This document discusses developing a global mindset. It outlines a 5-step cycle to improve cross-cultural interactions: 1) Recognize your own cultural values and biases, 2) Get to know your personality traits like curiosity, 3) Learn about workplace expectations in other countries, 4) Build strong intercultural relationships, 5) Develop strategies to adjust your style. Having a global mindset means leveraging self-awareness and what you know about different cultures to interact productively without losing your own identity.
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!
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!
This document defines diversity, social diversity, its dynamics and dimensions in terms of interpersonal intrapersonal, cultural and cross cultural aspect
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
This presentation talks about equality of opportunity for all people, concept of equality of access, opportunity of outcome, common school model, formal equality,social mobility, human right approach and value of education.
On the basis of global cultures, would people from the United States.pdfshalini178068
On the basis of global cultures, would people from the United States, Japan, or Chile be more
comfortable with a group or team-based approach to work?
Solution
“There’s a typical default way that we all act in our respective cultures. It is the way that we give
feedback, greet people, praise or don’t praise, so all sorts of things would be different across
cultures.
Multicultural teams offer a number of advantages to international firms, including deep
knowledge of different product markets, culturally sensitive customer service, and 24-hour work
rotations. But those advantages may be outweighed by problems stemming from cultural
differences, which can seriously impair the effectiveness of a team or even bring it to a
stalemate.
Creating successful work groups is hard enough wherein the global work force is geographically
dispersed. When team members come from different countries and functional backgrounds and
are working in different locations, communication can rapidly deteriorate, misunderstanding can
ensue, and cooperation can degenerate into distrust.
This multicultural challenge can be dealt with in four ways –
What strategy to follow will depend upon the particular circumstance the manager is into. In
general, though, managers who intervene early and set norms; teams and managers who try to
engage everyone on the team; and teams that can see challenges as stemming from culture, not
personality, succeed in solving culture-based problems with good humor and creativity. They are
the likeliest to harvest the benefits inherent in multicultural teams.
Sometimes, the level of social distance plays a major role in the success of global teams. The
level of social distance means the degree of emotional connection among team members. When
people on a team all work in the same place, the level of social distance is usually low. Even if
they come from different backgrounds, people can interact formally and informally, align, and
build trust. They arrive at a common understanding of what certain behaviors mean, and they
feel close and congenial, which fosters good teamwork. Coworkers who are geographically
separated, however, can’t easily connect and align, so they experience high levels of social
distance and struggle to develop effective interactions. Mitigating social distance therefore
becomes the primary management challenge for the global team leader.
The fundamental requirement to get such teams on right track is to generate awareness and
sensitivity in the team to other cultures and people. The key is to boost their cultural
“awareness”- in other words to teach them the skills that transcend mere etiquette. These days
the companies are running cultural sensitivity training programs that focus primarily on ensuring
internal harmony within the international workforce.
The team leader should always encourage open dialogue so that the people from diverse culture
can feel comfortable working within the team.
Since we are talking about geographica.
This document defines diversity, social diversity, its dynamics and dimensions in terms of interpersonal intrapersonal, cultural and cross cultural aspect
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
This presentation talks about equality of opportunity for all people, concept of equality of access, opportunity of outcome, common school model, formal equality,social mobility, human right approach and value of education.
On the basis of global cultures, would people from the United States.pdfshalini178068
On the basis of global cultures, would people from the United States, Japan, or Chile be more
comfortable with a group or team-based approach to work?
Solution
“There’s a typical default way that we all act in our respective cultures. It is the way that we give
feedback, greet people, praise or don’t praise, so all sorts of things would be different across
cultures.
Multicultural teams offer a number of advantages to international firms, including deep
knowledge of different product markets, culturally sensitive customer service, and 24-hour work
rotations. But those advantages may be outweighed by problems stemming from cultural
differences, which can seriously impair the effectiveness of a team or even bring it to a
stalemate.
Creating successful work groups is hard enough wherein the global work force is geographically
dispersed. When team members come from different countries and functional backgrounds and
are working in different locations, communication can rapidly deteriorate, misunderstanding can
ensue, and cooperation can degenerate into distrust.
