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>[Dr. Ben Zugay] Hi, everybody.
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The purpose of this video is to expand upon
something that you've read about
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with regards to group composition.
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We're gonna talk about cultural diversity
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from the lens of Hofstede's
Cultural Dimensions.
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That will all make a lot more sense
in just a few minutes.
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So first of all, you're probably thinking,
"What is this?"
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Well, welcome to our first
online lecture for our class.
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These online lectures are
designed to take book content
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that is either difficult to understand
and explain in further;
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or it is designed to take something
that the book just briefly mentioned
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and I expand upon it (as this video will);
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or for me to talk about something
that is completely brand new,
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something that you didn't read about.
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So there are very specific purposes
behind these videos.
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I'm not going to lecture word for word
about things that you've already read.
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I expect that if I assigned a reading,
you've read those things.
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So keep that in mind as we go
through these online lectures.
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In addition to that, #2,
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please do take notes
as if we were in class.
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These topics are of interest to you
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with regards to our tests
and assessments in this class;
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and of course, they are of interest
to you with regards to your career,
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so I encourage you to take notes.
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Number 3,
I will, throughout online lectures,
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occasionally ask you to do things.
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I may say, "Hey, pause the video.
Write down something in your notebook,
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and then come on back and resume the video
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and I'll give you some feedback
on what you wrote down."
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So it's kind of a way for you to do
an activity through the video.
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So if I ask you to do things like that,
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please make sure that you stop
and actually do them.
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And one final thing, my goal is
to keep these as short as possible
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but still be comprehensive
with the content and the information.
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But you know, that this
being a YouTube video,
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you can pause, you can rewind,
you can do what you need to,
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to meet your needs.
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In addition to that, if you hover
on the bottom right-hand side,
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there's that gear icon.
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Well, if you click on that
and you click on Playback Speed,
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you can make me sound like
Alvin and the Chipmunks
and speak really quickly
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or you can make me sound like
I'm trudging through molasses,
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speaking very slowly,
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so please adjust to your needs.
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So let's go ahead and
talk about our content.
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So you read about group composition,
the way that groups are made up,
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and you know from your reading
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that there are essentially two
different categories of groups.
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There are groups that are made up
of the same type of individuals,
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kind of represented by the purple crayons.
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Everyone's kind of the same.
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And then you know that there are groups
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[whose] members are made up of
whole different types of individuals,
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represented by the colored crayons.
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And we know that both
groups and both teams
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can be beneficial in certain situations.
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But you've read about that,
so we're not talking about it here.
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But something that caught my eye
as I was reading our textbook
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was this quote on bullet point #2.
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It says, "Group composition
becomes especially important
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as organizations become
increasingly more culturally diverse."
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Hmmm. Well, that's an interesting thought.
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We know that our country
is becoming more diverse
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as the United States.
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We also know that the organizations,
in turn, that we work for,
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are going to continue
to become more diverse.
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I had a chance to work
for the Walt Disney Company.
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It's an extremely diverse organization.
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I loved working with the individuals
that I got a chance to, from all over the globe
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and I'm talking about work with,
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not necessarily had visitors
come from all over the globe.
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I got to work with individuals
from all over the globe,
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and you will as well.
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And as a matter of fact,
in our class, you may have a chance
to work with somebody from a different country
within your teams,
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and that's really exciting.
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So I was thinking more and more about this,
and I was like, "Wow, there's a lot of value
to be added by thinking about cultural diversity,"
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and our book just talked about it
in like, a sentence or two.
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That's what the purpose of this video is:
to expand upon that.
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So here's what we know about individuals
from different countries and different cultures.
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We know that even our own, and others, especially
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we know that cultures differ
in a number of ways.
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Cultures can differ within countries,
but especially across countries, right?
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And these differences impact
how people view the world.
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That, in turn, impacts how people perform
at work and perform in a team setting.
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This absolutely impacts you because
somebody who has a different background than you
(which will be everybody),
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but especially individuals who come
from different cultural backgrounds
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will bring different selves to work.
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They'll be different than you.
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So you need to be prepared
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to deal with that difference
in a positive way.
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So I started thinking:
"What are some tools that I'm aware of
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that can help us to understand
the differences from person to person
in a business setting.
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Ha! Gert Hofstede's cultural dimensions.
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That's a great tool, it's a very well-known
tool within academic research
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and from a practical perspective as well.
