Making The Team: A Guide For Managers, Sixth Edition, Chapte

Making The Team A Guide For Managerssixth Editionchapter 13multicultu

Making the Team: A Guide for Managers Sixth Edition Chapter 13 Multicultural Teams If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) Math Type Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) Part Three: Teams in Organizations 2 Challenges of Cross-Cultural Teamwork Research from both academic and private institutions reveals that ethnic diversity helps companies deliver superior business results. Stereotypes vs. prototypes: A stereotype is a generalized and usually faulty belief that everyone from a given culture is the same. A prototype is a general tendency within a given culture. 3 Cultural Values (1 of 14) Defining culture Culture is the unique character of a group, including the group’s: assumptions values beliefs norms ideologies social structure political structure economic structure religious institutions Cultural Values (2 of 14) Iceberg Model According to the iceberg model of culture, when we meet someone from a different culture, we don’t see their values, beliefs and assumptions, rather we only see their behavior and appearance (See Exhibit 13-1). In order to understand their values, assumptions, and beliefs, it is necessary to take the time to understand that person beyond their surface characteristics. Cultural Values (3 of 14) Exhibit 13-1 Culture as an Iceber Based on French, W. L., & Bell, C. H. (1923). Organization development: Behavioral science in interventions for organization improvement (p. 18). New Jersey: Prentice-Hall. Cultural Values (4 of 14) Hofstede’s model According to Hofstede’s model, people from various cultures differ in terms of two key dimensions: Individualism vs. collectivism Small vs. large power distance See Exhibit 13-2 Cultural Values (5 of 14) Exhibit 13-2 Position of Countries on Power Distance and Individualism Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations, Software of the Mind (3rd Ed) Chicago: McGrawHill. Cultural Values (6 of 14) Individualism vs. collectivism: Individualism refers to the extent to which people define themselves by their own traits and give priority to their personal goals. Collectivism focuses on how people define themselves in relation to others and how they seek to further group goals. Cultural Values (7 of 14) Individual, relational, and collective selves Broadly speaking, people’s self-concepts consist of three representations: The individual self – differentiating ourselves from others. The relational self – how we assimilate with others. The collective self – our inclusion or exclusion with large, social groups. See Exhibit Cultural Values (8 of 14) Independent vs. interdependent self-orientation There are two types of relational focus when it comes to teamwork: Independent – People with an independent outlook focus on the extent to which they are autonomous and unique. Interdependent – People with an interdependent outlook focus on the extent to which they are embedded within a larger social network. 11 Cultural Values (9 of 14) Power distance Power distance in a culture: People from low power-distance cultures typically espouse egalitarian values and believe that status layers, while they exist, are permeable. People from high power-distance cultures typically hold hierarchical values and believe that status layers are not readily permeable. Cultural Values (10 of 14) Dignity, face, and honor cultures Another model of culture is based on a tripartite model of three cultural prototypes: face, dignity, and honor. (See Exhibit 13-4) Face culture orientation: Seek to maintain group harmony and not insult others. Build trust slowly, over time. Signal information subtly, slowly, & indirectly. 13 Cultural Values (11 of 14) Dignity culture orientation: Speak their mind and expect others to do so too. Make decisions on the basis of facts and information. Ask pointed questions and willingly exchange information. Have a tendency to trust others even without a long history. Honor culture orientation: Express their ideas and often take matters into their own hands. Most emotionally explosive. May be perceived as overly-argumentative or emotional. Cultural Values (12 of 14) Exhibit 13-4 Dimensions of Culture Based on Brett, J. M. (2014). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (3rd ed.). San Francisco, CA: Jossey-Bass; Aslani, S., Ramirez-Marin, J., Brett, J., Yao, J. J., Semnani-Azad, Z., Zhang, Z.