Global Mindset subcompetencies Flashcards
Behavioral - Interpersonal cluster
behavioral - interpersonal cluster
define global mindset
(KSAOs) needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a culturally diverse and inclusive workplace
What are the subcompetencies of global mindset
1) operating in a culturally diverse workplace
2) operating in a global environment
3) advocating for a culturally diverse and inclusive workplace
Global mindset: key concepts
Hall model - (context)
cultural norms, values and dimensions
High context
In a high-context culture, there are many contextual elements that help people to understand the rules. As a result, much is taken for granted.
This can be very confusing for person who does not understand the ‘unwritten rules’ of the culture.
Low context
In a low-context culture, very little is taken for granted. Whilst this means that more explanation is needed, it also means there is less chance of misunderstanding particularly when visitors are present.
Contrasting the two
French contracts tend to be short (in physical length, not time duration) as much of the information is available within the high-context French culture. American content, on the other hand, is low-context and so contracts tend to be longer in order to explain the detail.
Highly mobile environments where people come and go need lower-context culture. With a stable population, however, a higher context culture may develop.
Note the similarity with Trompenaars’ Universalism (low context) and Particularism (high context).
Global mindset: key concepts
Hall model (time)
cultural norms, values and dimensions
Monochronic time
M-Time, as he called it, means doing one thing at a time. It assumes careful planning and scheduling and is a familiar Western approach that appears in disciplines such as ‘time management’.
Monochronic people tend also to be low context.
Polychronic time
In Polychronic cultures, human interaction is valued over time and material things, leading to a lesser concern for ‘getting things done’ – they do get done, but more in their own time.
Aboriginal and Native Americans have typical polychronic cultures, where ‘talking stick’ meetings can go on for as long as somebody has something to say.
Polychronic people tend also to be high context.
Contrasting the two
Western cultures vary in their focus on monochronic or polychronic time. Americans are strongly monochronic whilst the French have a much greater polychronic tendency – thus a French person may turn up to a meeting late and think nothing of it (much to the annoyance of a German or American co-worker).
Note the similarity with Trompenaars’ time as sequence (monochronic) and time as synchronization (polychronic).
Global mindset: key concepts
Hall model (space)
cultural norms, values and dimensions
The need for space
Some people need more space in all areas. People who encroach into that space are seen as a threat.
Personal space is an example of a mobile form of territory and people need less or greater distances between them and others. A Japanese person who needs less space thus will stand closer to an American, inadvertently making the American uncomfortable.
Some people need bigger homes, bigger cars, bigger offices and so on. This may be driven by cultural factors, for example the space in America needs to greater use of space, whilst Japanese need less space (partly as a result of limited useful space in Japan).
High territoriality
Some people are more territorial than others with greater concern for ownership. They seek to mark out the areas which are theirs and perhaps having boundary wars with neighbors.
This happens right down to desk-level, where co-workers may do battle over a piece of paper which overlaps from one person’s area to another. At national level, many wars have been fought over boundaries.
Territoriality also extends to anything that is ‘mine’ and ownership concerns extend to material things. Security thus becomes a subject of great concern for people with a high need for ownership.
People high territoriality tend also to be low context.
Low territoriality
People with lower territoriality have less ownership of space and boundaries are less important to them. They will share territory and ownership with little thought.
They also have less concern for material ownership and their sense of ‘stealing’ is less developed (this is more important for highly territorial people).
People with low territoriality tend also to be high context.
Contrasting
Australian Aboriginal people will say that they belong to the land rather than the other way around. Before we scotch this, we should remember that they have thrived in harsh conditions for thousands of years. Western society, on the other hand has shown much barbarity over ownership of land.
Global mindset: key concepts
Hofstede
cultural norms, values and dimensions
1. Power distance: Low Power Distance cultures see inequality as needed sometimes, but their goal is for relationships to be as equal as possible. In High Power Distance cultures, on the other hand, inequality is the basis of society
- Individualsim v. collectivism: “How focused is the culture on ‘I’ instead of on ‘we?’” “Do individuals look out for themselves, or do we look out for each other.”