This multicultural challenge can be dealt with in four ways –
What strategy to follow will depend upon the particular circumstance the manager is into. In
general, though, managers who intervene early and set norms; teams and managers who try to
engage everyone on the team; and teams that can see challenges as stemming from culture, not
personality, succeed in solving culture-based problems with good humor and creativity. They are
the likeliest to harvest the benefits inherent in multicultural teams.
Sometimes, the level of social distance plays a major role in the success of global teams. The
level of social distance means the degree of emotional connection among team members. When
people on a team all work in the same place, the level of social distance is usually low. Even if
they come from different backgrounds, people can interact formally and informally, align, and
build trust. They arrive at a common understanding of what certain behaviors mean, and they
feel close and congenial, which fosters good teamwork. Coworkers who are geographically
separated, however, can’t easily connect and align, so they experience high levels of social
distance and struggle to develop effective interactions. Mitigating social distance therefore
becomes the primary management challenge for the global team leader.
The fundamental requirement to get such teams on right track is to generate awareness and
sensitivity in the team to other cultures and people. The key is to boost their cultural
“awareness”- in other words to teach them the skills that transcend mere etiquette. These days
the companies are running cultural sensitivity training programs that focus primarily on ensuring
internal harmony within the international workforce.
The team leader should always encourage open dialogue so that the people from diverse culture
can feel comfortable working within the team.
Since we are talking about geographica.
Running head: DIVERSITY PLAN 1
DIVERSITY PLAN 6
Diversity Plan
Student’s Name: John Blair
Institution Affiliation Rasmussen College
Report to CEO
Diversity is a common feature that exists in most organizations. It is a characteristic that increases its prevalence as a company grows regarding hiring more members of its human resource workforce. Diversity also increases when a firm grows out of its current geographical scope. It is an unavoidable occurrence in every growing organization and therefore, it is crucial for managers and CEO's to understand the importance of learning how to control the effects of diversity in their companies. When diversity is not managed adequately, it can cause adverse effects which may lead to the failure of an institution. This report offers insight on cultural diversity which one of the most prevalent types of diversity in firms. It also illustrates a plan on how to control the adverse effects of cultural diversity.
Cultural diversity in the workplace
Culture refers to a person's way of life. It encompasses an individual's heritage based on social patterns, acceptable behavior, beliefs, values, customs, norms, and attitude. All people have different cultures, and therefore cultural diversity is a standard feature. Even though people may come from the same home town, their culture may be different depending on how they were raised (Lambert, 2016). This phenomenon explains the existence of differences in personal cultures. This situation causes challenging situations in the workplace since the human resource managers of growing companies hire individuals from different regions. Cultural background is rarely considered while hiring employees into a company. The recruitment team in a firm considers the skills that a person has and the services that the worker can offer to the organization (Lambert, 2016). Therefore, the employees in most companies are from very diverse cultures. In some cases, this situation leads to conflicts between the workers.
Importance of diversity planning
Diversity planning refers to organizing ways in which people from different cultural backgrounds in the organization can unite and work to achieve a common organizational goal. It is crucial for a company to develop diversity planning to ensure that their workers are all committed to achieving common objectives of their firm. Diversity planning allows employees to share ideas that are instrumental in enhancing business processes in an organization (Price, & Nelson, 2018). Employees grow significantly when they are exposed to a variety of cultures. Therefore, diversity planning enables employees to gain much personal social growth effectively. Some of the workers can discover untapped talents and make use of .
Communicating the Case for Diversity and Inclusion Aerial Ellis
Addressing Imperatives: The growing requirement to address how workforce diversity has a quantifiable effect on business/performance outcomes, creates financial/economic benefits, and shifts organizational culture to impact greater human contribution; Assessing Implementation: The proactive effort that responds to the changing demographic profile of the workforce through the implementation of programs and services that support and empower a diverse workforce through multicultural approaches (ie. programs, initiatives, execution); Achieving Success: The return on investment (ROI) in terms of performance and economic outcomes that results from leveraging the variant knowledge, skills, abilities, talents, intellectual capital, perspectives, working styles, etc. of a diverse workforce (process-oriented).
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8.4 Building Cultural Intelligence
LEARNING OBJECTIVE
Discuss how to adapt to different cultures.
