LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestras Condiciones de uso y nuestra Política de privacidad para más información.
LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestra Política de privacidad y nuestras Condiciones de uso para más información.
Ethnicity the fact or state of belonging to a social group that has a common national or cultural tradition.
Cognitive Flexibility & Problem Solving: Team members think differently because they have different cultural backgrounds that provide various solutions to address a problem properly. if a team is composed of very similar members, they might come up with only two or three ways to address a problem, or they might be inclined to agree with each other without sufficient criticism. A diverse team has the opportunity to offer more potential solutions while challenging each others' viewpoints as a means of identifying the best possible solution for the organization. Roles and Motivation Having a diverse team allows for members to serve specific roles on the team in accordance with their individual strengths. Having a specific role on a team can help to create a team member's sense of responsibility and purpose, which in turn can motivate that member to perform at a higher level of effort. Productive Conflict One effect of diversity in problem-solving situations is that conflict arises more frequently. This conflict can be hazardous if it isn't managed properly and devolves into fighting. However, when team members remain focused on the team goal, and respectful of each other, these conflicts lead to thorough critiques of all proposed ideas.
Example#1 In western countries it is normal to shake hands with opposite gender means male can shake hands with women it is not a big deal or not be treated as wrong behavior but on the other side in eastern countries may be this behaviour is not consider as good as in western countries. Example#2 If you value to being on time at work so you will frustrated if someone in your team always gets late. So you starts to make a judgement on the bases of their behavior that may be not a reality you think that the members are not responsible so instead of this you should try to uncover the reality behind their behavior why they always late may be because in their culture their is no restriction to come at work exact on time may be there is a relaxation of time.
Example#3 Some people find it highly motivating by getting the complete freedom to organize their job and to figure out themeselves how , when and where to get the job done. Other people however will feel extremely uncomfortable with that “freedom”, because they will expect their manager to tell them how to do their job. Example# 4 some group memeber may prefer that decision making process should be fast on the other hand some members may prefer that situtation must be analyze critically to make a sound decision so conflict may be arise and it cause a challenge for the leader how to handle such kind o situtation.
DiversityInc is an American company focused on issues of diversity and inclusion in the workplace. Founded in 1997 in New Jersey as an online publication, the company started the DiversityInc Top 50 Companies for Diversity list in 2001
What is Cultural Diversity ?
• Diversity is nothing more than a difference
from the majority.
• Culture is a set of norms that set standards
for a society of what is acceptable behavior.
• Cultural diversity (also known as
multiculturalism) is a group of diverse
individuals from different cultures or
societies. Usually, cultural diversity takes
into account language, religion, race, gender,
age and ethnicity.
Importance of Cultural Diversity
• Cognitive Flexibility & Problem Solving
• Roles and Motivation
• Productive Conflict
• Increased Productivity
Challenges to Lead Cultural Diverse Team
1. Understanding why people behave differently than expected:-
Developing the understanding is the most challenging task leaders of cultural diverse
teams are facing. Our behavior is always an expression of our values, so when you are
leading people from a different culture you have to understand their norms and values in
order to understand their behavior.
2. Avoid getting frustrated and angry:-
We always compare other people’s behavior with our own norms and values. If the
behavior makes sense we accept it but if it doesn’t, we reject it. Sometimes that rejection
leads to frustration and hostility. As a manager you should of course avoid showing
frustration or hostility towards your employees behavior. It is however a challenging task.
3. Motivating a cultural diverse team:-
What we regard as motivation is closely related to culture and it is often the case that what
serves as a motivation factor in one culture is de-motivating people from another culture
or other people might feel de-motivated by factor that you find extremely motivating.
4. Achieve the desired level of efficiency:-
It is difficult to reach the desired level of efficiency in the multicultural team because too
much time is spent on sorting out misunderstandings, setting expectations and make
everyone on the team pursue the same goals.
5. Lack of proper training on leading a cultural diverse team:-
Finally the cross-cultural managers feel that they need the right tools to
manage and lead a culturally diverse team.
How to Lead Cultural Diverse Teams to High
• Dr. Martha Maznevski introduced MBI Model that consist of 3 stages.
• She is a professor and MBA Program Director at IMD Business School in
Switzerland as well as an author of numerous articles and books on the
subject of organizational behavior, specializing in leadership, teams, and
• She states that there are three important stages that leaders must know and
implement in order to build high performing cultural diverse teams.
3 Stages of MBI Model
Work Togather in
1. Mapping :-
Dr. Martha Maznevski claims that in order to lead diverse teams to high performance, mapping is
required as the first step in achieving such a goal. Mapping means identifying each member’s
differences and similarities, such as personality, gender, culture, profession, work experience, skill
abilities, strengths, and weaknesses.
2. Bridging :-
Bridging includes communicating effectively through active listening, speaking, and understanding
with consideration for the member’s differences.
3. Integrating :-
The final step to building a high performing diverse team is integrating. At this stage leader have to
direct the beahvior of team members to achieve the common Team Goals. Integrating consists of
building team participation, resolving conflict, and creating innovation.
• These three stages that Dr. Martha Maznevski outlines are sequential. If a
team does not complete the mapping stage, then the team is never able to
move on to the bridging stage. Likewise, if a team does not complete the
bridging stage, then the team is never able to move on to the integrating
1. IBM :-
• Virginia M. Rometty (Chairman, President and
• Lindsay-Rae McIntyre (Chief Diversity Officer )
• IBM describes itself as “a company united by its
values and the strength of character of every
person that is an IBMer.”
• One way the company portrays this belief is
through its diversity councils.These groups,
which are headed by senior-level executives,
2. Toyota Motors North America :-
• Jim Lentz ( CEO )
• Latondra Newton ( Chief Diversity Officer )
• Toyota Motor North America believes that in
order to best serve its customers and keep
communities strong, Toyota’s workforce,
dealers and suppliers should reflect the diverse
world in which we all live.
3. General Motors :-
• Mary T. Barra ( Chairman and CEO )
• Ken Barret ( Global Chief Diversity Officer )
• For General Motors, a commitment to
diversity starts at the top with Chairman and
CEO Mary Barra, who chairs the company’s
global diversity council. The council meets
once a month.