-
>[Dr. Ben Zugay] Hi, everybody.
-
The purpose of this video
-
is to expand upon something
that you've read about
-
with regards to group composition.
-
We're gonna talk about cultural diversity
-
from the lens of Hofstede's
Cultural Dimensions.
-
That will all make a lot more sense
in just a few minutes.
-
So first of all, you're probably thinking,
"What is this?"
-
Well, welcome to our first
online lecture for our class.
-
These online lectures are
designed to take book content
-
that is either difficult to understand
and explain in further;
-
or it is designed to take something
that the book just briefly mentioned
-
and I expand upon it (as this video will);
-
or for me to talk about something
that is completely brand new,
-
something that you didn't read about.
-
So there are very specific purposes
behind these videos.
-
I'm not going to lecture word for word
about things that you've already read.
-
I expect that if I assigned a reading,
you've read those things.
-
So keep that in mind as we go
through these online lectures.
-
In addition to that, #2,
-
please do take notes
as if we were in class.
-
These topics are of interest to you
-
with regards to our tests
and assessments in this class;
-
and of course, they are of interest
to you with regards to your career,
-
so I encourage you to take notes.
-
Number 3,
I will, throughout online lectures,
-
occasionally ask you to do things.
-
I may say, "Hey, pause the video.
-
Write down something in your notebook,
and then come on back and resume the video
-
and I'll give you some feedback
on what you wrote down."
-
It's kind of a way for you to do
an activity through the video.
-
So if I ask you to do things like that,
-
please make sure that you stop
and actually do them.
-
And one final thing,
-
my goal is to keep these
as short as possible
-
but still be comprehensive
with the content and the information.
-
But you know, that this
being a YouTube video,
-
you can pause, you can rewind,
you can do what you need to,
-
to meet your needs.
-
In addition to that, if you hover
on the bottom right-hand side,
-
there's that gear icon.
-
Well, if you click on that
and you click on Playback Speed,
-
you can make me sound like
Alvin and the Chipmunks,
-
and speak really quickly;
-
or you can make me sound like
I'm trudging through molasses,
-
speaking very slowly.
-
So please adjust to your needs.
-
So let's go ahead and
talk about our content.
-
So you read about group composition,
the way that groups are made up,
-
and you know from your reading
-
that there are essentially two
different categories of groups.
-
There are groups that are made up
of the same type of individuals,
-
kind of represented by the purple crayons.
-
Everyone's kind of the same.
-
And then you know that there are groups
-
[whose] members are made up of
whole different types of individuals,
-
represented by the colored crayons.
-
And we know that both
groups and both teams
-
can be beneficial in certain situations.
-
But you've read about that,
so we're not talking about it here.
-
But something that caught my eye
as I was reading our textbook
-
was this quote on bullet point #2.
-
It says, "Group composition
becomes especially important
-
as organizations become
increasingly more culturally diverse."
-
Hmmm. Well, that's an interesting thought.
-
We know that our country
is becoming more diverse
-
as the United States.
-
We also know that the organizations,
in turn, that we work for,
-
are going to continue
to become more diverse.
-
I had a chance to work
for the Walt Disney Company.
-
It's an extremely diverse organization.
-
I loved working with the individuals
-
that I got a chance to,
from all over the globe
-
and I'm talking about work with,
-
not necessarily had visitors
come from all over the globe.
-
I got to work with individuals
from all over the globe,
-
and you will as well.
-
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,
and that's really exciting.
-
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,"
-
and our book just talked about it
in like, a sentence or two.
-
That's what the purpose of this video is:
to expand upon that.
-
Here's what we know about individuals
-
from different countries
and different cultures.
-
We know that even our own
(and others, especially),
-
we know that cultures differ
in a number of ways.
-
Cultures can differ within countries,
but especially across countries, right?
-
And these differences impact
how people view the world.
-
That, in turn, impacts how people perform
at work and perform in a team setting.
-
This absolutely impacts you
-
because somebody who has
a different background than you
-
which will be everybody,
-
but especially individuals who come
from different cultural backgrounds,
-
will bring different selves to work.
-
They'll be different than you.
-
So you need to be prepared
-
to deal with that difference
in a positive way.
-
Not Synced
So I started thinking:
"What are some tools that I'm aware of
-
Not Synced
that can help us to understand
-
Not Synced
the differences from person
to person in a business setting.
-
Not Synced
Ha! Gert Hofstede's cultural dimensions.