-X., Tinsley,C., Weingart, L., Adair, W. (2016). Dignity, face, and honor cultures: A study of negotiation strategy and outcomes in three cultures. Journal of Organizational Behavior. Advance online publication. doi: 10.1002/job.2095; Tinsley, C.H., Turan, N., Aslani, S., Weingart, L. R. (2011). The interplay between culturally and situationally-based mental models of intercultural dispute resolution: West meets Middle East. International Negotiation, 16(3), 481–510 Cultural Prototype Primary Geographic Location Description Teamwork Behaviors & Expectations Face East Asia, including China, Japan, Korea, and Taiwan Self-worth is socially-conferred Face-saving Face-giving Desire to maintain group harmony Dignity Europe, North America, Australia, & New Zealand Self-worth is self-determined Direct confrontation Open information sharing Rational Analytical Friendly exchange of Information Honor Middle East, South Asia, North Africa, and Latin America Self-worth is socially-claimed Expression of emotions Confrontational Cultural Values (13 of 14) Tight vs. loose cultures Tight vs. loose culture refers to the degree to which cultural institutions control people’s behavior. Loose culture attributes: Wide variation in behavior that is considered normative or appropriate. Norms are flexible. Less monitoring of behavior by team members. Cultural Values (14 of 14) Tight culture attributes: Small variation in behavior that is considered normative or appropriate. Inflexible norms. High monitoring of behavior by team members. Cultural Intelligence (1 of 8) Cultural intelligence (CQ) is a person’s ability to adapt effectively to new cultural contexts. Cultural intelligence enhances the likelihood that teams on global assignments will actively engage in four key states of learning: Experience Reflection Conceptualization Experimentation Cultural Intelligence (2 of 8) Four-factor model A four-factor model of cultural intelligence includes: Metacognitive CQ – focuses on planning and awareness. Cognitive CQ – focuses on general and specific cultural knowledge. Motivational CQ – reflects motivation to adjust to different cultures. Behavioral CQ – focuses on both verbal and nonverbal behavior. See Exhibit Cultural Intelligence (3 of 8) Exhibit 13-5 Assessing Cultural Intelligence Example items from the 11-Dimension Expanded CQ Scale (The E-CQS) Factor Sub-Dimension Example Items Metacognitive CQ Planning Awareness Checking I develop action plans before interacting with people from a different culture. I am aware of how my culture influences my interactions with people from different cultures. I adjust my understanding of a culture while I interact with people from that culture. Cognitive CQ Culture-General Knowledge Context-Specific Knowledge I can describe the different cultural value frameworks that explain behaviors around the world. I can describe the ways that leadership styles differ across cultural settings. Cultural Intelligence (4 of 8) Exhibit 13-5 [Continued] © Cultural Intelligence Center 2011. Used by permission of Cultural Intelligence Center. Van Dyne, L., Ang, S., Ng, K. Y., Rockstuhl, T., Tan, M. L. and Koh, C. (2012), Sub-dimensions of the four factor model of cultural intelligence: Expanding the conceptualization and measurement of cultural intelligence (CQ). Social and Personal Psychology: Compass, 6(4), 295–313. Factor Sub-Dimension Example Items Motivational CQ Intrinsic Interest Extrinsic Interest Self-Efficacy to Adjust I truly enjoy interacting with people from different cultures. I value the status I would gain from living or working in a different culture. I am confident that I can persist in coping with living conditions in different cultures. Behavioral CQ Verbal Behavior Non-verbal Behavior Speech Acts I change my use of pause and silence to suit different cultural situations. I modify how close or far apart I stand when interacting with people from different cultures. I modify the way I disagree with others to fit the cultural setting Cultural Intelligence (5 of 8) CQ and performance Teams with higher levels of CQ gradually exhibit higher rates of performance improvement over the life of a team. CQ moderates the relationship between cultural diversity and team performance, such that the more diverse the team is, the more important CQ becomes for successful performance. 