Alexander Monge-Naranjo (2014) reports: “From the Rio Grande in the north to Tierra del Fuego in the south, Latin America is made up of countries with commonalities in history and language but also remarkable differences in ethnic makeup, size and cultural traits. Differences also abound in the countries’ levels of income and in their investment and commercial relationships with the U.S. and the rest of the world. Understanding these large differences—with the U.S. and among fellow Latin American countries—is vital to understanding the challenges and opportunities for the U.S. south of its border.” (Monge-Naranjo, 2014)

For example, per capita income differences among Latin American countries vary greatly from country to country and within each country as well.  This “presents opportunities and challenges. On the one hand, the well-off, well-educated elites are natural markets for goods and services from the U.S.; these people can also provide business partners and contacts in the region. … Moreover, inequality could also mean low wages in those countries, which could be attractive for U.S. businesses producing in the region. Regarding challenges, inequality—especially if it is rooted in the lack of social mobility—can lead to political instability, which can cause disruptions, expropriation risk and other problems for business. Furthermore, lower wages are often accompanied by lack of skills and productivity. … [Additionally,] the failure of a comprehensive, global, multilateral free-trade framework, i.e., the Doha or Uruguay rounds of the World Trade Organization (WTO) negotiations, countries around the world have sought bilateral trade agreements. Latin American countries have been part of this strategy, and a free-trade agreement (FTA) with the U.S. has been a major issue of contention.” (Monge-Naranjo, 2014)

Adding to the challenges the U.S. faces in doing business in Latin America, the U.S. now faces stiff competition for Latin American goods and services from China.  In fact, “the Chinese have become a competitor for the U.S. as a source of investment in most of Latin America…. In the past few years, the Chinese have provided the financing and technological support for infrastructure and for the development and extraction of natural resources, all of which could have been of strategic value for the U.S.” (Monge-Naranjo, 2014) This is supported by a report by Patricia Rey Mallen (2013) which asserts: China received more Chilean exports than any other nation for the first time in 2007, when it surpassed the United States for that distinction. That year, exports to China represented 15.5 percent of Chile’s exports, whereas the U.S. accounted for only 14.7 percent of exports. [and] Before then, the U.S. had been Chile’s biggest export market, especially after the Free Trade Agreement between the two countries came into force in 2004. By 2009, bilateral trade between the two countries increased 141 percent to $15.4 billion. But as China’s FTA agreement came into force in 2006 — the first of its kind with a Latin American country — China took a particular interest in Chile’s copper industry, the world’s largest. As a result, 80 percent of the country’s exported copper in 2012 went to China, totaling $14 billion. Non-mining produce, like fruit, grew 83 percent in exports to China between 2005 and 2012. (Mallen, 2013)

Globally minded leaders must not ignore Latin America’s importance in the global marketplace. How is it that China has recognized the value of doing business with South American nations, and what can we learn from their success?  Is it a matter of focus? Or is it a lack of interest in overcoming barriers? With South America so close, it would be in our best interests to aggressively seek to understand the structure, the people, the language and the cultural diversity that resides right next door to us.

As Alexander Monge-Naranjo (2014) points out: “FTAs would not correct all the problems of doing business in the region. With or without them, international trade in the region remains on average a long and costly endeavor, partly because of bureaucracy and partly because of subpar infrastructure.“ (Monge-Naranjo, 2014) Yet, China has found innovative ways to succeed in this market.  What is their secret?

It seems to this writer that all agreements and transactions are conducted not just between nations, but ultimately between people.  For example, are we connecting with Latin Americans in mutually beneficial ways?  If we don’t know the answer, we can certainly begin by setting aside any preconceived perceptions and biases and engage in educating ourselves about the languages and cultures of South America.  Daniel Dominguez (2013) provides some straightforward but important tips for anyone interested in doing business in Latin America:  know your geography (a historically sensitive issue); pay for the meal; avoid any discussion about ethnicity; if invited to eat with your customer or host, choose the local (nor American) cuisine; share family stories if asked; sports are safe topics, especially soccer; unless you are a native Spanish or Portuguese speaker, use only English – especially in Brazil; don’t discuss any politics – not even any kind of presidential opinions; never mention corruption; and above all, be patient: “Businesses in Latin America are strongly based on Relationships. Bottom line, people work with people they like and trust.” (Dominguez, 2013)

 

References:

