Practice of Leadership Presenters:

Ambassador Kamal Todd Crawford

T.A. Jacek Hurkula Edyta Jasinska
20 February 2001

International Dimensions of Organizational Behavior

By: Nancy J. Adler

Chapter 4: Creating Cultural Synergy (pp. 96-119)

Bhinneka Tungall Ika E Pluribus Unum

(Unity Through Diversity) (Out of Many are One)

National Motto of Indonesia Motto

on all coins in the USA

Essence of the Chapter:

From this chapter, you should understand how to successfully work, function, and
manage in culturally diverse areas.

I. Is culture Visible?
A. managers cannot see culture, it is an intangible object that must be
understood and managed properly for success. Many times, we do not
understand, or realize the importance of that diversity plays: diversity
effects a society.
B. Study in Montreal, Quebec:
-----largest speaking English speaking population in French dominated
province of Quebec
-----2/3 of those questioned on the effects of diversity stated that this diversity
played no effect on the population
------1/3 stated that the effects diversity are felt
IMPORTANCE: this study showed that many people fail to understand that
diversity does in fact affect all societies, especially due to the increase of
international business transactions

II. What is cultural blindness?

A. Cultural diversity does exist, and affects daily actions
B. Certain nations discourage looks at cultural diversity: Example: South
Africa (“…interest in cultural diversity is offensive”)
 C. Ignoring cultural differences is unproductive; judge on productivity, since
all people are inherently similar, but different at the same time. No person
is better than another, rather different.
D. Blindness is both perceptual and conceptual: therefore, we should
want to see differences, and see a new light.

III. Diversity Unfortunately Causes Problems:

A. Often times, when we make culture visible, problems result. Focus on the
positive aspects of diversity and manipulate those differences to remove
the misconceived negative aspects. Many times we chose the easy way
out and do not acknowledge differences around us: multiply the positives.
B. Problems begin when others force each other to think and act alike,
usually during times of crisis and pressure.
C. Examples:
Baby food in Africa: Africans saw a picture of a baby and
thought there was ground up baby inside; therefore, sales
dropped.

In a deal between Swiss and Japanese companies,

problems resulted due to the language barriers, the
Swiss’ reluctance to understand Japanese, and
the long distances between them.

An American company attempted to design a system to

organize historical medical data in Europe; but, was unable to
complete its task, due to the numerous cultures involved.

IV. Advantages with Diversity:

A. Used properly, diversity yields more advantages, than setbacks. It is most
useful when a organization desires expansion through new and unique
approaches.
B. Flexibility allows for new ideas and perspectives: Group Think (2+2=5)
C. Diversity is a resource and not a liability:
a) New products are created, which beat competition
b) Acceptance of new ideas leads to success
c) Increased communication and cooperation
d) Neutrality: when a problem results from diversity, use a third
party

X. Recognize these Advantages:

A. Use diversity to maximize resources and increase the success of your
product/service to the public at large. The more diverse your clients, the
more diverse your corporation should be, so that advantages are realized.
XI. Strategies to Manage Diversity:
 A. The extent that managers recognize their surrounding diversity determines
the way management will manage diversity.
B. Three types of people:
a. Parochial: They state that diversity has no effect and ignore their
impact on society. They acknowledge that problems exist, but
not due to diversity.
b. Ethnocentric: They state that diversity causes problems, and
that the workforce should be monocultural, since this would
eliminate problems.
c. Synergistic: They state that diversity leads to both problems and
advantages, calling for the training of managers to acknowledge
differences. This training would increase advantages and lead to
greater success.

XII. Cultural Synergy:

A. Definitions
i. Def. # 1 – Synergy involves “a new way of thinking…which
helps to free one from outdated patterns and can break the
shell of permitted ignorance”.
ii. Def. # 2 – Synergy is “the behavior of whole systems that
cannot be predicted by the behavior of any parts taken
separately…”

B. Assumptions

Common Assumptions More Appropriate Assumptions

C.
Problem Homogeneity – we are all Heterogeneity – Cultural pluralism
Solving the same. We’re not the same.
Similarity - “They” are all Similarity and – “They are not just
like me. Differences like me.
Parochialism – One way is Equifinality – Our way is not the
the only way. only way.
Ethnocentrism – Our way is Cultural - Our way is one
the best way. Contingency possible way.

i. Describe the situation using yours and others cultural

perspectives.
Ex. Westerners often see life as a series of problems
to be resolved, whereas non-Westerners frequently
view life as a series of situations to be accepted.
Americans therefore define situations as problems
much earlier than do the Japanese.
Ex. Canadians often use a lawyer’s service to finalize
an agreement, while Egyptians depend on a personal
relationship developed between bargaining partners.
  Global managers must recognize that a
potential problem may exist even when the
problem does not make sense from their own
cultural perspective.
ii. Determine the underlying cultural assumptions and assess
cultural overlaps.
Ex. Persians place high importance on friendship
relative to task accomplishment. Americans base their
system on competence rather than on competence and
relationship.
 All behavior is rational and understandable
from the perspective of the person behaving;
however, our culturally based perspectives
and biases often lead us to misunderstand the
logic of other cultures’ behavioral patterns.
iii. Create culturally synergistic alternatives, select an
alternative, and implement culturally synergistic solutions.
Ex. Although, the Uruguayan doctor instructed the
Filipino nurse on the correct way of administering a
treatment, she still continued to administer the
treatment improperly.
 Culturally synergistic solutions should be
novel and transcend the behavior patterns of
each of the root cultures.
C. Approaches
i. Cultural synergy involves a process in which managers form
organizational strategies, policies, structures, and practices
based on, but not limited to, the cultural patterns of
individual organization members and clients.
ii. This approach recognizes both the similarities and the
differences among the cultures that compose a global
organization and suggests that we neither ignore nor
minimize cultural diversity, but rather that we view it as a
resource in designing and developing organizational systems.
1. Cultural Dominance

a. Historically used frequently among companies

usually of considerable size.
b. On an individual level, used when managers believe
that their way is the only right way.
Ex. American manager refused to accept a gift
from a Korean client because considered as a
form of bribery. Korean was confused because to
him it only represented a form of relationship
building.
2. Cultural Accommodation
 c. Rather than attempting to maintain one’s own home
country practices when working abroad, managers
attempt to imitate the practices of the host culture.
d. Managers who learn the local language of countries
in which they work are using a cultural
accomodation strategy.
Ex. German manager spent his business trip in
Japan playing golf and dining with his potential
client. He got the contract.
3. Cultural Compromise
e. Combination of the first two approaches
f. Both sides concede something in order to work
more successfully with each other.
Ex. French and Russian potential partners held
meetings alternately in Moscow and Paris so
both sides had to travel to half the meetings.
4. Cultural Avoidance
g. A choice to act as if there are no differences – to act
as if no conflict exists.
h. Managers use this approach most often when the
unresolved issue is less important than the overall
relationship or contract.
Ex. In a contract between the Malaysians and
the Americans, certain things regarding health
benefits were not discussed, however, they
were assumed to be included by the Malaysians.
Americans decided not to confront the issue
because the contract was more beneficial to
them.

5. Cultural Synergy
i. Develops new solutions to problems that respect each
of the underlying cultures but differ from what would
be needed in a purely domestic situation.
Ex. When Norwegians and Austrians choose to
speak in English while conducting negotiations.