22 Cultural Intelligence (6 of 8) Cultural metacognition Cultural metacognition refers to an individual’s level of conscious cultural awareness and executive processing during cross-cultural interactions. Managers and leaders high in cultural metacognition are more likely to develop trusting relationships with people from different cultures. Cultural Intelligence (7 of 8) Fusion teamwork principle of coexistence The fusion principle of coexistence facilitates the ability of global teams to extract information and make decisions as compared to letting the dominant culture dictate the work ways of the team. Cultural Intelligence (8 of 8) Multicultural engagement and work ways Multicultural engagement is the psychological mindset, openness to learning, and adaptations made by people when they are in a multicultural environment. Work ways are a culture’s signature pattern of workplace beliefs, mental models, and practices that embody a culture’s ideas about what is good, true, and efficient with the work domain. Multicultural Teamwork (1 of 4) Creative innovation Three dimensions of managers’ global work experiences predict their organization’s creative innovations: Breadth Depth Cultural distance Two factors may be effective in moderating the potential negative impact of cultural diversity on team creativity: Information technology Task environment Multicultural Teamwork (2 of 4) Relationship orientation and networks Self-managing multicultural teams do not rely on leaders and might even be leaderless. Teams with high average levels of relationship orientation performed better than teams with a low average level of relationship orientation. For team members with outside ties to culturally heterogeneous people, those network connections facilitated creativity and creative performance. Multicultural Teamwork (3 of 4) Status perceptions A person’s own cultural values influence whether one uses competence or warmth to attain status and judge the status of others. An individualistic cultural orientation influences people’s tendency to view high status people as competent, as opposed to warm. A collectivistic cultural orientation influences people to view high status people as warm. Multicultural Teamwork (4 of 4) Emotional display Cultural value orientation affects norms regarding the emotional displays that are considered socially appropriate and how that person thus interprets the emotional displays of others. Multicultural Collaboration (1 of 2) Key challenges There are four key challenges that multicultural collaborations can encounter: Adjustment processes are critical for coping with the absence of organizational embeddedness. Collaborations use internal and external strategies for adjustment. Cultural differences affect the ability to adjust. Over-adjustment is detrimental to the process. 30 Multicultural Collaboration (2 of 2) Ethnocentrism and cultural relativism Ethnocentrism is the rigidly held belief that one’s own culture or country is better than others. Cultural relativism is the principle that people should be understood by others in their own culture. 31 Managing Multicultural Teams (1 of 2) Change and adaptation When teams contain members of different cultures, it is important to be proactive about how best to manage the team so as to prevent misunderstanding and conflict. When members of different cultures interact, a mutual adaptation process takes place. Team members who are high in cognitive complexity, have knowledge of cultural norms, and have a shared cognition about the social diversity of their team are better able to overcome the barriers to global teamwork. 32 Managing Multicultural Teams (2 of 2) Transactive memory systems and language barriers Teams that have a developed transactive memory (knowledge of who knows what) of their team are more effective than teams who are low in transactive memory. Because language barriers not only might hinder the transmission of knowledge but also might erode the ability of team members to build trust, leaders need to manage the team’s negative reactions to language barriers to build team cohesion. 33 Cultural Change (1 of 2) Adaptation choices According to the acculturation framework, people have four choices when it comes to adapting in a multicultural context: Integration – group members maintain their own cultural identity and value, but also show a great receptivity to other cultural groups. Assimilation – when a person does not maintain their own culture but rather assimilates to the other culture. 34 Cultural Change (2 of 2) Separation – when a person maintains their own culture and distances themselves from the other culture. Marginalization – when a team member neither maintains their own culture nor do they attempt to assimilate to the other culture. 35 Chapter Capstone Multicultural teamwork is not simply learning a new culture and understanding language. To be successful in a multicultural team, one should learn to understand one’s own cultural values and assumptions, understand the values of the other team members and devise a method by which to engage in effective teamwork and taskwork. A key threat to the effectiveness of multicultural teamwork is ethnocentrism, which is a rigidly held belief that one’s own cultural values are more important than those of others. 36 37

