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Making the Team: A Guide for Managers

Sixth Edition

Chapter 13

Multicultural Teams

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Part Three: Teams in Organizations

Challenges of Cross-Cultural Teamwork

Research from both academic and private institutions reveals that ethnic diversity helps companies deliver superior business results.

Stereotypes vs. prototypes:

A stereotype is a generalized and usually faulty belief that everyone from a given culture is the same.

A prototype is a general tendency within a given culture.

Cultural Values (1 of 14)

Defining culture

Culture is the unique character of a group, including the group’s:

assumptions

values

beliefs

norms

ideologies

social structure

political structure

economic structure

religious institutions

Cultural Values (2 of 14)

Iceberg Model

According to the iceberg model of culture, when we meet someone from a different culture, we don’t see their values, beliefs and assumptions, rather we only see their behavior and appearance (See Exhibit 13-1).

In order to understand their values, assumptions, and beliefs, it is necessary to take the time to understand that person beyond their surface characteristics.

Cultural Values (3 of 14)

Exhibit 13-1 Culture as an Iceber

Based on French, W. L., & Bell, C. H. (1923). Organization development: Behavioral science in interventions for organization improvement (p. 18). New Jersey: Prentice-Hall.

Cultural Values (4 of 14)

Hofstede’s model

According to Hofstede’s model, people from various cultures differ in terms of two key dimensions:

Individualism vs. collectivism

Small vs. large power distance

See Exhibit 13-2

Cultural Values (5 of 14)

Exhibit 13-2 Position of Countries on Power Distance and Individualism

Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations, Software of the Mind (3rd Ed) Chicago: McGrawHill.

Cultural Values (6 of 14)

Individualism vs. collectivism:

Individualism refers to the extent to which people define themselves by their own traits and give priority to their personal goals.

Collectivism focuses on how people define themselves in relation to others and how they seek to further group goals.

Cultural Values (7 of 14)

Individual, relational, and collective selves

Broadly speaking, people’s self-concepts consist of three representations:

The individual self – differentiating ourselves from others.

The relational self – how we assimilate with others.

The collective self – our inclusion or exclusion with large, social groups.

See Exhibit 13-3

Cultural Values (8 of 14)

Independent vs. interdependent self-orientation

There are two types of relational focus when it comes to teamwork:

Independent – People with an independent outlook focus on the extent to which they are autonomous and unique.

Interdependent – People with an interdependent outlook focus on the extent to which they are embedded within a larger social network.

Cultural Values (9 of 14)

Power distance

Power distance in a culture:

People from low power-distance cultures typically espouse egalitarian values and believe that status layers, while they exist, are permeable.

People from high power-distance cultures typically hold hierarchical values and believe that status layers are not readily permeable.

Cultural Values (10 of 14)

Dignity, face, and honor cultures

Another model of culture is based on a tripartite model of three cultural prototypes: face, dignity, and honor. (See Exhibit 13-4)

Face culture orientation:

Seek to maintain group harmony and not insult others.

Build trust slowly, over time.

Signal information subtly, slowly, & indirectly.

Cultural Values (11 of 14)

Dignity culture orientation:

Speak their mind and expect others to do so too.

Make decisions on the basis of facts and information.

Ask pointed questions and willingly exchange information.

Have a tendency to trust others even without a long history.

Honor culture orientation:

Express their ideas and often take matters into their own hands.

Most emotionally explosive.

May be perceived as overly-argumentative or emotional.