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You will probably hear about this,
maybe not by name,
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but you'll definitely hear
about this in the business world.
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So here's what we know
about Hofstede's cultural dimensions.
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Basically — I'm not gonna read this
right word for word, but basically,
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this is a way in which
we can look at cultures
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and we can say, "Here is how this
culture is different than this culture,
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is different than this culture,
is different than this culture"
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by looking at these cultural dimensions.
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There are actually six of them,
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six different ways that Hofstede measures
differences from culture to culture.
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and these differences help
to explain what people value,
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what people think in general, etc.
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Hofstede defines culture as
a collective mental programming,
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so a collective, shared mindset by people
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that distinguishes them
from another group of people.
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But Hofstede also says
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that this does not imply that everybody
in a society things the exact same way.
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We know that there are differences with individuals,
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but in general, here's what I want you
to gather from this slide,
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is that Hofstede's cultural dimensions
are six different ways
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in which we can explain
differences from culture to culture.
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And in our case, we're gonna look
[at differences from] country to country.
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So what are these six differences?
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These six differences can be found here.
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We are going to look at the first four.
We are not going to look at the last two
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because they have a little bit
less to do with business,
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but the first four definitely
have to do with business.
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So the first way in which a culture can differ
from one to another is in power distance.
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Power distance explains how much
less powerful individuals, institutions,
and organizations within a country
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expect and accept
that power is distributed unequally.
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Okay, what does that mean?
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So in countries that score
high in power distance,
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you accept the power
that exists within society.
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For example, let's say
that the organization
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has a lot of power (as most do)
at the top of the organization.
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The CEO, she's very powerful,
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so we, in a high power distance society
would never question the CEO,
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would never question
the senior member on the team,
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whatever it may be.
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But if we're in a lower power
distance country or culture,
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we are okay questioning authority
a little bit more.
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We're not okay with that
unequally distributed power.
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We're not okay with the power
at the top of the organization.
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So that's power distance.
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Individualism explains how much
interdependence there is
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within a society among its members.
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In individualistic societies —
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these are societies that score
high on individualism —
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these are cultures that really
value the individual, the self.
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They are the "I/Me" cultures.
It's about Me. It's about Myself.
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But in cultures that score
low in individualism,
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those cultures are known as
collective cultures,
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and these are cultures that would say
and value things like "Us/We/The Group."
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That's a collectivist culture
and they would score low in individualism.
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Next up is masculinity.
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Masculinity has nothing
to do with gender
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but it has to do with
what motivates people.
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In societies where masculinity is high,
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that's where motivation
comes from being the best.
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Or if you are in a feminine culture,
where masculinity is low,
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well, you're motivated by doing
something that you like
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and that's what motivates you.
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The last that we are going to look at
is uncertainty avoidance.
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Uncertainty avoidance is:
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How comfortable are people
with uncertainty?
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How comfortable are they
with ambiguous situations?
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In cultures that have
high uncertainty avoidance,
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they like to avoid uncertainty.
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so they have Plans A, B, C,
all the way through Z.
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(That's an extreme example
but you get the point.)
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In countries or cultures
that have low uncertainty avoidance,
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they're okay with uncertainty.
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They say, "Eh, we'll come up
with Plan A as we're doing it."
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(Okay, again, an extreme example,
but you see the difference.)
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So these are the different ways in which
[cultures] can differ from each other.
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Interesting.
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So hopefully,
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you're looking at this and saying,
"Why should I care about this?
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How does this impact me?
How is this practical?"
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I hope you're asking that.
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So here's what we know.
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When you work with others,
there will be differences
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in behaviors and values and beliefs
that are different from yours.
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TIME 10:00 @ 3:35 on Tues 7/8
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You should do your absolute best
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to understand the others
that you are working with
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in terms of their values,
their beliefs, their behaviors, etc.
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When you do this, this helps reduce
unnecessary stereotyping
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that absolutely happens
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when you work with individuals
from other cultures or other groups
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that you don't necessarily
belong to or identify with.
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We do stereotype, but the more that you
focus on understanding the other person,
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the quicker you can get over that,
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the quicker we can work
through the rough spots,
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and the quicker we can work together
as a team on what we need to work on.
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And Hofstede's cultural dimensions
give us some tools to really—
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It's a lens to help understand:
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How and why do people
behave the way that they do?
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So let me give you
an example from my career.