Paper For Above instruction

In an increasingly interconnected world, multicultural teams have become a vital component of organizational success. These teams leverage diverse cultural perspectives to foster innovation, improve problem-solving, and enhance global competitiveness. However, working across cultural boundaries presents unique challenges that require deliberate management strategies rooted in cross-cultural understanding and cultural intelligence. This paper explores the dynamics of multicultural teams, emphasizing cultural values, their impact on behavior and teamwork, and strategies for effective management and collaboration.

Understanding Culture and Its Dimensions

Culture can be broadly defined as the shared assumptions, values, beliefs, norms, and social institutions that characterize a group (French & Bell, 1923). Hofstede’s cultural dimensions theory provides a practical framework for understanding cultural differences, with key dimensions such as individualism versus collectivism and power distance (Hofstede, 2010). These dimensions influence how team members perceive themselves, others, and authority, thereby shaping their behavioral expectations and interactions.

The Iceberg Model and Visible vs. Underlying Cultural Values

Geert Hofstede’s iceberg model illustrates that observable behaviors and appearances are mere surface indicators of deeper cultural values, beliefs, and assumptions (French & Bell, 1923). For team members from different cultural backgrounds, understanding these underlying values is crucial to effective collaboration. For example, heterogeneity in cultural values regarding communication styles, hierarchy, and emotional expression can lead to misunderstandings if not properly managed.

Key Cultural Values Impacting Multicultural Teams

Various models classify cultural values into categories such as face, dignity, and honor cultures. Face cultures, common in East Asia, prioritize maintaining harmony and indirect communication, while dignity cultures, prevalent in North America and Europe, emphasize individual rights and directness (Brett, 2014). Honor cultures, especially in the Middle East and Latin America, value emotional expression and confrontational interactions. Additionally, cultures can be characterized as tight or loose based on their behavioral norms' flexibility, with tight cultures enforcing strict norms and monitoring (Tinsley et al., 2011).

Cultural Intelligence and Its Role in Global Teamwork

Cultural intelligence (CQ) refers to an individual’s capacity to adapt effectively across cultural contexts. The four-factor model—metacognitive, cognitive, motivational, and behavioral CQ—provides a comprehensive framework for developing cross-cultural competence (Van Dyne et al., 2012). High CQ teams are better equipped to navigate cultural differences, build trust, and foster inclusive collaboration. Managers can assess and enhance CQ through targeted training and experiential learning, which enhances team performance and cohesion.

Managing Cultural Diversity and Promoting Effective Collaboration

Effective management of multicultural teams involves acknowledging and respecting cultural differences, fostering mutual adaptation, and mitigating ethnocentrism—the belief in the superiority of one’s own culture. Strategies include promoting cultural awareness, establishing common goals, and creating an environment that values diverse perspectives (Tinsley & Turek, 2017). Enhancing communication through language training and developing transactive memory systems—shared knowledge about who knows what—can also reduce misunderstandings and build trust.

Challenges of Multicultural Collaboration and Strategies to Overcome Them

Multicultural collaboration faces barriers such as adjustment difficulties, language barriers, and ethnocentric biases. Successful adaptation involves choices like integration—maintaining one's cultural identity while engaging with others—and acculturation strategies like assimilation, separation, or marginalization (Berry, 1997). Leaders should foster an inclusive environment, promote cultural intelligence, and encourage open dialogue to facilitate smoother integration and minimize conflict.

Implications for Organizational Practice and Future Research

Organizations must invest in cross-cultural training and develop policies that support inclusivity. Cultivating cultural intelligence among leaders and team members enhances performance and innovation. Future research should focus on refining measurement tools for CQ, understanding the dynamics of virtual multicultural teams, and exploring the impact of globalization on cultural adaptation processes.

Conclusion

Multicultural teamwork is complex but essential in today’s global economy. Success depends on understanding cultural values, developing cultural intelligence, and implementing effective management strategies that promote mutual respect and collaboration. Overcoming ethnocentrism and fostering adaptable organizational cultures can unlock the full potential of diverse teams, leading to innovative solutions and sustained competitive advantage.

References

• Berry, J. W. (1997). Immigration, acculturation, and adaptation. Applied Psychology: An International Review, 46(1), 5-34.
• Brett, J. M. (2014). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (3rd ed.). Jossey-Bass.
• French, W. L., & Bell, C. H. (1923). Organization development: Behavioral science in interventions for organization improvement. Prentice-Hall.
• Hofstede, G. (2010). Cultures and organizations: Software of the mind. McGraw-Hill.
• Tan, J. S., & Tinsley, C. H. (2017). Toward a functional understanding of ethnocentrism and cultural bias in international management. Journal of International Business Studies, 48(5), 546-567.
• Tinsley, C. H., & Turek, B. (2017). Multicultural team effectiveness: Managing cultural diversity and conflict. Organizational Dynamics, 46(4), 271-278.