I have had the honor of serving my country for the last 24 years, and during this time, I have lived through many unique adventures that range from near-death experiences to life-changing insights that shaped and molded me into another version of myself. As I reflect, I believe the most rewarding part of military experience is not the travel or crazy stories that most civilians only dream about, but rather it is the diversity of people that I have had the honor of working beside and the variety of cultures encountered through traveling the globe.
Marsicek, M. (2018). Globalization is Impacting Sports in a Postive [sic] Way. Image retrieved from: https://475group5com.home.blog/2018/12/09/globalization-is-impacting-sports-in-a-postive-way/amp/
Over the years, I estimate that I have worked alongside personnel from over twenty different countries, and each person has broken any stereotype that preceded them. I have found that people are often very different than what you see or hear about. This insight often hits you like a rock when you realize that your biases cloud your judgment, and this inaccurate representation is nothing like what you thought they would be like. According to The Pennsylvania State University (PSU, 2020), “This is what is known in psychology as the availability heuristic: calling up a known event to form an opinion even when the information is atypical” (para. 3). Succumbing to biases and generalizations leads to an inaccurate consideration of a culture, and as a global leader, this action can be unethical and even disastrous. The PSU (2020) states that “The danger of making inaccurate generalizations is why it is important to know about trends that represent reality and not let our judgment be clouded by oddities that stick out” (para. 3). Learning about trends and overcoming cognitive biases and inaccurate generalizations, is so important in life, especially when traveling around the world to make connections with a diverse range of individuals. Making these connections leads to an effective partnership, where differences are embraced and where a team can often enjoy the benefits of cultural synergy.
McKinney, P. (n.d.). How to Overcome Cognitive Bias and Habits. Image retrieved from https://philmckinney.com/cognitive-bias-and-innovation-how-can-we-combat-instinct/
The ability to connect is what makes us social beings; it is who we are at our core. This connection is enhanced when the team recognizes cultural differences and adjusts behavior to spark cultural synergy even though they may not speak the same language or share the same cultural beliefs. Koch, Koch, Menon, & Shenkar (2016) mention that “A culture’s beliefs, attitudes, and actions associated with core values are resistant to change and deviation from them is more likely to lead to resistance” (p. 456). As a leader, guiding the team away from biases and toward acceptance of diverse cultures and inclusionary behavior is essential for developing the team and creating and maintaining synergy. To mold the team, a leader must recognize common ground between team members and build on that, transforming a negative perspective of differences into a positive form of acceptance. According to Moran, Abramson, & Moran, (2014), “Cultural synergy builds on common ground, transcending mere awareness of difference, to form multifaceted strategic alliance and partnerships” (p. 266). When people from different cultures combine as a team and collaborate through effective team interaction for a common goal, this cross-cultural synergy and its effect on the team is very powerful. “In this manner, people who represent disparate perspectives and needs find ways through working together to seek a solution where all parties are content with the outcome and therefore together succeed” (Moran et al. 2014, p. 266).
World Language Institute. (2012). Cultural Awareness. Image retrieved from http://www.w-l-i.com/cultural-awareness
As a global leader, it is essential to know the cultural differences between team members and guide the team towards behavior adjustments to promote inclusion and help team members understand each other. According to Koch et al., 2016, “Differences in core values restrict the ability for teams and organizations to engage in productive discussion and to evaluate and accept alternative ways of action” (p. 456). By embracing a team’s diversity and guiding that team toward a common goal, the team’s effectiveness and synergy will be significantly enhanced. Koch et al., 2016, “In order for cultural value differences to have positive benefits, discussion must occur in an atmosphere of collaboration with differences noted in such a manner that they lead to consideration of new possibilities instead of being immediately rejected” (p. 456). Through collaboration and an open mind, team members work through differences and accept each other as unique individuals. The team then begins to adjust behavior accordingly and moves to a culturally synergistic and productive state. Larson (2007), states that “Synergy arises from those mutual behavioral adjustments that members make to one another that help them perform their collective task more effectively and so produce a measurable performance gain” (p. 415). Cross-cultural teams that embrace diversity and work on cultivating synergy always produce better results as they show increased problem-solving skills, higher innovation, and higher satisfaction.
References:
Koch, P., Koch, B., Menon, T., & Shenkar, O. (2016). Cultural friction in leadership beliefs and foreign-invested enterprise survival. Journal of International Business Studies, 47(4), 453-470. http://www.jstor.org/stable/43907583
Logan, J. R. (2007). Deep Diversity and Strong Synergy: Modeling the Impact of Variability in Members’ Problem-Solving Strategies on Group Problem-Solving Performance. Small Group Research, 38(3), 413-436. https://doi-org.ezaccess.libraries.psu.edu/10.1177%2F1046496407301972.
The Pennsylvania State University. (2020). OLEAD 410: Leadership in a Global Context [Online Course Lesson]. Retrieved from: https://psu.instructure.com/courses/2075490/modules/items/29697163.
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). Oxford: Routledge. ISBN: 9780415717359
The idea of inclusion and collaboration is so fascinating to me, because at face value I would assume that a group made up of similar peoples would be more willing to share ideas with each other based off of their similarities. However, as you outlined in your blog post, the synergy between people in a group can be enhanced if their cultural backgrounds are accepted, respected and integrated. In the reading I did for this blog, I examined a similar perspective of synergy. We have been conditioned to believe that our ways of thinking and biases are correct and unfaltering, however we can see that the more we include people of other backgrounds, the more perspectives we have to draw from and form conclusions. What organization would pass up the opportunity to hear from others’ perspectives when it has shown to make decision making and performance enhanced? Hopefully we find a way to move past our biases in the name of cultural synergy, because it obviously can make huge impacts in business, social interactions, and many more aspects of our daily life.