-
Not Synced
That's a great tool, it's a very
well-known tool within academic research
-
Not Synced
and from a practical perspective as well.
-
Not Synced
You will probably hear about this,
maybe not by name,
-
Not Synced
but you'll definitely hear
about this in the business world.
-
Not Synced
So here's what we know
about Hofstede's cultural dimensions.
-
Not Synced
Basically — I'm not gonna read this
right word for word, but basically,
-
Not Synced
this is a way in which
we can look at cultures
-
Not Synced
and we can say, "Here is how this
culture is different than this culture,
-
Not Synced
is different than this culture,
is different than this culture"
-
Not Synced
by looking at these cultural dimensions.
-
Not Synced
There are actually six of them,
-
Not Synced
six different ways that Hofstede measures
differences from culture to culture.
-
Not Synced
and these differences help
to explain what people value,
-
Not Synced
what people think in general, etc.
-
Not Synced
Hofstede defines culture as
a collective mental programming,
-
Not Synced
so a collective, shared mindset by people
-
Not Synced
that distinguishes them
from another group of people.
-
Not Synced
But Hofstede also says
-
Not Synced
that this does not imply that everybody
in a society things the exact same way.
-
Not Synced
We know that there are
differences with individuals,
-
Not Synced
but in general, here's what I want you
to gather from this slide,
-
Not Synced
is that Hofstede's cultural dimensions
are six different ways
-
Not Synced
in which we can explain
differences from culture to culture.
-
Not Synced
And in our case, we're gonna look
[at differences from] country to country.
-
Not Synced
So what are these six differences?
-
Not Synced
These six differences can be found here.
-
Not Synced
We are going to look at the first four.
We are not going to look at the last two
-
Not Synced
because they have a little bit
less to do with business,
-
Not Synced
but the first four definitely
have to do with business.
-
Not Synced
The first way in which a culture can differ
from one to another is in power distance.
-
Not Synced
Power distance explains how much
-
Not Synced
less powerful individuals, institutions,
and organizations within a country
-
Not Synced
expect and accept
that power is distributed unequally.
-
Not Synced
Okay, what does that mean?
-
Not Synced
So in countries that score
high in power distance,
-
Not Synced
you accept the power
that exists within society.
-
Not Synced
For example, let's say
that the organization
-
Not Synced
has a lot of power (as most do)
at the top of the organization.
-
Not Synced
The CEO, she's very powerful,
-
Not Synced
so we, in a high power distance society
would never question the CEO,
-
Not Synced
would never question
the senior member on the team,
-
Not Synced
whatever it may be.
-
Not Synced
But if we're in a lower power
distance country or culture,
-
Not Synced
we are okay questioning authority
a little bit more.
-
Not Synced
We're not okay with that
unequally distributed power.
-
Not Synced
We're not okay with the power
at the top of the organization.
-
Not Synced
So that's power distance.
-
Not Synced
Individualism explains how much
interdependence there is
-
Not Synced
within a society among its members.
-
Not Synced
In individualistic societies —
-
Not Synced
these are societies that score
high on individualism —
-
Not Synced
these are cultures that really
value the individual, the self.
-
Not Synced
They are the "I/Me" cultures.
It's about Me. It's about Myself.
-
Not Synced
But in cultures that score
low in individualism,
-
Not Synced
those cultures are known as
collective cultures,
-
Not Synced
and these are cultures that would say
and value things like "Us/We/The Group."
-
Not Synced
That's a [collectivistic] culture
and they would score low in individualism.
-
Not Synced
Next up is masculinity.
-
Not Synced
Masculinity has nothing
to do with gender
-
Not Synced
but it has to do with
what motivates people.
-
Not Synced
In societies where masculinity is high,
-
Not Synced
that's where motivation
comes from being the best.
-
Not Synced
Or if you are in a feminine culture,
where masculinity is low,
-
Not Synced
well, you're motivated by doing
something that you like
-
Not Synced
and that's what motivates you.
-
Not Synced
The last that we are going to look at
is uncertainty avoidance.
-
Not Synced
Uncertainty avoidance is:
-
Not Synced
How comfortable are people
with uncertainty?
-
Not Synced
How comfortable are they
with ambiguous situations?
-
Not Synced
In cultures that have
high uncertainty avoidance,
-
Not Synced
they like to avoid uncertainty.
-
Not Synced
so they have Plans A, B, C,
all the way through Z.