**3. Masculinity v femininity: **In Hofstede’s theory, masculine traits include assertiveness, competitiveness, power, and material success, while feminine traits include nurturing relationships, a good quality of life, and caring for others.
4. Uncertainty avoidance: While every culture must deal with this, cultures with high uncertainty avoidance rely on their set rules and structures about the way things are done to deal with it, whereas those with low uncertainty avoidance are more relaxed
**5. long-term v short-term orientation **This dimension looks at the extent to which people are willing to forego short-term gains for future rewards, in particular, by emphasizing the virtues of persistence, saving, and thrift. On the opposite end of the spectrum is foregoing future rewards for short-term gains in the past or the present, with an emphasis on immediate gratification and quick results.
6. indulgence vs. Restraint
This dimension deals with how much your culture satisfies human needs or desires versus how much you hold back on your desires to satisfy societal norms. As Nassar puts it, “How’s your impulse control? Do you tend to go for instant gratification, or do you hold off, in part through social norms, deferring gratification
Global mindset: key concepts
Schein cultural norms and values
cultural norms, values and dimensions
Artifacts and behaviors, such as dress code and office layout, represent the visible aspects of culture. Espoused values are the stated beliefs and values, while underlying assumptions are the deeply ingrained beliefs and behaviors.**
Global mindset: key concepts
trompenaars culture
cultural norms, values and dimensions
Framework used to help individuals and organizations understand their cultural values and how they affect behavior in the workplace
Universalism versus particularism.
Individualism versus communitarianism.
Specific versus diffuse.
Neutral versus emotional.
Achievement versus ascription.
Sequential time versus synchronous time.
Internal direction versus outer direction.
Describe universalism vs particularism
(Rules Versus Relationships)
Trompenaars
**Universalism **- People place a high importance on laws, rules, values, and obligations. They try to deal fairly with people based on these rules, but rules come before relationships.
Particularism - People believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what’s happening in the moment, and who’s involved.
Individualism Versus Communitarianism
(The Individual Versus The Group)
Trompenaars
Individualism - People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself.
Communitarianism People believe that the group is more important than the individual. The group provides help and safety, in exchange for loyalty. The group always comes before the individual.
Trompenaars
global mindset - culture
Specific vs diffuse
(How Far People Get Involved)
Trompenaars
Specific People keep work and personal lives separate. As a result, they believe that relationships don’t have much of an impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.
Diffuse People see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.
Trompenaars
global mindset - culture
Neutral Versus Emotional
(How People Express Emotions)
Trompenaars
Neutral
People make a great effort to control their emotions. Reason influences their actions far more than their feelings. People don’t reveal what they’re thinking or how they’re feeling.
Emotional
People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it’s welcome and accepted to show emotion.
Trompenaars
global mindset - culture
Achievement Versus Ascription
(How People View Status)
Trompenaars
Achievement
People believe that you are what you do, and they base your worth accordingly. These cultures value performance, no matter who you are.
Ascription
People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define behavior.
global mindset - culture
Sequential Time Versus Synchronous Time (How People Manage Time)
Trompenaars
Sequential Time
People like events to happen in order. They place a high value on punctuality, planning (and sticking to your plans), and staying on schedule. In this culture, “time is money,” and people don’t appreciate it when their schedule is thrown off.
Synchronous Time
People see the past, present, and future as interwoven periods. They often work on several projects at once, and view plans and commitments as flexible.
global mindset - culture
Internal Direction Versus Outer Direction
(How People Relate to Their Environment)
Trompenaars
Internal Direction
(This is also known as having an internal locus of control.)
People believe that they can control nature or their environment to achieve goals. This includes how they work with teams and within organizations.
Outer Direction
(This is also known as having an external locus of control.)
People believe that nature, or their environment, controls them; they must work with their environment to achieve goals. At work or in relationships, they focus their actions on others, and they avoid conflict where possible. People often need reassurance that they’re doing a good job.