Cultural Values (12 of 14)

Exhibit 13-4 Dimensions of Culture

Based on Brett, J. M. (2014). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (3rd ed.). San Francisco, CA: Jossey-Bass; Aslani, S., Ramirez-Marin, J., Brett, J., Yao, J. J., Semnani-Azad, Z., Zhang, Z.-X., Tinsley,C., Weingart, L., Adair, W. (2016). Dignity, face, and honor cultures: A study of negotiation strategy and outcomes in three cultures. Journal of Organizational Behavior. Advance online publication. doi: 10.1002/job.2095; Tinsley, C.H., Turan, N., Aslani, S., Weingart, L. R. (2011). The interplay between culturally and situationally-based mental models of intercultural dispute resolution: West meets Middle East. International Negotiation, 16(3), 481–510

Cultural Prototype	Primary Geographic Location	Description	Teamwork Behaviors & Expectations
Face	East Asia, including China, Japan, Korea, and Taiwan	Self-worth is socially-conferred	Face-saving Face-giving Desire to maintain group harmony
Dignity	Europe, North America, Australia, & New Zealand	Self-worth is self-determined	Direct confrontation Open information sharing Rational Analytical Friendly exchange of Information
Honor	Middle East, South Asia, North Africa, and Latin America	Self-worth is socially-claimed	Expression of emotions Confrontational

Cultural Values (13 of 14)

Tight vs. loose cultures

Tight vs. loose culture refers to the degree to which cultural institutions control people’s behavior.

Loose culture attributes:

Wide variation in behavior that is considered normative or appropriate.

Norms are flexible.

Less monitoring of behavior by team members.

Cultural Values (14 of 14)

Tight culture attributes:

Small variation in behavior that is considered normative or appropriate.

Inflexible norms.

High monitoring of behavior by team members.

Cultural Intelligence (1 of 8)

Cultural intelligence (CQ) is a person’s ability to adapt effectively to new cultural contexts.

Cultural intelligence enhances the likelihood that teams on global assignments will actively engage in four key states of learning:

Experience

Reflection

Conceptualization

Experimentation

Cultural Intelligence (2 of 8)

Four-factor model

A four-factor model of cultural intelligence includes:

Metacognitive CQ – focuses on planning and awareness.

Cognitive CQ – focuses on general and specific cultural knowledge.

Motivational CQ – reflects motivation to adjust to different cultures.

Behavioral CQ – focuses on both verbal and nonverbal behavior.

See Exhibit 13-5

Cultural Intelligence (3 of 8)

Exhibit 13-5 Assessing Cultural Intelligence

Example items from the 11-Dimension Expanded CQ Scale (The E-CQS)

Factor	Sub-Dimension	Example Items
Metacognitive CQ	Planning Awareness Checking	I develop action plans before interacting with people from a different culture. I am aware of how my culture influences my interactions with people from different cultures. I adjust my understanding of a culture while I interact with people from that culture.
Cognitive CQ	Culture-General Knowledge Context-Specific Knowledge	I can describe the different cultural value frameworks that explain behaviors around the world. I can describe the ways that leadership styles differ across cultural settings.

Cultural Intelligence (4 of 8)

Exhibit 13-5 [Continued]

© Cultural Intelligence Center 2011. Used by permission of Cultural Intelligence Center. Van Dyne, L., Ang, S., Ng, K. Y., Rockstuhl, T., Tan, M. L. and Koh, C. (2012), Sub-dimensions of the four factor model of cultural intelligence: Expanding the conceptualization and measurement of cultural intelligence (CQ). Social and Personal Psychology: Compass, 6(4), 295–313.

Factor	Sub-Dimension	Example Items
Motivational CQ	Intrinsic Interest Extrinsic Interest Self-Efficacy to Adjust	I truly enjoy interacting with people from different cultures. I value the status I would gain from living or working in a different culture. I am confident that I can persist in coping with living conditions in different cultures.
Behavioral CQ	Verbal Behavior Non-verbal Behavior Speech Acts	I change my use of pause and silence to suit different cultural situations. I modify how close or far apart I stand when interacting with people from different cultures. I modify the way I disagree with others to fit the cultural setting

Cultural Intelligence (5 of 8)

CQ and performance

Teams with higher levels of CQ gradually exhibit higher rates of performance improvement over the life of a team.

CQ moderates the relationship between cultural diversity and team performance, such that the more diverse the team is, the more important CQ becomes for successful performance.

Cultural Intelligence (6 of 8)

Cultural metacognition

Cultural metacognition refers to an individual’s level of conscious cultural awareness and executive processing during cross-cultural interactions.