Monge-Naranjo, Alexander. (2014) Business Opportunities and Challenges for the U.S. in Latin America. Federal Reserve Bank of St. Louis. Retrieved from: https://www.stlouisfed.org/Publications/Regional-Economist/July-2014/Business-Opportunities-and-Challenges-for-the-US-in-Latin-America

Dominguez, Daniel R. (2013) The Dos and Don’ts of doing business in Latin America. (June 4, 2013) One Business Avenue.  Retrieved from: http://www.onebusinessavenue.com/the-dos-and-donts-of-doing-business-in-latin-america-the-dos-and-donts-of-doing-business-in-latin-america/

Mallen, Patricia Rey. (2013) Trade Between Chile And China Grew 22 Percent In 7 Years As China Became Chile’s Biggest Trading Partner. International Business Times. (September 6, 2013) Retrieved from: http://www.ibtimes.com/trade-between-chile-china-grew-22-percent-7-years-china-became-chiles-biggest-trading-partner

“Popular magazines have described the nation as a desert super-state – a rich, vulnerable, feudal monarchy being hurdled into the space age.” (Moran, Harris & Moran, 2011, p.268)

Although as reported by Moran, Harris & Moran (2011), there were “5 million students enrolled in 24,000 schools, eight universities, and numerous colleges and training centers, … too many Saudi youths in higher education are not being realistically prepared for the present-day job market because their studies are not in line with market realities.  Thus, one of every five workers in the kingdom is foreign born. Approximately 1 million immigrants and technicians are in Saudi Arabia to help build the infrastructure and defense as well as to provide new technologies and services.  This influx includes Americans, Europeans, Japanese and third-world laborers and servants, such as Filipinos, Africans, and other Middle Easterners.” (Moran, Harris & Moran, 2011, p.269)

Rodolfo Estimo (2015) reports: ““There will be 3,000 job opportunities for unemployed young male and female Saudis, as well as for foreigners, during the tenth session of “Jobs on Air” on Al Danah television channel on Tuesday night. “…The program has received 600 applications from outside the Kingdom … “Aside from helping applicants get employed, we have also enlisted the support of various groups and institutions which could give loans to young Saudis intending to go into business,” he said. … “We hope that the “Jobs on Air’ program will help reduce local unemployment,” Al-Hassan said.” (Estimo, 2015)

Additionally, “with advanced education, Saudi women have begun to enter the business world and the professions, especially teaching, along with social and public services.  Though women today make up over half of university enrollment they number only a fraction of the work force.  The so-called invisible women are said now to control as much as 40% of private wealth, much of it inherited under the law.  Despite social limitations on women … cosmopolitan female Saudis slowly forge ahead.“ (Moran, Harris & Moran, 2011, p.272)  However, as reported by an unknown staff writer in the Arab News, “Business sectors in the Kingdom with less than 500 workers are not fit to employ women, at least according to assessments made by the Ministry of Labor’s adviser. In his report, the consultant stated that these kind of firms are unable to implement the ministry’s guidelines to provide a proper working environment for Saudi females. Samer Hussein, adviser to the ministry and chairman of the Human Resources Committee at the Jeddah Chamber of Commerce and Industry, stated that … nationalization should be expanded to include positions of leadership, vocational, consultative and other high-level professions, to employ experienced people and give them salaries that go hand in hand with their expertise. … Unemployment among women, even if they have university degrees, is on the rise, but the recent trend in telecommuting jobs can provide a chance to employ many women.” (Unknown staff, 2015)

A word to the wise — it is important to remember that although there continues to be progress for the role of Saudi women in the marketplace, it is best not to make assumptions that would be viewed as arrogant or disrespectful.  Moran, Harris & Moran (2011) state: “Unfortunately, many Westerners and Asians carry distorted cultural images or stereotypes about Middle Easterners and their contributions to human development.” (Moran, Harris & Moran, 2011, p.283)   Consequently, this leads to a number of misunderstandings and a jaded view of foreigners’ attitudes and insensitivities. (Moran, Harris & Moran, 2011, pp. 283-283)