-
Not Synced
(That's an extreme example
but you get the point.)
-
Not Synced
In countries or cultures
that have low uncertainty avoidance,
-
Not Synced
they're okay with uncertainty.
-
Not Synced
They say, "Eh, we'll come up
with Plan A as we're doing it."
-
Not Synced
(Okay, again, an extreme example,
but you see the difference.)
-
Not Synced
So these are the different ways in which
[cultures] can differ from each other.
-
Not Synced
Interesting.
-
Not Synced
So hopefully,
-
Not Synced
you're looking at this and saying,
"Why should I care about this?
-
Not Synced
How does this impact me?
How is this practical?"
-
Not Synced
I hope you're asking that.
-
Not Synced
So here's what we know.
-
Not Synced
When you work with others,
there will be differences
-
Not Synced
in behaviors and values and beliefs
that are different from yours.
-
Not Synced
TIME 10:00 @ 3:35 on Tues 7/8
-
Not Synced
You should do your absolute best
-
Not Synced
to understand the others
that you are working with
-
Not Synced
in terms of their values,
their beliefs, their behaviors, etc.
-
Not Synced
When you do this, this helps reduce
unnecessary stereotyping
-
Not Synced
that absolutely happens
-
Not Synced
when you work with individuals
from other cultures or other groups
-
Not Synced
that you don't necessarily
belong to or identify with.
-
Not Synced
We do stereotype, but the more that you
focus on understanding the other person,
-
Not Synced
the quicker you can get over that,
-
Not Synced
the quicker we can work
through the rough spots,
-
Not Synced
and the quicker we can work together
as a team on what we need to work on.
-
Not Synced
And Hofstede's cultural dimensions
give us some tools to really—
-
Not Synced
It's a lens to help understand:
-
Not Synced
How and why do people
behave the way that they do?
-
Not Synced
So let me give you
an example from my career.
-
Not Synced
When I worked at Walt Disney Company,
-
Not Synced
as I had mentioned, I worked with
individuals from all across the globe.
-
Not Synced
I worked in Animal Kingdom Theme Park,
and in Animal Kingdom Theme Park,
-
Not Synced
TIME 11:00 @ 9:40 Wed 7/9
-
Not Synced
we had different areas of the theme park
that represented different continents.
-
Not Synced
We had Asia, we had Africa.
-
Not Synced
Those were some areas that I was
responsible for overseeing.
-
Not Synced
We would bring in students
-
Not Synced
from different countries
on those continents
-
Not Synced
to represent their culture,
to share their culture,
-
Not Synced
to be an ambassador for their country.
-
Not Synced
and I had a wonderful opportunity
-
Not Synced
to work with individuals
from Botswana, Africa;
-
Not Synced
from South Africa in Africa;
from Kenya in Africa;
-
Not Synced
from Singapore in Asia;
from China in Asia;
-
Not Synced
and from Thailand in Asia.
-
Not Synced
So again, Asia and Africa.
Those were the two areas.
-
Not Synced
And I worked specifically,
I remember working in particular
-
Not Synced
with Jin, and Jin was from Singapore,
and I would notice, you know,
-
Not Synced
when I would see Jin come from afar,
-
Not Synced
Jin would always be interacting
and talking with his fellow employees.
-
Not Synced
And I was Jin's manager,
-
Not Synced
and I noticed every time that I would
come up to jin and walk up to him,
-
Not Synced
I would notice he would quiet down.
-
Not Synced
And Jin's purpose for being there
-
Not Synced
was for him to share his culture
with the guests of the theme park,
-
Not Synced
so I would turn to Jin and I would say,
-
Not Synced
"Hey, what ideas do you have
in terms of sharing your culture?"
-
Not Synced
I don't know his culture,
-
Not Synced
so, you know, my job is
to help him to do that.
-
Not Synced
And he would just quiet down and
he didn't often bring up new ideas to me,
-
Not Synced
so I would, after a while,
-
Not Synced
have to come up with ideas for him
to do and share with our guests.
-
Not Synced
And I would notice that he would
often just do whatever I said to him,
-
Not Synced
and this really threw me for a loop
-
Not Synced
and there was kind of this
[makes a struggling noise].
-
Not Synced
I don't want to say it was conflict
by any stretch of the imagination,
-
Not Synced
but there was clearly—
-
Not Synced
We weren't working as efficiently
as we could together,
-
Not Synced
and I was just thinking in my head,
-
Not Synced
I'm like, "Jin, add some value.