Managing cultural differences in the workplace is key to a company's survival, but it is also key to an
individual's ability to contribute to society. To operate effectively in a global world requires the use of cultural
intelligence, or the knowledge to function effectively across cultural contexts. Cultural intelligence is measured
by a person's cultural intelligence quotient (CQ). A person with high CQ can differentiate features of a
behavior that relate to culture, features that are universal, and features that are specific to an individual. For
example, if you attended a meeting in Finland and your Finnish colleague didn't do a lot of talking but then
summarized what you said, would that be a common cultural communication pattern found among Finns or is it
unique to that individual? If it is not unique to the individual but is a behavior common in Finnish culture, then
it can give you a clue about how you might want to structure your own conversations with other Finnish
colleagues.
Take, for example, a U.S. manager who was serving on a design team that included two German engineers. As
other team members offered ideas, the two Germans shot the ideas down—even describing them as not
applicable or too immature. After a fair amount of interaction with these engineers, the U.S. manager concluded
that Germans, in general, were rude and aggressive people. Had she possessed a higher level of cultural
intelligence, however, the U.S. manager might have realized that she was conflating the merit of ideas and the
merit of the people offering them—two factors the Germans were able to make a sharp distinction between.
Many managers would probably empathize with the team members whose ideas were being criticized and
propose a new style of discussion for the team that would protect people's feelings while allowing for candor.
However, without being able to distinguish how much of the engineers' behavior was culturally determined and
how much was unique to them as individuals, the manager couldn't know how to influence their actions or how
easy or difficult it might be to do so.
Assessing Cultural Intelligence
Cultural intelligence is rooted in research across many different countries and profoundly affects the way
businesses work and the success of cross-border leadership. Three factors determine a person's level of CQ.
It's not enough to be good at just one or two—all three are necessary to effectively and appropriately adjust
behaviors in a foreign culture. These three factors, which we discuss next, are cognitive CQ, behavioral CQ,
and motivational CQ.
Cognitive CQ .
Cognitive CQ is our level of understanding about how cultures are similar and different. Most corporate t.
7LIBERTY UNIVERSITY SCHOOL OF DIVINITYResearch Paper P.docxalinainglis
7
LIBERTY UNIVERSITY SCHOOL OF DIVINITY
Research Paper Part 1
Professor Dr. Kenneth Nehrbass
in partial fulfillment of the requirements for the completion of
GLST 650 – D04 LUO
Intercultural Communication and Engagement
by
Avery Clementin
July 29, 2018
TABLE OF CONTENTS
INTRODUCTION 3
DEVELOPMENT PLAN 3
Present challenges 3
Future opportunities 4
Your CQ 4-5
Your strongest CQ capability 5
Your weakest CQ capability 5
ACTION PLAN 5
Strength; CQ action 6
Area for improvement; CQ knowledge 6
Accountability 6
BIBLIOGRAPHY 6
INTRODUCTION
Cultural intelligence (CQ) is a person’s ability to function effectively in a diversity of cultural circumstance whether domestically or intentionally. In all our cultures we have the idea of what is going on around us since we have a wealth of information most of which is in our subconscious minds thus helping us make sense of what we observe and experience. When we interact with people from different cultural background, the same prompts may have an entirely different meaning. Personal cultural intelligence has helped me to handle cultural diversity: the set of skills, abilities and knowledge needed to understand, recognize and adjust to changes in the culture. Through personal cultural intelligence training I can now critically scrutinize the meaning of my culture system and how it has influenced my assumptions, expectations and interpretations. This has helped a great deal in coming to acceptance that of the validity of the different world views. With high cultural intelligence we get a more comprehensive and inclusive manner of looking at the world. One becomes more accepting and less defensive to new ideas. We become more open to new ideas, relationships and perspectives. When we get released from the restrains of a particular worldview we open up to new contingencies and our lives are enriched.