Moran, Harris & Moran (2011) also point to the emergence of “a new cooperative relationship” among Middle East nations, preferring collaboration in their efforts to achieve “the economic potential of their region,  … [noting] the present and future … opportunities for more synergistic relations….” (Moran, Harris & Moran, 2011, pp. 285-287) There are current events which give rise to hope.  Here are just two examples.  Rodolfo Estimo (2015) reports on the commencement of talks between delegates from Zambia and Saudi Arabia “to explore ways and means to increase collaboration in various fields between the two countries. … Zambia stands to benefit from Saudi assistance and the Kingdom could potentially benefit from Zambia’s 14.5 million people as a new market for its products, such as petrochemicals and other investments … [and] Zambia benefits from the low prices in the world market, [resulting in] the low cost of energy comes cheaper investment prices for us, as well as cheaper labor costs.” (Estimo, 2015)  Also, Hassan (2015) reported the arrival of “South Korean President Park Geun-hye … [to] meet [with the] Custodian of the Two Holy Mosques King Salman and senior ministers in order to bolster bilateral ties. “The president’s visit will include a meeting with King Salman, and the two leaders will discuss how to bolster bilateral cooperation in various fields, including energy, construction and communication technology as well as on diplomatic and security issues.” (Hassan, 2015)  As Moran, Harris and Moran (2015) commented: “Practicing synergy is the key to peace and prosperity in the twenty-first century, both for [the Middle East] and the world.” (Moran, Harris & Moran, 2015, p.287)

 

References:

Moran, Robert T., Harris, Philip R. and Moran, Sarah V. (2011) Managing Cultural Differences: Global Leadership Strategies for the 21^st Century, 8^th Ed. Elsevier, Burlington, MA

Estimo, Rodolfo C. Jr. (2015) 3,000 vacancies to be available in next episode of ‘Jobs on Air’. (March 1, 2015) Arab News. Retrieved from: http://www.arabnews.com/saudi-arabia/news/711901

Unknown Staff, (2015) Small to medium companies not fit to employ Saudi women. (March 1, 2015) Arab News. Retrieved from: http://www.arabnews.com/saudi-arabia/news/711886

Estimo, Rodolfo C. Jr. (2015) KSA, Zambia begin talks today. (March 1, 2015) Arab News. Retrieved from: http://www.arabnews.com/saudi-arabia/news/711861

Hassan, Rashid. (2015) Park visit to boost ties with South Korea. (March 1, 2015) Arab News. Retrieved from: http://www.arabnews.com/saudi-arabia/news/711871

When I embarked on the exploration of this topic, I started with what I considered to be a pretty good understanding of what is meant by synergy.  My narrow understanding coincided with Mirriam-Webster Dictionary’s definition of synergy as “the increased effectiveness that results when two or more people or businesses work together.” (Mirriam-Webster, n.d.)  Robert Moran, Philip Harris & Sarah Moran (2011) broadened that understanding by stating that synergy “implies a belief that we can learn from others and others can learn from us.”  (Moran, 2011, p.232) It is this aspect of mutual learning that intrigued me.

The shift then from simple synergy to cultural synergy carries with it the implications of taking global cultural diversity into consideration as well.  Robert Moran, et al (2011) defines cultural synergy as: “a dynamic approach to managing cultural diversity in a variety of contexts.” (Moran, 2011, p.233)  The changing global economy requires a fundamental shift in how organizations approach and conduct their primary functions.  While the organization may provide branding under a broad umbrella, the structure, policies, procedures and historical management approaches should be revisited in light of the increased global focus as well as increased cultural diversity among staff members, partners and clients.  As Moran, et al (2011) contend that instead of imposing rigid established “policies, procedures and cultures on others,” that a better approach would be “to objectively evaluate what is of “value in each of the existing enterprises and build upon such foundations, being sensitive to cultural differences and opportunities for synergy that result in mutual growth and development.” (Moran, 2011, p.241) Moran et al (2011) make it clear that the justification for this is simple: “High-synergy organizations are essential in a knowledge culture.” (Moran, 2011, p.241)

