needs and
desires to be primary and providing them
greater access to, and control over, societal
resources, such as money, status, legal rights.
Gender:
• Sexual orientation is often confused with
sexual preference. While they both refer to a
pattern of sexual attraction, preference
indicates a choice, but orientation is an
involuntary disposition toward
heterosexuality, homosexuality, or bisexuality,
gay. It is inherently personal matter of how
you feel and whom you are attracted to. What
could it possibly have to do with business.
Sexual Orientation:
8. Religion:
• Diversity in religion has been an issue
throughout the ages.
• Religious principles can influence every aspect
of a person’s life --from what they eat, who
they choose to marry, and how they are
treated in death.
Disability:
• Disability includes impairments (a problem in
body function or structure), activity limitations
(a difficulty encountered by an individual in
executing a task or action), and participation
restrictions (a problem experienced by an
individual in involvement in life situations).
Because a person may experience a
combination of these conditions, living with a
disability is a complex phenomenon, reflecting
an interaction between features of a person’s
body and features of the society in which he or
she lives.
10. Managing
diversity and
multiculturalism
at workplace
Managing diversity is defined as
“planning and implementing
organizational systems and practices to
manage people so that the potential
advantages of diversity are maximized
while its potential disadvantages are
minimized”.
11. For an organization to actually profit from the
“diversity of thought” of its diverse workforce
the following factors have to come together:
Commitment to the diversity development
process by top management and all employees
Diversity promoting and supporting
companywide structures and processes
Development and training of the workforce’s
cross-cultural (leadership) competencies and
conflict management skills
12. 1. Select a cross-culturally competent
team leader.
Leading a multicultural team successfully
requires competencies that go well
beyond the technical knowledge and the
leadership qualities usually required. To
be effective, leaders of multicultural
teams need:
A high level of cultural flexibility
Robust ambiguity tolerance
Low levels of ethnocentrism
These intercultural competencies are best
learned through cross-cultural training
combined with personal work experience
13. 2. Select the team members.
A team leader who already has the necessary
cross-cultural proficiency selects the
members based on specific criteria related to
the team’s/project’s target population These
selection criteria need to be clearly defined
and transparently communicated to all team
members.
14. 3. Make the kick-off phase
personal
Start any project or team kick-off
phase with a team event that
gives members an opportunity to
get to know each other personally,
such as a shared meal. And if for
some reason the team can’t meet
in person, at the very least a
friendly videoconference allowing
for small talk is recommended.
15. 4. Take the time to build relationships and
trust.
Personal relationships and trust are a central
element of doing business in many cultures
around the globe. Other cultures (e.g., the
Germans) prefer to approach negotiations and
projects head-on without much time given to
relationship building. However, unless you are
German and manage a team of Germans
(especially men), investing time to build
trusting relationships is never wrong. By the
way, even German men like to socialize and
build relationships after work.
16. 5. Learn about differences.
While team members might have similar educations,
professional experience, and work in the same industry,
there are still considerable differences to be found between
team members. It is those differences (e.g., career path,
education, culture, hobbies, social background) that will
lead to creative and innovative ideas, and eventually will
influence the quality of team performance.
17. 6. Clarify expectations:
Leaders: The process of discussing and
clarifying expectations is a necessary step for
any team, but is particularly crucial for
multicultural teams. Diverse employees will
have different expectations about leadership
due to factors such as age and professional or
cultural background. Consider the varying
patterns of expectations and common processes
that need to be negotiated. Who expects what,
and why? How will decisions be reached? Who
decides ultimately?
Team members: The members need to be able
to voice and discuss their expectations before
some kind of common ground can be
negotiated. Clarify potential conflicts and
explore possible remedies. How different are
the issues raised, and the troubleshooting plans
imagined by the various team members? If team
goals cannot be met in a timely manner, can a
plan B be envisioned and implemented?
18. 7. Communicate, communicate, communicate.
Choosing adequate communication channels and cooperating consistently are essential for
local and virtual teams. Which tools fit the team’s framework and work methods? As we
all know, communicating clearly and without conflict is challenging even in our mother
tongue. The difficulties multiply exponentially when different vocabularies are at play
such as in the case of interdisciplinary and/or international teams. Therefore, it becomes
even more important to apply the golden rules of communication:
Communicate with a positive attitude
Be clear about who you are addressing
Be descriptive
Avoid making value judgments
Rephrase what you heard
Give examples
Speak only for yourself
Suggest changes that can be linked to behaviors
By working hard to create a team culture, communication and collaboration just might
become a pleasure and an inspiration instead of hard work.
19. 8. Set and respect deadlines.
It is a well-known fact that time does not mean
the same to everybody; after all, who does not get
annoyed by chronic latecomers? Time can be a
sensitive issue personally and culturally. To get
everybody on the same page, communicate the
rules about time keeping and deadlines clearly.
This is especially important if some of the team
members are not working in the same time zone
and the common work hours are limited. In this
scenario, team members have to be even more
flexible, as returning a phone call might have to
wait for the next day. What time frames are
acceptable, and when is a call-back considered
late? What are the consequences if deadlines are
not respected?
20. 9. Be alert to signs of trouble.
Inconsistencies and delays might signal
issues with team collaboration. Don’t
delay when you become aware of
deadlines not being met or people
avoiding direct contact. Helpful
interventions to prevent trouble may
include personal talks, social gatherings,
reminders of milestones achieved, or
teambuilding events. When considering
any intervention, cultural intelligence and
sensitivity are of utmost importance to
achieve the goal of better collaboration.
21. 10. Assess the team’s work.
Of course, feedback about the team’s progress needs to be given. But
a majority of cultures consider public critique offensive and improper,
and only allow for indirect or private face-to-face critique. To work
together successfully, it, thus, is necessary to tailor any critique to
the member’s cultural background. While it might be acceptable to
give critique directly and rather bluntly when working with a Dutch
team member, for example, this will not be acceptable to individuals
from other cultures such as China or India. It might be helpful to call
upon a (cultural) facilitator/mediator if the issue involves more than
one team member, as that is usually a signal of a bigger issue. Again,
don’t procrastinate.