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Interpersonal Cluster: Global Mindset Competency - Coggle Diagram
Interpersonal Cluster: Global Mindset Competency
Global Mindset:
Global Mindset: Overview
A global mindset is the ability to understand and respect multiple cultural perspectives.
It involves seeing the world from another culture's viewpoint while being self-aware of one's own cultural norms.
Combines the golden rule (treat others as you want to be treated) with the global rule (treat others as they want to be treated).
:warning: HR professionals with a global mindset recognize common patterns and do not judge based on citizenship or nationality.
:check: A global mindset supports real collaboration by appreciating both differences and commonalities.
Benefits of a Global Mindset
Enables more effective communication and coordination between global divisions.
Speeds up sharing of best practices across regions.
Builds cross-cultural trust through appropriate compliance and diversity practices.
:check: Helps identify international opportunities and pursue first-mover advantages.
Leads to faster adaptation of products and services by understanding local standards and preferences.
Acquiring a Global Mindset
Requires ongoing exposure, self-reflection, and support from the organization.
Three essential components:
Adequate knowledge, skills, and understanding.
Motivation and desire to adapt.
Systems and management support.
:check: Direct experience with other cultures is essential for deeper learning.
Steps to Develop and Promote a Global Mindset
Study and understand one’s own culture and how it compares to others.
Take courses in history, politics, economics, and international affairs.
Learn and challenge cultural stereotypes.
Join international or global professional organizations.
Interact personally with people from different cultures.
Read about global business trends and current events.
Understand legal and social frameworks in different countries.
Create opportunities to engage with global customers and teams.
Recruit individuals with cross-cultural and language competencies.
Offer cross-cultural training and mentoring.
Encourage long-term relationship building, not just short-term results.
The 4 Ts for Developing a Global Mindset
Travel:
Expands awareness of different cultures and working styles.
Enhances employee visibility across the organization.
May cause culture shock and take time.
Teams:
Enables learning through collaboration with culturally diverse members.
Training:
Builds awareness of cultural differences and global issues.
Must be relevant, customized, and inclusive.
Transfers:
Develops strong cross-cultural skills through immersion in another country.
Builds new competencies and deeper relationships.
HR in a Global Organization
Strategic role:
Align global HR with organizational goals.
Balance headquarters and local needs.
Identify talent success factors by region or job type.
Tactical role:
Design programs that work across multiple cultures and legal systems.
Handle compliance with immigration, labor laws, pensions, and quotas.
Develop global talent pipelines.
Practical role:
Translate HR policies into local languages.
Include global scheduling considerations to ensure equity and engagement.
Key Skills for Global HR
Strategic thinking that aligns HR with business value.
Ability to monitor global trends and risks.
Promote communication, learning, and knowledge sharing.
Build leadership and workforce pipelines in emerging markets.
Leverage technology while adapting it to local needs.
Use meaningful metrics to show HR's strategic impact.
Develop policies for safety, intellectual property, and stakeholder relationships.
Ensure compliance with financial, ethical, and labor laws.
Characteristics of a Global Mindset
Focus on the big picture and full context of issues.
Comfort with contradictions and cultural complexity.
Use processes to solve problems rather than rigid structures.
Value multicultural teamwork and respect different communication styles.
See change as an opportunity for innovation and growth.
Continuously seek learning and self-improvement.
Practice inclusion by welcoming diverse viewpoints and people.
Culture
Culture and Global Mindset
Defining Culture
A global mindset appreciates different cultures; there is no universal "best" culture.
Culture is a set of beliefs, attitudes, values, and perspectives on how the world works; it's invisible and handed down.
Cultural models describe groups sharing specific beliefs, attitudes, values, and perspectives. Groups can be nations, regions, organizations, industries, or smaller divisions.
A cultural model is like a distinctive, invisible genetic code influencing what we see.
:warning: A cultural setting is created whenever two or more people get together to perform some task.
Culture becomes observable in "cultural settings" (work, home, school) where behaviors result from culture.
Geert Hofstede notes that culture is only part of an individual's makeup, sharing space with:
Personality (inheritance and experience)
Human nature (universal feelings like joy or loss)
Hofstede's metaphor: Culture as the "software of the mind"—mental programs predisposing thinking, feeling, and acting. Multiple "software programs" can run simultaneously, creating conflicts.
Interactions from multiple cultural models within a single setting can lead to misunderstandings and conflict (e.g., perception of hijab).
Understanding culture helps resolve conflicts and restore productivity/collaboration. Leaders, HR, and employees can approach differences with curiosity.
Layers of Culture
Understanding culture is complex due to multiple layers.
Explicit characteristics (language, dress) are easy to appreciate.
Implicit characteristics (world views, cognitive habits) require time and experience.
Analogies:
Iceberg: Visible tip (language, food, dress, architecture, lifestyle/behaviors); hidden foundation (beliefs, values).