It seems logical to this blogger, indeed crucial, that the educational institutions and organizations take a leadership role in shaping how diverse cultures obtain education and essential knowledge to participate in this global environment and contribute in substantial and meaning ways.  Several higher education institutions and organizations have already developed and deployed courses that are available to anyone desiring to learn, from anywhere around the globe.  I was already aware of a couple of these and have already taken advantage of MIT’s Open Courseware program, but have recently discovered many more programs offered by EdX.  “EdX is a non-profit online initiative created by founding partners Harvard and MIT.” (EdX, 2015) and now offers over 300 classes.  is partnered with and supported by numerous leading global schools, corporations, and other international organizations, including, but not limited to: Massachusetts Institute of Technology, Harvard University, Berkeley University of California, The University of Texas System, Australian National University, Boston University, Sorbonne Universities, TU Delft, UBC   The University of Queensland Australia, Berklee College of Music, Caltech, Columbia University in the City of New York, Cornell University, Dartmouth, Davidson, Ecole Polytechnique Federale De Lausanne, ETH Zurich, Georgetown University, The Hong Kong University of Science and Technology, IIT Bombay, Karolinska Institutet, Kyoto University, Ku Leuven, McGill, Peking University, Rice, Seoul National University, Technische Universitat Munchen, Tsinghua University, Universite Catholique de Louvain, The University of Chicago, The University of Hong Kong, the University of Tokyo, University of Notre Dame, University of Toronto, University of Washington, and Wellesley. (EdX, 2015)  A research paper by Said Rayyan, Daniel Seaton, John Belcher, David Pritchard and Isaac Chuang on Massive Open Online Courses (MOOC) states:” In the Spring of 2013, MITx released its first introductory physics MOOC through the edX platform, generating a total enrollment of 43,000 students from around the world. We describe the population of participants in terms of their age, gender, level of education, and country of origin, highlighting both the diversity of 8.02x enrollees as well as gender gap and retention.” (Rayyan, 2013)  But many more are on the horizon.

As Kevin Carey (2015) reported in the Washington Post: “Immersive digital learning environments … will be created by teams of people specializing in different aspects of the learning experience  … [and] will be shaped and assembled using open-source components shared by millions of educators collaborating. They will benefit from network effects…. [Furthermore,] students will have peers from every corner of the Earth, of many different ages, backgrounds and creeds.”  (Carey, 2015) This also means that “a typical student might be taking one course along with a half million other people around the world and another with three peers and a mentor in the local community.” (Carey, 2015) The impact to business and other types of organizations is clear:  “[M]illions of Americans and many more elsewhere will compete on a level field in the labor market for the first time, rather than being systematically shut out for lack of an obsolete and elitist degree.” (Carey, 2015)  Consequently, students from these types of collaborative culturally diverse educational systems would bring a clear, definable “value” to the enterprises for which they obtain employment.

Moran et al (2011) maintain:  “The differences in the world’s people can lead to mutual growth and accomplishment that is more than the single contribution of each party. … Using information and technology to promote cooperation among disparate elements in human systems creates something better than existed by separate endeavors. (Moran, 2011, pp.233-234)  Consider the premise of MIT’s Open Courseware class:  “The Challenge of World Poverty” that was offered in the Spring of 2011.  The course overview describes the class as “… a course for those who are interested in the challenge posed by massive and persistent world poverty” and includes several questions that, if answered would benefit all of society: “Is extreme poverty a thing of the past? … Why do some countries grow fast and others fall further behind? Does growth help the poor? … How can we end child labor—or should we? How do we make schools work for poor citizens? … Has globalization been good to the poor?” (Duflo and Banerjee, 2011) Students several different nations contributed to discussions on these and other important global matters.  The benefit to these students and the value gained by any organization that hires them is tremendous; they are well suited and experienced in transforming individual perspectives into culturally synergistic groups, focusing on specific issues and tasks, resulting in a comprehensive, well-considered (and culturally sensitive) solution..  Imagine for a moment, what could happen if the world’s major international and multinational organizations approached issues and solutions in the same manner.  In my opinion, this broader, inclusive approach is the real value in the emerging transformation occurring in higher education.  It remains to be seen how organizations will respond, but I have no doubt that the vision of globally synergistic organizations will become a reality as a result.

 

 

References:

Carey, Kevin. (2015)  One Vision of tomorrow’s college: Cheap, and you get an education, not a degree. The Washington Post, Lifestyle Magazine. (February 20, 2015).  Retrieved from: http://www.washingtonpost.com/lifestyle/magazine/one-vision-of-tomorrows-college-cheap-and-you-get-an-education-not-a-degree/2015/02/11/7b2ed78c-8617-11e4-9534-f79a23c40e6c_story.html

Duflo, Esther and Banerjee, Abhijit (Spring 2011) The Challenge of World Poverty. MIT Open Courseware (Spring 2011) Course description located at: http://ocw.mit.edu/courses/economics/14-73-the-challenge-of-world-poverty-spring-2011/

EdX. (2015) Take great online courses from the world’s best universities. Retrieved from: https://www.edx.org/

Mirriam-Webster Dictionary. (n.d.) Synergy. Retrieved 2/22/15 from:  http://www.merriam-webster.com/dictionary/synergy

