Inter-Cultural Intelligence improves alignment and the effectiveness of strategic decisions in Global organizations
Keeping a virtual team aligned is challenging. Part of the challenge is the relational distance that comes from people working in different locations and time zones.
Motivation is high and the team is eager to go. But good intentions, enthusiasm, and a carefully designed strategy too often fall short when the intercultural dynamics are complex.
Inter-Cultural Facilitation with the Five Behaviors of a Cohesive Team™, part 5 of 5
Be honest. How does your intercultural team function together? Are you mapping out your objectives and accomplishing what you set out to do? Are you all satisfied with your individual and collective contributions? Are you seeing success? Do you enjoy collaborating? Do you thrive when working together?
Mobility is the modern trend for the global workforce, so intercultural teams are becoming less of a novelty and workforce mobility is becoming the status quo. More organizations than ever before are living out a day-to-day reality of face-to-face intercultural team dynamics.
If it is to be useful in an increasingly globalized world, a Performance Management Framework (PMF) must be adapted to place value on what matters most in the new market's intercultural context.
As we explained in Part 1, having engaged the services of a terrific web development company who mapped out and carefully documented all our requirements ahead of time according to our specifications, we were very hopeful until things unexpectedly fell apart, both transactionally and relationally.
This story took place several years ago. We had just made the decision to build our brand by enhancing our online presence.
High Performing intercultural 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.
You may be a terrific coach with a substantial track record for developing terrific teams. But is that enough in a global environment?
Using the four pillars and asking three questions at each stage enables the creation and implementation of a successful team charter
Team Dimensions Profile, part 2. The Z-Process is all about the workflow of a mature team. A mature team involves a balance of the four types of team roles described in part 1: Creators, Advancers, Refiners, and Executors.
KnowledgeWorkx uses the Team Dimensions 2.0 tool from Wiley, Inc. As an indicator of team composition, dynamics, and workflow, this assessment tool enables the building or re-organizing of teams into effective, cohesive units.
Building trust among intercultural team members