Just take the lead here."
-
Not Synced
And he didn't right away.
-
Not Synced
So hmmm, I'm sitting here thinking<
"What is going on?"
-
Not Synced
Well, I didn't have
a framework like you now do
-
Not Synced
in terms of cultural diversity
and Hofstede's cultural dimensions,
-
Not Synced
and if I would have, I could have
better understood Jin,
-
Not Synced
I could have better understood his culture
-
Not Synced
and I could have better understood
what I could and should have done
-
Not Synced
(and eventually did do) to work with him
in a more efficient way on a team.
-
Not Synced
So let me show you a super-cool tool.
-
Not Synced
Let me show you
Hofstede's cultural dimensions
-
Not Synced
and how you can explore
all sorts of cultural dimensions
-
Not Synced
from all sorts of countries
across the globe.
-
Not Synced
Here's what I would like you to do.
I want you to follow along with me,
-
Not Synced
I want you to open up a browser,
and I want you to google this.
-
Not Synced
I want you to google
"Hofstede's cultural dimensions."
-
Not Synced
That's what I would like you to google.
-
Not Synced
When you do that (and pause
the video wherever you need to),
-
Not Synced
click on "compare countries"
[or "country comparison tool"].
-
Not Synced
It's the first thing:
hofstede-insights.com, compare countries.
-
Not Synced
So you're gonna do that.
-
Not Synced
So welcome to Gert Hofstede's website.
I can't recall if he's still alive or not.
-
Not Synced
(It does not matter.)
-
Not Synced
The point of this website is for you
to be able to compare countries
-
Not Synced
on their different cultural dimensions.
-
Not Synced
I am going to compare the United States
(the culture that I represent)
-
Not Synced
and Singapore
(the culture that Jin represents).
-
Not Synced
So all you do, very simply here is,
you type in the country,
-
Not Synced
and United States pops up first
-
Not Synced
(it probably recognizes that I'm using
a computer in the United States),
-
Not Synced
and it instantly gives me cultural
dimension numbers on all six areas.
-
Not Synced
Remember, we talked about these four.
We talked about these four.
-
Not Synced
So we see these numbers.
-
Not Synced
They range from 0 to 100:
0 obviously low, 100 high.
-
Not Synced
And you can see where
the United States falls.
-
Not Synced
So Individualism appears to be
our highest,
-
Not Synced
The United States is a very
individualistic society:
-
Not Synced
"I" and "me,"
where it's "all about me."
-
Not Synced
That's our culture.
-
Not Synced
Power distance is relatively low.
-
Not Synced
We're okay questioning authority
within the United States.
-
Not Synced
We're okay speaking up.
Okay, interesting. So we're seeing this.
-
Not Synced
Now let's type—
-
Not Synced
He's from Singapore,
so we're gonna click on that,
-
Not Synced
and the United States
has now switched to purple
-
Not Synced
and Singapore is now blue.
-
Not Synced
So we see immediately some differences
between Singapore and the United States,
-
Not Synced
and you can see, obviously,
the larger the gap,
-
Not Synced
the greater the difference.
-
Not Synced
So Singapore's power distance
is higher, much higher at 74
-
Not Synced
in comparison to the United States.
-
Not Synced
Individualism, the United States,
very individualistic;
-
Not Synced
Singapore, very [collectivistic].
-
Not Synced
Hmm, very interesting.
-
Not Synced
Well, I want to read more about that,
-
Not Synced
so very cleverly, they have
this "read more" button,
-
Not Synced
so I'm gonna click on that
and I encourage you to do the same.
-
Not Synced
And again, you can type in
any countries that you want.
-
Not Synced
You can compare more than two as well.
-
Not Synced
If you just go on here,
Argentina or whatever,
-
Not Synced
but notice that the colors change,
so keep that in mind.
-
Not Synced
Okay, but we're looking at Singapore
and we're looking at the United States.
-
Not Synced
If we wanted to read more
about Singapore in blue,
-
Not Synced
we would click on Singapore here
and we would read much more about it,
-
Not Synced
and it'll break down
every single cultural dimension
-
Not Synced
(power distance, individualism,
masculinity) and it's a custom score,
-
Not Synced
it's a custom result based on their score.
-
Not Synced
Singapore is high on this dimension
of power distance of 74.