Moran, Robert T., Harris, Philip R. and Moran, Sarah V. (2011) Managing Cultural Differences: Global Leadership Strategies for the 21^st Century, 8^th Ed. Elsevier, Burlington, MA

Rayyan, Saif, Seaton, Daniel T., Belcher, John, Pritchard, David E., and Chuang, Isaac. (2013) Participation and performance In 8.02x Electricity And Magnetism: The First Physics MOOC From MITx. (11 Oct 2013) Cornell University Library. Retrieved from: http://arxiv.org/abs/1310.3173

 

Most of the readers of this blog can clearly remember our grade school days when we were so eager for school to “just be over already.” We just wanted a rest from all the learning.  Then came college, or some other form of post-graduate education.  More learning.  Then came on-the-job training.  More learning.  New technology.  More learning. New certifications.  More learning.

So for those with all kinds of degrees, seminars, conferences and certifications, it may seem there is finally, at last, a reprieve from all of the seemingly endless learning that has occurred over the years.  But the wise understand that living is all about learning; it is necessary for our growth, as well as for our acclimation to the changing world around us.

As it is for the individual, so, too, it is also true that organizations must engage in ongoing learning to remain competitive in the rapidly changing world around them.  Thriving organizations are learning organizations.  This is increasingly important in a global environment.  For example, workers who learn another language not only benefit personally, but become a more valuable asset to their organization, particularly when that language is used when interacting with colleagues and/or clients from other cultures.  Stacie Nevadomski Berdan (2014) of the New York Times states:  “Today many Americans work abroad, competing with global graduates proficient in three to four languages and ever-stronger emerging market talent pools. Companies want globally competent employees – including multilanguage competency.  … Monolinguals conversing only with the English-fluent, or via machines, lose the important human touch and can’t learn or work as effectively as those chatting easily with native speakers, reading local papers, interpreting the subtleties.” (Berdan, 2014)  Clayton Lewis (2012) echoes this viewpoint, declaring: “Years of learning a language, as well as the history and society of places where that language is spoken, develops a student with a truly multicultural outlook. Our global society is increasingly in need of individuals who look at issues with a broad perspective.” (Lewis, 2012)

Among the ten predictions Josh Bersin (2015) makes for organizations in 2015, are anticipated changes in organizational learning.  He states: “2015 will likely be a tumultuous and transformational year in many areas of corporate talent. The global economic recovery, changing demographics and rapid changes in the technology landscape have come together to redefine the entire nature of work.” (Bersin, 2015)  The report, “Predictions for 2015: Redesigning the Organization for a Rapidly Changing World,” describes “key developments and critical insights to help guide … HR, learning and talent strategies in the new year, including how:

• Engagement, retention, culture and inclusion have become front burner issues;
• The redesign of performance management will likely continue; and
• Skills are now currency: corporate learning will take on increasing importance.” (Bersin, 2015)

These skills are essential in our fast-paced, global environment.  Bersin (2015) comments: “We interact with people all over the world easily, and we have tools and technologies at our fingertips to find information, write, communicate, and analyze data like never before.” (Bersin, 2015) Among the “five fundamental shifts which dramatically impact corporate talent, leadership, and HR strategies” is the prediction that “learning, capabilities, and skills are the currency of success.” (Bersin, 2015)  According to Bersin (2015) [and I concur]: “From both an individual and organizational standpoint, technical and professional capabilities are now the currency of success. If you can attract or develop better scientists, engineers, sales people, or functional experts you will beat your competition. And once you attract these people you must give them a compelling learning environment to stay current, as technology advances at an accelerating rate. L&D organizations and strategies have not kept up, and we are in an era where corporate learning is going through as much change is we witnessed in the early 2000s when e-learning hit the scene.” (Bersin, 2015)

In my opinion, however, this is not just a trend for 2015, but also at least for the next several years.  Learning is vital to growth.  So, let’s all settle in for lots more learning.

