Creating and cultivating an organizational culture that actually honors and capitalizes upon the strengths of all its stakeholders is no small task. Especially when it becomes necessary to shift the focus, first from discerning the ethnic-cultural origins of the organization, to helping its people identify and understanding who they are as individuals.
The 1940 book Anna and the King relates the story of a Siamese king and a widowed British schoolteacher. On a quest to help Siam transcend global cultural and educational gaps among nations, this unlikely pair of strong-willed individuals bridge chasms of their own to forge a partnership as they embark upon a journey towards inter-cultural intelligence.
High Performing Teams, Part 3.
In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.
– Margaret J. Wheatley
For an intercultural team to be a high-performing team first requires an emphasis on the team aspect. High Performing Teams, Part 2.
Given cultural and language barriers, intercultural teams find it difficult even to function as a unit at all, especially at their best. If we desire to develop and optimize high-performing teams, it is necessary first to assess what causes teams to be low-performing.
Key competencies leaders need to develop further