DEVELOPMENT PL.
atify and describe the cult alue dimensions that help ural profile of.pdfjeeteshmalani1
atify and describe the cult alue dimensions that help ural profile of a country iad affect
organizational processes: power distance. quently arise out of garding time, change, material f
fre- values and orientations re- ancertainty avoidance, individualism, and mascu- In his later
research, Hofstede explored the encept of long-term versus short-term orientation . Managers can
use research results and personal obser vations to develop a character sketch, or cultural profile,
of a country. This profile can help managers anticipate how to motivate people and coordinate
work processes in a particular international context. piscussion Questions What is meant by the
culture of a society, and why is it im portant for international managers to understand it? Do you
notice cultural differences among your classmates? How do e differences affect the class
environment? How do they 3-3. Di Discuss how the Internet and culture interact. Which most af-
fects the other, and how? Give some examples Discuss collectivism as it applies to the Japanese
workplace. 3-4. affect your group projects? s does it affect? uss the types of operational conflicts
that could occur in an international context because of different attitudes toward time, change,
material factors, and individualism hat managerial functi Discuss the role of Islam in cross-
cultural relations and busi- ness operations. 3-5. Give examples relative to specific countries.
plication Exercises Develop a cultural profile for one of the countries in the fol- 37. In small
groups of students, lowing list. Form small groups of students and compare your findings in class
with those of another group preparing a pro- file for another country. Be sure to compare specific
findings regarding religion, kinship, recreation, and other subsystems. What are the prevailing
attitudes toward time, change, mate- ial factors, and individualism? nv A frican country ing the
four dimensions of power distance, uncertaint ance, masculinity, and individualism for one of the
countries in comparison to the United States. (Your inst assign the countries to avoid
duplication.) Present yo to the class. Assume you are a U.S. manager of a subs foreign country
and explain how differences on these are likely to affect your management tasks. What s you
have for dealing with these differences in the w
Solution
Culture of a society means the way people do things living in a society. This varies from place to
place to a large level. People living in a society will have different cultures, customs, behaviours,
language which can become a barrier if not tackled in the right way.
It is important for an international manager to understand it because of the trend of globalising
the business in international market. When the business is expanded to different places problems
are faced to understand the culture of that place and adjust to make variations according to the
existing culture of the place. For example the most important cultural barrier c.
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.
Discuss the primary impact of diversity on organizationsSolution.pdfaksharatelicom
Discuss the primary impact of diversity on organizations
Solution
Ans:
A DEFINITION OF DIVERSITY
Diversity is the presence of people from a wide range of backgrounds and possessing different
traits. Differences in age, race, ethnic origin, culture, physical abilities, religion and sexual
orientation are just some possible contributors to diversity. Though generally regarded as a good
thing for a workplace, diversity poses significant challenges for company leaders.
Primary Dimensions
The inner circle shows the primary dimensions of diversity -
those that are fundamental to a persons\' self-concept or core self. These dimensions, though not
necessarily visible,are unchangeable in that they are not a matter of choice. They form the basis
on which people make instantaneous judgments about one another, often through the process of
stereotyping.
Diversity Management
Diversity management is a concept that has emerged in the early 21st century as the United
States has become more diverse, causing organizations to become more diverse as well. To make
diversity work, companies typically need to offer some diversity training and proactively manage
the workplace to promote tolerance and acceptance of differences. Cultural awareness and
sensitivity training are the two common general components in a diversity training program.
Diversity Benefits
A number of important benefits are recognized in a well-managed diverse workplace.
Workplaces in which employees represent the basic makeup of the community population are
typically better received by customers and the public. Additionally, diverse work groups often
have more and better ideas because of broader backgrounds and experiences. Ethnic and cultural
diversity often help companies that operate globally to better understand global markets.
Diversity Challenges
You cannot simply put a group of people together with vast differences and expect them to
immediately get along well. Many people are unfamiliar with other cultures and have never had
to learn to coexist and collaborate with people from completely different backgrounds. This is
why diversity training is so important to the process. Diverse work groups often experience more
conflict upfront than groups that share more similarities.
Management Influence
Managers should not only offer training, but top management and front-line managers in a
diverse organization have to set the tone for an effective culture. This means promotion of a
nondiscriminatory work environment, and fair treatment of all workers in the hiring process, job
conditions, work evaluations and promotions. Company leaders who proactively support
diversity-based organizations or get their companies involved in supporting diverse organizations
serve their workplaces even more..
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name：Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition：12th Global Edition
author：by Hoffer
ISBN：ISBN 10: 0133544613 / ISBN 13: 9780133544619
type：solution manual
format：word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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2. INTRODUCTION
• Global diversity refers to the range of
differences that describe the composition of a
group of two or more people in a cross-cultural
and multi-national context. A company
believes that focusing on global diversity will
allow it to adopt more inclusive practices
around the world.
