A FOCUSED WAY OF WORKING WITH MACRO CULTURES

A FOCUSED WAY OF WORKING WITH MACRO CULTURES

For the organizational leader a more applied and focused approach is needed. The best place to start is with the observation that multiethnic task forces and projects will not only become more common in the future but have even acquired a new name- “collaboration”. Such new kinds of work groups are well described in an article within the Handbook of Cultural Intelligence.

Participants in a collaboration may come together on a one-time basis, without anticipating continuous communication and participants may feel as though they share a common purpose for the period of a given project, yet may not view themselves as a “team”. Thus collaboration are more loosely structured, more brief, more fluid, and often more electronically allowed than traditional teams.

There are two prototype situations to consider, (1) a team or task force in which every member comes from a different nationality, and (2) a team such as a surgical team in which every member comes from a different occupational culture with hierarchical differences within the team. ”Levels of relationship “concept is also necessary to consider. Every macro culture develops a social order, but the actual norms differ from culture to culture.

One approach to solving multicultural issues of this sort is to educate each member about the norms and assumptions of each of the cultures involved. A second approach is to focus on cultural capacities

And learning skills which is gradually being called Cultural Intelligence because there are very many cultures in the world. The concept of cultural intelligence introduces the proposal that to develop understanding and the ability to work with others from other cultures needs four capacities: (1) actual knowledge of some of the essentials of the other cultures involved, (2) cultural sensitivity about culture, (3) motivation to learn about other cultures, and (4) behavioral skills and flexibility to learn new ways of doing things.

The concept of a Temporary Cultural Island is also important. It is a state and the groups are purposely composed in such a way that all members would be aliens to each other. For multicultural alliances to work, the members must first learn about each other in a temporary

Cultural Island.

In a cross-cultural conversation people usually choose to stay in a level 1 transactional, role related mode because it is safe. There is also a paradox of macro culture understanding. Echelons as macro culture concept is also discussed in this chapter and some analytical comment are also define which provide help in this regard. There are suggestion for the change Leader and how to set up a dialogue

And after this there is suggestion for recruit, for the scholar, for the helper. Culture and Leadership through stages of growth study is described at the end of this chapter that how is culture created; how does it evolves; how is it managed, manipulated and influenced by human intervention?

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