References:

Berdan, Stacie Nevadomski. (2012)  Being Monolingual Is No Longer an Option. New York Times. (May 12, 2014) Retrieved from: http://www.nytimes.com/roomfordebate/2012/01/29/is-learning-a-language-other-than-english-worthwhile/being-monolingual-is-no-longer-an-option

Lewis, Clayton. (2012) ‘Getting By’ With Languages Isn’t Enough. New York Times. (January 29, 2012) Retrieved from: http://www.nytimes.com/roomfordebate/2012/01/29/is-learning-a-language-other-than-english-worthwhile/getting-by-with-languages-isnt-enough

Bersin, Josh. (2015) Predictions for 2015: Redesigning the Organization for A Rapidly Changing World (January 6, 2015) Retrieved from: http://www.bersin.com/blog/post/Predictions-for-2015–Redesigning-the-Organization-for-A-Rapidly-Changing-World.aspx

 

Given the rapid pace of globalization and its impact on ordinary citizens in every corner of the world, organizations should consider global communication to be a key, if the most important key, in strategic planning.  Small florist shops, local hospitals, educational institutions, social organizations, and groups of every ilk and nature are, or soon will be, irrevocably changed by the influence of global communication.

As the world “shrinks” more and more each year, people are seeking more ways to stay connect to and communicate with one another, whether for social, political or business reasons. For this reason, Jeremy Galbraith’s article on Ten Global Communication Trends” is important for the shop owner, socialite, or student to consider.  His trends for 2014 are: 1) shift to mobile and beyond; ;2) personalization or the “Youniverse;” 3) social media impact on communication; 4) brand journalism; 5) crisis in the “Always On” era; 6) transparency is King; 7) evidence-based; 8) image is all; 9) power of communicating purpose; and 10) integrated communication. As Chief Executive Officer and Global chief Strategy Officer, Galbraith’s musings on the topic are insightful and based on strategically thinking about the future and actively planning how to successfully navigate and participate in the ever-changing global environment.

It is readily apparent from his “top ten” that technology is driving the manner and speed with which we communicate with one another.  Face-to-face communication is still, and, I sincerely hope will continue to be, the primary means of connect with and understanding one another.  Global communications has long been a key component of international political relations. Global communication has taken a prominent seat at many board room discussions and has become a commonplace reality in many international organizations, as well as with domestic organizations that conduct business offshore.

While it is vitally important for organizations to adopt a global mindset and strive to become culturally competent, it just as important to consider the technology, or means, by which communication occurs.  Therefore, it is important for each of us, whether our interest is corporate or private, to take Galbraith’s projections into consideration.  Galbraith state contends that the tools we use for communication are becoming more “finely balanced between the emotional: periods of crisis, loss of trust, the desire for personalized communication, the drive towards greater transparency, and the rational: purposeful, strategic counsel with tangible, evidence-based outcomes.” (Galbraith, n.d.)

Technology, or the communication venue is only one consideration for successful communication, but it an important one.  Equipped with a global mindset and cultural competence, organizations can enhance or become more adept at global communication and realize increased performance and a healthier bottom line.

 

Reference:

Galbraith, Jeremy. (n.d.)  10 Global Communication Trends in 2014. WPP.com (Wire and Plastic Products) Retrieved from: http://www.wpp.com/wpp/marketing/publicrelations/10-global-communication-trends-2014/

“The Invisible Woman” sounds like the title of a science-fiction movie, doesn’t it?

A Super Bowl ad touched a nerve this weekend.  One that had not been spoken of, but clearly felt, not only by me, but other women as well.  That feeling that when no one notices you, or acknowledges you, or listens when you speak, that you wonder – if only for a nano-second – ‘Am I invisible?”  In the ad, actor and author, Mindy Kaling, an Indian-American woman tries unsuccessfully to hail a taxi in New York City and begins to wonder if she is invisible. (Chatterjee, 2015)  It happens not only on the busy city streets, but in shops, in social and business meetings all around the country.

American Express has done a wonderful job of describing what they consider to be characteristics of organizational diversity as follows:  “…race, gender, age, physical ability, physical appearance, nationality, cultural heritage, personal background, functional experience, position in the organization, mental and physical challenges, family responsibilities, sexual orientation, military experience, educational background, style differences, economic status, thinking patterns, political backgrounds, city/state/region of residence, IQ level, smoking preference, weight, marital status, nontraditional job, religion, white collar, language, blue collar, and height.” (Moran 2011, p.157)

But what does that look like, what does it feel like for thousands, perhaps millions of women in the workplace? Moran further asserts that: “The valuing of diversity is not only a means to improve employee performance through encouraging employees to find optimum ways to work together harmoniously, or customer satisfaction and marketing tactics, it is also a moral assertion.” (Moran 2011, p.161)  But how does this “moral assertion” translate to the everyday experiences of working women?