3. • Global diversity is about understanding the differences that
exist within and between different countries as well as
understanding one’s own environment (Gundling &
Zanchettin, 2007). In recent years, globalization has made
diversity an important issue in many MNCs. In particular,
diversity is becoming a norm for influencing organizational
outcomes, such as increased global knowledge, high
performance, innovation, and employee engagement
(Lauring, 2013).
• The literature points toward two main issues that
organizations face in terms of managing diversity globally. The
first issue relates to a thorough knowledge about how each
country differs socially, legally, and politically (Mor
Barak, 2014). The second issue that organizations face is being
able to understand cultural diversity of employees and the top
management team (Scott & Byrd, 2012).
4. • Scott and Byrd (2012) suggested that organizations that develop
cultural competence and facilitate smooth coordination and
transition across employees, and business units are likely to be more
successful than those that neglect these issues. Gundling and
Zanchettin (2007) noted that dealing with these issues in a global
context requires an integrated effort and coordination from the
senior management teams.
• Many firms prefer diverse teams because they often perform better
than homogenous teams (Sippola & Smale, 2007). Particularly for
complex tasks, heterogeneous teams are thought to outperform
homogeneous ones (Benet-Martinez & Hong, 2014). For instance,
Motorola managed to beat its competition by producing the world’s
most efficient, high-quality cellular phones, which were produced by
heterogeneous teams (Aswathappa, 2007). Moreover, diversity
enhances organizational flexibility as it encourages the firm to
challenging old assumptions and becoming more adaptable to new
ideas (Nelson & Quick, 2013).
5. • Even though diverse teams bring a wide range of
organizational benefits, these teams also face number of
issues (Sutton, 2014).
• Firstly, it is necessary to attract global team leaders with the
crucial skills needed to manage cultural diversity: such as
cultural agility, global mind-set, and cultural intelligence
(Collings, Wood, & Caligiuri, 2015). This issue has significant
implications in terms of finding suitable candidates and
initiating appropriate training programs (Collings et al., 2015).
• Secondly, cultural diversity makes functioning of work teams
(face-to-face and virtual) more challenging because team
members need to learn the value of divergent perspectives
while acting in similar ways to enhance group effectiveness
(Bhagat, Triandis, & McDevitt, 2012).
7. A multicultural workforce is one in which a wide
range of cultural differences exist among the
employees in the organization. While a number of
major and minor traits are used to describe
cultural differences, the most common traits used
to identify the level of multiculturalism evident in
a given workforce often boils down to "age, sex,
ethnicity, physical ability, race and sexual
orientation, according to the "Encyclopedia of
Business."
8. MULTICULTURAL BASICS
• In general, a multicultural workforce is one in which
employees are heterogeneous, many dissimilar in certain
traits. Practically speaking, any workforce with two or more
employees has some level of multiculturalism based on the
basic assumption that no two people are exactly the same.
Companies vary in level of multiculturalism. Those that have
easily detectible and wide-ranging cultural differences within
their workforces are more often described as multicultural
companies or workforces.
9. MULTICULTURAL VS.
DIVERSITY
• Over time, a subtle but important transition has taken place in
the way workforces are described related to employee
differences. More often, early 21st-century organizations are
described as diverse when employees are heterogeneous.
Diversity is become increasingly used to depict the importance
of managing diverse workers versus simply recognizing their
existing. Diversity management is a well-recognized process of
proactively and strategically managing the unique needs of a
diverse workplace with multicultural traits.
10. MULTICULTURAL BENEFITS
• People with differences have natural barriers in
communication and relationships. "Opposites attract" is a
popular relationship adage, but people with differences also
tend to find more conflict in communication than people with
shared backgrounds and life paradigms. However, diversity
management can draw out strong benefits of a multicultural
workforce, including a broader and deeper pool of ideas and
creative development, stronger connections to a global
marketplace and better ability to adapt to marketplace
changes.
12. INTRODUCTION
• The globalization of business continues to challenge our ability
to operate effectively across countries and cultures, which is
why a global mindset is an essential professional trait.