Onion: Outer layers peeled to reach core universal truths.
Edgar Schein's Three Layers (for organizational, national, regional culture):
Artifacts and products: Obvious features (food, dress, architecture, humor, music, climate).
Norms and values: Less obvious, shared/stated acceptable behaviors (rules, mission, code of conduct).
Basic assumptions: Core, often unspoken/unconscious beliefs about how the world is and ought to be (e.g., meaning of "success," "freedom").
:warning: Schein’s layers suggest cross-cultural communication depends on negotiating explicit artifacts to appreciate conscious values/norms and eventually basic beliefs. Explicit etiquette alone is not complete cultural understanding.
:check: According to Edgar Schein's model, which layer of culture is often unspoken and members may not even be consciously aware of it?
A) Artifacts and products
B) Norms and values
C) Basic assumptions
D) Climate
Culture vs. Climate
Climate is distinct from culture; climate may result from few individuals' actions or external forces (e.g., handful of managers, downturn in revenue).
Culture is the result of shared beliefs.
Mistaking climate for culture can lead to unnecessary "cultural changes" when only climate (generated by leaders' actions) needs improvement.
HR professionals identifying this difference ensure climate doesn't hinder goals.
Cultural Intelligence (CQ)
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.
"Culture" here extends to other diversity dimensions (age, gender, race, religion, etc.).
Nancy J. Adler's Three Aspects of CQ:
Cognitive: Thinking, learning, strategizing; knowledge of cultural differences/similarities to determine best handling.
Motivational: Effectiveness, confidence, persistence, value congruence, attraction to new culture; genuinely enjoying differences.
Behavioral: Range of actions/responses to intercultural encounters; flexibility and adaptation.
Comprehensive approach focusing on all three components is most effective.
Cultural Theories
HR professionals can use theories to understand specific cultures and navigate differences.
Theorists: Edward T. Hall, Geert Hofstede, Fons Trompenaars and Charles Hampden-Turner.
Edward T. Hall—High- and Low-Context Cultures
Context level affects communication and relationships.
High-context culture: Meaning includes verbal message, nonverbals, social/historic content; complex, long-standing relationships; implicit rules applied flexibly (e.g., China, Japan, France).
Low-context culture: Meaning encoded in words only; relationships have less history; communication must be explicit (e.g., U.S., U.K., Canada).
Low-context: "It's not personal. It's just business."
High-context: "No business until I get to know you personally."
:warning: Situations where different context levels create misunderstanding:
Negotiations (high-context appearing to agree, but not fully accepting).
360-degree performance reviews (low-context misunderstanding high-context evaluators' comments).
Training meetings (high-context members not asking questions/challenging instructor).
:check: In a high-context culture, a statement's meaning is primarily derived from:
A) Its explicit words only.
B) The verbal message, nonverbals, and social/historic context.
C) Written rules and regulations.
D) Individual personality.
Geert Hofstede—Dimensions of Culture
Derived from IBM research (1970s, 64 countries).
Six dimensions (continuum, not extremes):
Power distance: Extent to which less-powerful members accept unequal power distribution (High: Malaysia, Latin America; Low: Austria, U.S.).
Individualism/collectivism: Degree to which individuals perceive themselves as group members (Individual: U.S., Australia; Collective: Latin America, China).
Uncertainty avoidance: Level of tolerance of ambiguity, new situations (High: Greece, Japan; Low: Singapore, U.K.).
Masculine/feminine: Degree to which culture follows traditional gender characterizations (Masculine: Japan, Austria; Feminine: Scandinavian countries).
Long-term/short-term: Orientation to tradition vs. results/pragmatism (Long-term: China, Japan; Short-term: U.S., U.K.).
Indulgence/restraint: Enjoyment of life/gratifying desires vs. suppression to meet social norms (Indulgence: Americas; Restraint: Russia, India).
:check: A sales force whose performance dramatically improves when incentives are changed from individual rewards to team bonuses is likely operating in a culture high in which of Hofstede's dimensions?
A) Power distance
B) Individualism
C) Collectivism
D) Uncertainty avoidance
Fons Trompenaars and Charles Hampden-Turner—Cultural Dilemmas
Seven dilemmas illustrating cultural tensions (some consistency with Hofstede).
Universal/particular: Consistency/rules vs. flexibility/context (Universal: Switzerland, U.S.; Particular: Venezuela, China).
Individual/communitarian (collectivist): Freedom to advance self vs. taking care of each other (Individual: U.S., Denmark; Communitarian: Egypt, Japan).
Neutral/affective: Disapproval vs. free expression of emotion (Neutral: Japan, China; Affective: Spain, Argentina).
Specific/diffuse: Open public lives with strong private boundary vs. access to private through trusted associate (Specific: Sweden, U.K.; Diffuse: China, Singapore).