-
Not Synced
"Power is centralized, and managers
rely on their bosses and on rules."
-
Not Synced
Huh. "Employees expect
to be told what to do."
-
Not Synced
Well, that's very interesting.
So if I go back...
-
Not Synced
again, we're looking at power distance,
-
Not Synced
if I go back to the "issues"
(and I put those in quotes)
-
Not Synced
that I thought I was
experiencing with Jin,
-
Not Synced
saying, "C'mon, man, get it together.
Add some value here. Speak up."
-
Not Synced
That's not his culture.
-
Not Synced
That's not what he has learned to do
from his culture, so we look at this.
-
Not Synced
I would always come up to them
and Jin's group of fellow students
-
Not Synced
and I would come up to them,
-
Not Synced
and Jin, in particular,
would always quiet down.
-
Not Synced
Well, now I see why.
-
Not Synced
Power distance is
much greater in Singapore.
-
Not Synced
"Jin, can you do this?"
He would do whatever I asked of him.
-
Not Synced
Jin would rarely bring up new ideas to me.
-
Not Synced
Hmm. That is interesting.
-
Not Synced
And now I have a tool that helps me
to understand why that is.
-
Not Synced
Power distance is very different
in Singapore than the United States.
-
Not Synced
Very different. Very interesting.
Let's look at another one really quickly.
-
Not Synced
Individualism and collectivism.
-
Not Synced
So United States, in purple,
very "I" and "me."
-
Not Synced
[Collectivistic], Singapore [in blue],
very much about the group,
-
Not Synced
the "we," the "us."
-
Not Synced
Let's read about it.
-
Not Synced
"Individualism... Singapore
with a score of 20
-
Not Synced
is a [collectivistic] society."
-
Not Synced
That means that the "We"
is very important.
-
Not Synced
"People like to belong to in-groups,
like families, clans, or organizations
-
Not Synced
who often look after each other
in exchange for their loyalty."
-
Not Synced
Interesting
-
Not Synced
So you can click around
and I encourage you to do so.
-
Not Synced
You can read about the United States,
-
Not Synced
you can read about any
other country that you want,
-
Not Synced
and I encourage you to do this.
-
Not Synced
You will see this information again,
-
Not Synced
and I don't have an explicit assignment
necessarily set for you for this right now,
-
Not Synced
but it's just interesting information
-
Not Synced
that you should see,
that you should be aware of,
-
Not Synced
and you now have a tool
-
Not Synced
which can help you to better understand
some of these cultural dimensions.
-
Not Synced
So let's go back here.
-
Not Synced
So here is what I know,
and this is continuing the story with Jin.
-
Not Synced
Had I known about these cultural
dimensions (and I eventually did),
-
Not Synced
we would have been much more able
-
Not Synced
to quickly and more smoothly
help each other.
-
Not Synced
It's that simple.
-
Not Synced
When I take the time to understand
Jin and his culture, and in turn,
-
Not Synced
if and when he takes the time
to help and understand me,
-
Not Synced
but you know what?
-
Not Synced
Here's what I know from my career.
-
Not Synced
I don't ever want to depend
on somebody else
-
Not Synced
doing the same thing
that I'm going to do for them.
-
Not Synced
I want to do all that I can
to accommodate the other person.
-
Not Synced
This is my personal experience
that I'm speaking from this.
-
Not Synced
I would like to think
that Jin would learn
-
Not Synced
about the culture that he's dealing
with in terms of dealing with me,
-
Not Synced
but I'm not necessarily
going to expect that,
-
Not Synced
and it's not out of respect
or disrespect at all.
-
Not Synced
It's just that I can only control
what I can control,
-
Not Synced
so I want to focus on me,
-
Not Synced
doing the best that I can
to understand him.
-
Not Synced
And hopefully, in turn, he'll see that
and he'll want to understand me
-
Not Synced
and the more tools that we put
in our toolbox, like cultural dimensions,
-
Not Synced
Hofstede's cultural dimensions,
-
Not Synced
we have more places to go back to
-
Not Synced
and we have more tools to use
when we're put in situations
-
Not Synced
where we're working with
individuals from different cultures.
-
Not Synced
So had we known this, had I known this
(and eventually, I did use this),
-
Not Synced
we were able to more smoothly
and more quickly understand each other,
-
Not Synced
which was great.
-
Not Synced
So how do you actually use this?
How can this be a practical tool for you?