Professionals with a global mindset leverage all that they know
about their culture and the cultures of other people to react to
situations in the most productive ways, all without losing sight
of who they are.
• Even those with significant international experience benefit
from taking time to refresh and train their brains to be more
global. The following five-step cycle can help you develop a
global mindset and improve the quality of your cross-cultural
interactions. What it comes down to is the recognition that we
all need to be more open and flexible, balanced with a strong
vision of what works and doesn’t work for us on a personal
level.
13. Recognize your own cultural
values and biases
• The cycle begins with discovering and analyzing your own
values and biases, which are rooted in a variety of cultural
influences that span your life. You might complete a cultural
values assessment to not only get to know yourself but also
see how you compare to other cultures across various
dimensions like communication style and hierarchy. This step
is particularly helpful if you are about to begin a global project
or take a business trip to a new country or even when you’re
interacting with diverse colleagues in your own office.
Developing a strong self-awareness has shown to foster a non-
judgmental perspective on differences, which is critical to
developing a global mindset.
14. Get to know your personality
traits, especially curiosity.
There are five specific traits that affect your ability to interact effectively with
different cultures:
1. Openness
2. Flexibility
3. Social dexterity
4. Emotional awareness
5. Curiosity
Ask yourself how open you are to different ways of managing a team. Are you flexible
enough to attempt a different feedback style? How easy is it for you to strike up a
conversation with people from foreign countries?
While these traits are all important, curiosity is critical, because we can all find easy
ways to be more curious, and curiosity is what leads us to ask questions, which lead
to the insights we need to understand the idiosyncrasies of global work. If you’re not
naturally curious, you can train yourself to engage in “curiosity conversations” to
learn more about the people around you. A simple chat on the differences between
what’s familiar in your part of the world and in their part of the world can go a long
way toward integrating and ironing out any salient differences. People are usually
willing to talk about their society’s norms at large, if not their own personal habits.
15. Learnabout the workplaceand business
expectationsof relevant countries and
markets
• The third step transfers your attention away from yourself to
learn about the typical workplace habits, expectations and
best practices in other countries and cultures. (It’s important
to note that cultural norms are not stereotypes but high-level
tendencies.) While you can’t know everything about every
culture, you can certainly access on-demand insights on how
to do business effectively from a variety of online resources
and digital learning platforms.
• Can you schedule meetings during lunch time in Mexico? Do
you know when the weekend is in Saudi Arabia? How should
you establish credibility during a meeting with a potential
client in Japan? You can also widen your base by seeking work
that will expose you to countries or markets important to your
role and career.
16. Build strong intercultural
relationships
• Just like when learning to speak a second language, it’s helpful to
immerse yourself with people from other parts of the world to
develop a global mindset. These relationships facilitate valuable
learning about what works and what doesn’t. The ability to form
relationships across cultures is not a given, but the more positive
intercultural relationships you develop, the more comfort you’ll have
with diverse work styles and the less you’ll resort to stereotyping.
How often do you approach people from different cultures when at
networking or social events?
• To build your intercultural or global network, it helps to find cultural
mentors or coaches who can give you feedback on what to do better.
You can also use intercultural learning platforms to gain country-
specific insights into appropriate and effective trust-building
activities so that you don’t unknowingly stifle your efforts with the
wrong approach.
17. Develop strategies to adjust
and flex your style
• What has made you successful in a domestic or local context likely won’t
help you reach the same level of success on a global scale, which is why
learning to adapt your style is often the hardest part of mastering a
global mindset. This step involves expanding your repertoire of business
behaviors by learning to behave in ways that may be unusual to you but
highly effective when interacting with others.
• For example, imagine how much relationship-building time you need to
factor into your schedule when your new peer from India makes a
business trip to visit you. Is a lunch or two enough, or do you need to
extend an invite to show them around town on the weekend? If it feels
excessive or inappropriate to you, it may be a good sign that you’re
going beyond your personal comfort zone, that you’re flexing your style
and that it may indeed be the right thing to do.
• In any case, one of the benefits of developing strong relationships with
colleagues from different cultures is that you can test your approach
and ask them for feedback on how your style would be received in their
part of the world. Discussing cultural differences with your global
colleagues is a great way to build trust and develop personal strategies
for success at the same time.