Achieved/ascribed: Valued by accomplishments (what they do) vs. social factors (who they are) (Achieved: U.S., Australia; Ascribed: Egypt, Korea).
Sequential/synchronic: Time as linear/important vs. time accommodating multiple activities/delays (Sequential: U.S., Japan; Synchronic: France, Spain).
Internal/external: Individual control over destiny vs. human beings part of larger scheme/adapt to nature (Internal: U.S., U.K.; External: Venezuela, China).
:warning: The models were created when national identification was easier; globalization has caused blurring, but they still provide valuable perspectives.
Obstacles to Achieving Cross-Cultural Understanding
Obstacles to Achieving Cross-Cultural Understanding
Cross-cultural conflict arises when organizations apply their own cultural values in host countries with different norms.
Examples include:
Restrictive leave policies conflicting with collectivist family norms.
Merit-based promotions clashing with expectations of favoritism for family ties.
HR must foster cultural awareness, appreciation, and interaction within diverse organizations.
:warning: Major Obstacles Identified by Nancy Adler
Ethnocentrism:
Belief that “our way is best,” with little interest in alternatives.
Parochialism:
More extreme; believes there's only one correct way.
Cultural stereotypes:
Assigning generalized, often negative traits to all members of a culture.
Cultural determinism:
Belief that culture dictates behavior, used to avoid responsibility or change.
Cultural relativism:
Belief that all norms are relative and there are no universal standards.
:check: Obstacle Recognition
Ethnocentrism and parochialism prevent openness to alternative approaches.
Stereotypes oversimplify and misrepresent individual behaviors.
Cultural determinism hinders change and accountability.
Cultural relativism denies common ethical standards like honesty and integrity.
Cultural Disconnects in Organizations
Standardized global programs that ignore local realities often fail.
This can result in “malicious compliance,” where local teams implement initiatives knowing they will fail.
Reconciling Cultural Dilemmas
Cultural Domination: One culture’s practices dominate another.
Cultural Accommodation: One side adapts to the other.
Cultural Compromise: Both sides give up some values.
Cultural Synergy: A new solution is created by combining the strengths of both cultures.
Trompenaars and Hampden-Turner’s Dilemma Reconciliation
Recognize: Acknowledge cultural differences.
Respect: Appreciate value in differences.
Reconcile: Find common ground.
Realize: Institutionalize culturally synergistic solutions.
:warning: Key Content
Cultural differences should enhance, not obstruct, globalization strategy.
HR must develop cultural literacy to align local practices with global standards.
Tactics to Build Cross-Cultural Understanding
Focus groups:
Promote safe dialogue across diverse employee groups.
Generate insights and ideas that reflect a wide range of perspectives.
Employee Resource Groups (ERGs):
Support underrepresented groups (e.g., gender, race, nationality).
Provide valuable feedback to shape inclusive HR initiatives.
Reverse Mentorship:
Mutual learning between senior and junior employees across cultures.
Builds trust and embeds a global mindset.
Legal System
Legal Systems
HR must navigate multiple legal frameworks across countries.
Legal environments change frequently due to:
Global trends (e.g., privacy laws, environmental laws)
National rulings (e.g., corporate personhood in the U.S.)
Three Major Legal Systems
Civil Law
Based on codified laws by legislative bodies.
Judicial decisions are bound by the law; no precedent impact.
Application is deductive, starting from general rules.
Common Law
Based on precedents set by past judicial decisions.
Evolves case-by-case over time.
Some common law rules have been codified (e.g., UCC in the U.S.).
Religious Law
Based on religious doctrines and interpretations.
Examples: Sharia (Islam), Canon law (Christianity), Halakha (Judaism).
HR must navigate potential conflicts between religious and civil laws.
:warning: Mixed Systems
In practice, countries often combine legal system types.
Fundamental Legal Concepts
Rule of Law
Everyone, including leaders, is subject to the law.
Ensures predictability and reduces risk in strong rule-of-law countries.
:check: Countries with strong rule of law = lower risk, higher compliance burden.
Due Process
Laws must be enforced through codified, accepted procedures.
Protects against arbitrary action and abuse.
Jurisdiction
Legal authority over a person, subject, or geography.
:check: Global organizations must know who has authority in each region.
Conflicts may arise between national and subnational jurisdictions.
Conflict of Laws
When different jurisdictions’ laws apply contradictory outcomes.
Requires clarity on which law governs the case.
Forum or Jurisdiction Shopping
Choosing a legal venue that favors the plaintiff.
:check: Rarely effective in employment law—local laws typically dominate.
Levels of Law
National: Applies across a country (e.g., federal law).
Subnational/Regional: Applies to provinces, states, cities.
Extraterritorial: Applies beyond borders to citizens or corporations.
Supranational: Binding treaties or laws (e.g., EU law) that can supersede national laws.
International: Applies between nations or governs human rights; may be ratified or accepted implicitly.