According to Moran, “There is very strong empirical confirmation that successful diversity management and a resulting improvement in organizational performance are positively correlated. “(Moran 2011, p.164) This means that successful diversity management should be a top priority of any organization’s strategic focus.  To do so, organizations need to “address the whole cultural organizational system, thus allowing for the highest level of competence, building on diversity reflected at all levels of the organization.” (Moran 2011, p.168)  This means that no organization can afford to have any “invisible women.”  Strategies must be developed, implemented, and confirmed (by internal audits, etc.) that women, particularly minority women are heard, seen, and viewed as valuable (dare I propose, esteemed) contributors to the organization’s well-being.

The shift from outdated modes of thinking and operating must occur if women are to be valuable, empowered members of the organization.  Moran puts it this way: “As the old [Industrial Age] system disappears, the new work culture calls for dynamic, flexible, and responsible adults committed to personal and professional excellence.  In the diverse work environment previously described, loyalty is now transferred from the organization to the work team and to individual career enhancement. We recommend that leadership enforce a diversity mission that is consistently acted upon throughout the organization. … All employees must be able to see and experience this enforcement.” (Moran 2011, p.175)

While the “invisible” experience is no laughing matter to the one experiencing it, it is encouraging to know that corporations and other venues, such as are the Superwoman Summit (Mangalindan, 2015) are beginning to recognize the ways in which women have been excluded and are actively addressing the issue.

 

References:

Moran, Robert T., Philip R. Harris, and Sarah V. Moran. (2011) Managing Cultural Differences: Global Leadership Strategies for the 21^st Century, 8^th Ed. Elsevier, Burlington, MA

Chatterjee, Rhitu. (2015) Mindy Kaling’s Super Bowl Ad: Are Indian Women Invisible? (January 31, 2015) retrieved 2/1/15 from: http://www.npr.org/blogs/goatsandsoda/2015/01/31/382708057/mindy-kaling-s-super-bowl-ad-are-indian-women-invisible?utm_medium=RSS&utm_campaign=storiesfromnpr

Mangalindan, J.D. (2015) Diversity in Tech Takes Center Stage at ‘Superwomen Summit’ (1/31/2015) Retrieved from: http://mashable.com/2015/01/31/women-tech-new-summit/?utm_campaign=Mash-Prod-RSS-Feedburner-All-Partial&utm_cid=Mash-Prod-RSS-Feedburner-All-Partial&utm_medium=feed&utm_source=rss

Recently, a co-worker whispered to me that they did not want to meet in the office of a particular individual because he “smells.”  Without giving the matter much forethought, I responded that “it may be a matter of his culture.”  The individual is from another country, and although he does not, in my opinion, smell “stinky,” he does exude a distinct aroma that is quite different from what traditional American office workers may find socially acceptable.

In pondering the role culture plays on an individual’s manner of dressing and, in particular, bathing, it seems to me to be a great assumption on the part of Americans to presume that all those living and/or working in the United States would gladly favor and adopt all of our customs and social norms in lieu of their own.

Less than two weeks ago, the media was all a-buzz over the comments made by Naya Rivera when she stated “that she believes white people shower “a lot more than ethnics.”” (Examiner, 2015). Moran, Harris and Moran contend that traditions are “a very impotent aspect of culture that may be expressed in unwritten customs, taboos, and sanctions” and as such “have a powerful influence on … evaluating what is right or wrong, good or mad, and desirable or not.” (Moran, 2011, pp.18-19)  Rivera, in defending her comment, went on to say, “”It was supposed to be a joke but I apologize if anyone was offended. However, I’m very excited that it sparked a big conversation about how many times you should shower.” (Examiner, 2015)

Like my foreign-born colleague and Rivera, there are many cultural traditions concerning how one takes care of one’s body.  For example, in Norway, teen girls are, according to social worker Bjørnebekk, “becoming more shy about their bodies – to the point of showering with clothing on.” (Bjørnebekk, 2013) Whether this is due in part to the “significant amount of immigration – heavily consisting of people from conservative Middle Eastern and African nations” or not is unclear, but the topic is one being explored by Norway’s Minister of Culture. (Bjørnebekk, 2013)  Similar articles on the topic of showering in Korea and Brazil, and on the merits of bathing versus showering in U.S. culture provide insight into how other cultures approach the issue. (Vivian, 2008; Skelton, 2007; Karinadoula, 2012)