-
Not Synced
Because it's important that we understand,
of course, our book content,
-
Not Synced
but then how does this
apply to us in real life?
-
Not Synced
Well, hopefully, my experiences,
-
Not Synced
my examples that I was able
to share here helped you out,
-
Not Synced
but I want you to consider this.
-
Not Synced
And again, it ties into what I just said.
Here's how you can actually use this.
-
Not Synced
You should be doing your homework
-
Not Synced
on other individuals that you
are going to be working with
-
Not Synced
in terms of the background that they have;
-
Not Synced
and then you should make your adjustments,
you should make your adjustments,
-
Not Synced
and you can make adjustments mentally,
-
Not Synced
just knowing that something is going
to be different with this interaction
-
Not Synced
than you are used to
from a cultural perspective.
-
Not Synced
And you can also do this behaviorally
or verbally as well, so for example,
-
Not Synced
that's I did when I worked with Jin.
-
Not Synced
I made the adjustment.
-
Not Synced
So I knew that he was from
more of a [collectivistic] culture,
-
Not Synced
where the focus isn't on me
(or him, in this case),
-
Not Synced
but it was more on the group.
-
Not Synced
He's more concerned
with helping the group out.
-
Not Synced
So it was asking the same thing,
but just wording it a bit differently.
-
Not Synced
It's the same thing, so instead of saying,
"Jin, what do you want to do here?"
-
Not Synced
Well, that's very individualistic.
Ooh! Spotlight is on the individual.
-
Not Synced
Mmm, that's not part of his culture.
-
Not Synced
Instead, something that I said
or something similar is,
-
Not Synced
"Okay, so what are some outcomes
that would be best for the group here
-
Not Synced
as we look to educate
our guests on your culture?"
-
Not Synced
That's a very different question
on the surface,
-
Not Synced
but it's really asking the same thing:
"What should we do here?"
-
Not Synced
So do your homework,
understand who you're working with
-
Not Synced
in terms of their cultural background,
their cultural dimensions,
-
Not Synced
using a tool like Hofstede's
cultural dimensions.
-
Not Synced
You make those adjustments,
-
Not Synced
and then as you're working
with others, be patient
-
Not Synced
because it is going to be
an uncomfortable process,
-
Not Synced
especially if you're not used to working
with individuals from different backgrounds,
-
Not Synced
and that's okay, because
it takes time to get good at things,
-
Not Synced
and when you are put
n uncomfortable situations,
-
Not Synced
just be patient,
just be patient.
-
Not Synced
Do your homework,
make adjustments,
-
Not Synced
be patient as you work through
the uncomfortable components
-
Not Synced
of these relationships
within a team, and remember,
-
Not Synced
the sooner that you can get over
these cultural differences —
-
Not Synced
and I don't mean "brush-them-aside" over.
-
Not Synced
When I say "[get] over
these cultural differences,"
-
Not Synced
I mean when you can better
understand each other
-
Not Synced
and make these adjustments
and work with each other,
-
Not Synced
and you learn how to work
through these differences
-
Not Synced
and emphasize these differences
-
Not Synced
and help each other in these
differences that you have
-
Not Synced
by using a tool like Hofstede's
cultural dimensions.
-
Not Synced
When you do that, the sooner
you can work through these,
-
Not Synced
the quicker you can move
to being a high-performing team,
-
Not Synced
however you define that.
-
Not Synced
I hope you found this video informative,
grounded in some practical application,
-
Not Synced
and you now have a tool in your toolbox
-
Not Synced
that truly is interesting in terms of
Hofstede's cultural dimensions.
-
Not Synced
When we think about team composition,
-
Not Synced
we know that there are
benefits and downfalls
-
Not Synced
to having our teams look all the same
and to having our teams look different,
-
Not Synced
but we know that we are going
to be working in teams for sure
-
Not Synced
throughout our careers
that look different than us.
-
Not Synced
We're gonna be working
with other people, and that's awesome.
-
Not Synced
And when you come across a situation
-
Not Synced
where you're working with somebody
from a different culture,
-
Not Synced
you now have a tool in your toolbox
to help you to better understand them,
-
Not Synced
which, in turn, will help you
to better work with them,
-
Not Synced
which helps, in turn,
for the team to perform at a higher level.
-
Not Synced
If you have any specific questions
with regards to this content,
-
Not Synced
feel free to contact me.
-
Not Synced
Have a wonderful rest of your day,
and thank you so much.