Managers and leaders high in cultural metacognition are more likely to develop trusting relationships with people from different cultures.

Cultural Intelligence (7 of 8)

Fusion teamwork principle of coexistence

The fusion principle of coexistence facilitates the ability of global teams to extract information and make decisions as compared to letting the dominant culture dictate the work ways of the team.

Cultural Intelligence (8 of 8)

Multicultural engagement and work ways

Multicultural engagement is the psychological mindset, openness to learning, and adaptations made by people when they are in a multicultural environment.

Work ways are a culture’s signature pattern of workplace beliefs, mental models, and practices that embody a culture’s ideas about what is good, true, and efficient with the work domain.

Multicultural Teamwork (1 of 4)

Creative innovation

Three dimensions of managers’ global work experiences predict their organization’s creative innovations:

Breadth

Depth

Cultural distance

Two factors may be effective in moderating the potential negative impact of cultural diversity on team creativity:

Information technology

Task environment

Multicultural Teamwork (2 of 4)

Relationship orientation and networks

Self-managing multicultural teams do not rely on leaders and might even be leaderless.

Teams with high average levels of relationship orientation performed better than teams with a low average level of relationship orientation.

For team members with outside ties to culturally heterogeneous people, those network connections facilitated creativity and creative performance.

Multicultural Teamwork (3 of 4)

Status perceptions

A person’s own cultural values influence whether one uses competence or warmth to attain status and judge the status of others.

An individualistic cultural orientation influences people’s tendency to view high status people as competent, as opposed to warm.

A collectivistic cultural orientation influences people to view high status people as warm.

Multicultural Teamwork (4 of 4)

Emotional display

Cultural value orientation affects norms regarding the emotional displays that are considered socially appropriate and how that person thus interprets the emotional displays of others.

Multicultural Collaboration (1 of 2)

Key challenges

There are four key challenges that multicultural collaborations can encounter:

Adjustment processes are critical for coping with the absence of organizational embeddedness.

Collaborations use internal and external strategies for adjustment.

Cultural differences affect the ability to adjust.

Over-adjustment is detrimental to the process.

Multicultural Collaboration (2 of 2)

Ethnocentrism and cultural relativism

Ethnocentrism is the rigidly held belief that one’s own culture or country is better than others.

Cultural relativism is the principle that people should be understood by others in their own culture.

Managing Multicultural Teams (1 of 2)

Change and adaptation

When teams contain members of different cultures, it is important to be proactive about how best to manage the team so as to prevent misunderstanding and conflict.

When members of different cultures interact, a mutual adaptation process takes place.

Team members who are high in cognitive complexity, have knowledge of cultural norms, and have a shared cognition about the social diversity of their team are better able to overcome the barriers to global teamwork.

Managing Multicultural Teams (2 of 2)

Transactive memory systems and language barriers

Teams that have a developed transactive memory (knowledge of who knows what) of their team are more effective than teams who are low in transactive memory.

Because language barriers not only might hinder the transmission of knowledge but also might erode the ability of team members to build trust, leaders need to manage the team’s negative reactions to language barriers to build team cohesion.

Cultural Change (1 of 2)

Adaptation choices

According to the acculturation framework, people have four choices when it comes to adapting in a multicultural context:

Integration – group members maintain their own cultural identity and value, but also show a great receptivity to other cultural groups.

Assimilation – when a person does not maintain their own culture but rather assimilates to the other culture.

Cultural Change (2 of 2)

Separation – when a person maintains their own culture and distances themselves from the other culture.

Marginalization – when a team member neither maintains their own culture nor do they attempt to assimilate to the other culture.

Chapter Capstone

Multicultural teamwork is not simply learning a new culture and understanding language.

To be successful in a multicultural team, one should learn to understand one’s own cultural values and assumptions, understand the values of the other team members and devise a method by which to engage in effective teamwork and taskwork.

A key threat to the effectiveness of multicultural teamwork is ethnocentrism, which is a rigidly held belief that one’s own cultural values are more important than those of others.