Of these, I must say that Karinadoula’s perspective was the most interesting.  In seeking to understand U.S. parents’ practices regarding bathing their children, she explored the differences between her native Soviet culture “where the bathroom was shared by several families” living together “in a communal house”  and that of the U.S. and other societies. (Karinadoula, 2012)  In fact, even though she seemingly laments that the U.S. “is a very shower obsessed …. nation,” she doesn’t leave it at that, but explores the topic in more detail, noting that “bathing is a very cultural matter. …  Regular bathing is also something taken for granted by the privileged nations such as the Americans or Latvians, privileged by the way that the water is readily available and does not have to be fetched in a big bucket and carried on the head like in some other parts of the world. Washing hair twice a day (or even once a day, with two uses of shampoo which when you think about it hard, is just another marketing strategy of the shampoo selling companies) is most certainly a privilege and btw it makes your skin and hair much more oily in a long run.  …  But … here it is… oily hair (which in some cultures is even achieved by putting extra oil into the hair) is a sign of poor hygiene and neglect in the modern West.” (Karinadoula, 2012)

Clearly, this is a cultural issue, one that differs from one culture to another and from subculture to subculture.  I have personally heard people from various cultures comment about the bathing habits of people from other cultures.  When we encounter people with personal hygiene habits different from our own, I believe it would be quite wise to take the time to consider their cultural background and seek to understand – not berate – it.  While it may not be the hot cultural topic, I do echo Rivera’s sentiment that it is exciting to finally see some open dialogue on the topic.  It’s been whispered about for far too long.

 

References:

Moran, Robert T., Philip R. Harris, and Sarah V. Moran. (2011) Managing Cultural Differences: Global Leadership Strategies for the 21^st Century, 8^th Ed. Elsevier, Burlington, MA

“Naya Rivera showering: Says it’s a trait white people do more of” The Examiner. (January 14, 2015) Retrieved 01/17/2015 from http://www.examiner.com/article/naya-rivera-showering-says-it-s-a-trait-white-people-do-more-of.

Bjørnebekk, Wenche (as translated by Erik Jakobsen. (2013) “Body Taboo and “Dressed in the Shower” – Increasing Modesty Among Teens in Norwegian Culture.” (January 24, 2013) Retrieved 01/17/2015 from: http://youngnaturistsamerica.com/body-taboo-norway-dressed-in-shower/

“Lost in Translation: Showering in Korea” Vivian Lost in Seoul. (December 10, 2008) Retrieved 01/17/2015 from: http://vivianlostinseoul.blogspot.com/2008/12/showering-in-korea.html

Skelton, Ricky. (2007) “Understanding Brazil: The Shower” 1/1/2007. Retrieved 01/18/2015 from: http://www.gringoes.com/articles.asp?ID_Noticia=1486

Karinadoula. “Bath vs. shower: on cultural differences in bathing” (3/26/2012) Retrieved 01/15/2015 from: https://karinadoula.wordpress.com/2012/03/26/bath-vs-shower-on-cultural-differences-in-bathing/

 

Greetings!

While I really enjoy seeing all of your photos (they made me smile), I am quite camera shy. Always have been and a this point in my life (senior citizen), I have simply embraced this personality quirk (among others).

My name is Donna Currie.  I live and work full-time on various projects as a technical writer in Germantown, Maryland, a suburb of Washington, D.C.  I have three grown children and nine grandchildren — all of whom are absolutely adorable when they’re asleep.

My major is Organizational Leadership because of my natural tendency towards structured order at work, home, ministry, and in most other activities as well.  I am particularly interested in this course because a great many of my colleagues and associates either hail from or are currently residing in offshore countries.  Until this position, the largest team I managed was across six states; this global team is much more complex and requires more than just time-zone considerations. I’m looking forward to what this course offers for effectively working in a global environment.

As for leadership quotes, my favorite is:

“And so, my fellow Americans: ask not what your country can do for you — ask what         you can do for your country. My fellow citizens of the world: ask not what America will       do for you, but what together we can do for the freedom of man.”

President John F. Kennedy’s Inaugural Address January 20, 1961

This quote, this approach, runs contrary to the mindset of the navel-watching “ME” [which I roughly define as Myself Exalted] generation.  It is a reminder that everything cannot (and should not) be all about us as individuals.  We belong to families, communities, nations, and the world-at-large.  Therefore, as members of families and societies and as citizens of the world, we have duties and responsibilities and should rather seek to find ways for meaningful contributions.

So, in additional to learning about tools and strategies for getting along in culturally diverse organizations, I also hope to discovery ways to forge two-way bridges.  It is my desire to develop meaningful relationships based on respect and understanding, and then together, do great good.