OF DIMENSIONS - narod.rugroup27.narod.ru/ucheba/files/filonovich_adler-3.pdf · DIMENSIONS OF THIRD...
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INTERNATIONAL DIMENSIONS OF THIRD EDITION NANCY J. ADLER McGiII University SOUTH-WESTERN College Publishing An International Tbomson Publishing Company
Transcript of OF DIMENSIONS - narod.rugroup27.narod.ru/ucheba/files/filonovich_adler-3.pdf · DIMENSIONS OF THIRD...
INT
ER
NA
TIO
NA
L
DIM
EN
SIO
NS
O
F
TH
IRD
E
DIT
ION
NA
NC
Y J
. A
DL
ER
M
cG
iII
U
ni
ve
rs
it
y
SO
UT
H-
WE
ST
ER
N
Co
lleg
e P
ub
lish
ing
An
Inte
rnat
iona
l Tbo
mso
n P
ublis
hing
Com
pany
nn
r'
l'
F"
5
Mul
ticu
ltur
al T
earr
~s
It w
as o
nce
said
tha
t the
sun
nev
er 5
Bri
tish
Em
pire
. To
day t
he s
un
does
set
on
the
Bri
tish
Em
pire
, hu
th
e sc
ores
of
glob
al c
orpo
rate
~
n~
n;
~.
~~
in
clud
ing
thos
e of
IHM
, U
nzle
ver,
vollc
swag
en, a
nd H
itach
i.
ret o
n th
e .t
not
on .,
- L
este
r B
row
n, P
resi
dent
of
Wor
ldw
atch
Ins
titu
te (
58:3
20)
I nter
nati
onal
man
agem
ent
used
to
be a
min
or c
ompo
nent
of
indu
stri
al
acti
vity
; now
it d
omin
ates
. In
tern
atio
nal m
anag
emen
t us
ed t
o in
volv
e si
mpl
y se
ndin
g on
e of
"ou
r"
man
ager
s "o
ver
ther
e" t
o se
ll p
rodu
cts
to
fore
ign
clie
nts;
now
peo
ple
from
man
y co
untr
ies
wor
k w
ithin
our
com
pa-
nies
, an
d in
man
y ca
ses,
we
are
the
fore
igne
rs.
Inte
rnat
iona
l m
anag
e-
men
t use
d to
inv
olve
sen
ding
exp
atri
ates
to d
irec
t ope
rati
ons
abro
ad;
now
m
embe
rs o
f co
rpor
ate
boar
ds,
exec
utiv
es,
man
ager
s, a
nd w
orke
rs r
epre
- se
nt e
vely
nat
iona
lity.
T
oday
mor
e th
an 1
0,00
0 fi
rms
head
quar
tere
d in
hi
gh-t
echn
olog
y, n
on-C
omm
unis
t co
untr
ies
have
ope
rati
ons
outs
ide
thei
r ho
me
nati
ons
(see
58:
320)
. In
the
199
0s, g
loba
l bu
sine
ss b
roug
ht c
ross
-cul
tura
l co
ntac
t ho
me
to
evel
y bu
sine
ss.
Tod
ay, w
ithou
t le
avin
g th
eir
own
com
mun
itie
s, m
anag
ers
may
wor
k fo
r a
fore
ign-
owne
d fi
rm,
sell
to n
onna
tive
cli
ents
, an
d ne
goti-
at
e w
ith c
ompo
nent
s su
ppli
ers
from
abr
oad,
whi
le r
egul
arly
att
endi
ng
mee
tings
with
col
leag
ues
from
aro
und
the
wor
ld.
Glo
bally
dis
tanc
ed
desi
gn t
eam
s ro
utin
ely
deve
lop
revo
lutio
nary
new
pro
duct
s in
ele
ctro
nic
mee
tings
am
ong
expe
rts
on f
ive
cont
inen
ts,
none
of
who
m e
ver
leav
es
hom
e to
par
tici
pate
in
the
tele
phon
e, f
ax,
com
pute
r, e
-mai
l an
d In
tern
et
124
Cha
pter
5
Mul
~icu
ltur
al Te
ams
disc
ussi
ons.
C
ross
-cul
tura
l di
alog
ue h
as b
ecom
e th
e ve
ry f
ound
atio
n on
w
hich
glo
bal
busi
ness
is
cond
ucte
d.
MA
NA
GIN
G A
MU
LT
ICU
LT
UR
AL
WO
RK
FO
RC
E
Bot
h do
mes
tical
ly a
nd g
loba
lly, t
he m
ultic
ultu
ral
wor
k fo
rce
has
beco
me
a re
ality
. H
owev
er, t
he im
pact
of
mul
ticul
tura
lism
var
ies
sign
ific
antly
with
the
ty
pe o
f en
viro
nmen
t and
the
firm
's ov
eral
l str
ateg
y. A
s sh
own
in F
igur
e 5-
1,
wor
ldw
ide
cult
ural
div
ersi
ty t
radi
tiona
lly h
as h
ad
a m
inim
al i
mpa
ct o
n do
mes
tic f
irm
s ev
en w
hen
dom
estic
mul
ticul
tura
lism
has
had
a h
ighl
y si
g-
nifi
cant
im
pact
. Fo
r ex
ampl
e, s
ophi
stic
ated
man
ager
s in
Am
eric
an f
irm
s co
ach
thei
r co
lleag
ues
to a
ppre
ciat
e an
d to
eff
ectiv
ely
man
age
a w
ork
forc
e co
mpo
sed
of A
fric
an-A
mer
ican
, Asi
an-A
mer
ican
, H
ispa
nic-
Am
eric
an,
and
Nat
ive
Am
eric
an w
omen
and
men
. A
ssum
ing
that
the
dom
estic
wor
k fo
rce
is h
omog
eneo
us o
r th
at i
t is
defi
ned
by w
hite
mal
e no
rms
was
nev
er a
ppro
- pr
iate
and
is n
o lo
nger
eff
ectiv
e.
In m
ulti
dom
esti
c fi
rms
(tho
se w
hich
onl
y ex
port
or
whi
ch o
pera
te fa
ir-
ly a
uton
omou
s op
erat
ions
abr
oad)
, the
im
pact
of
cult
ure
beco
mes
hig
hly
sign
ific
ant.
Mul
tido
mes
tic
firm
s m
ust
adap
t th
eir
stra
tegi
es a
nd t
heir
pr
oduc
ts a
nd s
ervi
ces
to t
hat
of t
he l
ocal
cul
ture
in
each
of
the
coun
trie
s in
whi
ch t
hey
oper
ate.
In
mul
tina
tion
al f
irm
s, b
ecau
se p
rice
and
cos
t
Fig
ure
5-1
Im
port
ance
of
Cu
ltu
ral D
iver
sity
Impo
rtanc
e of
lnte
rnat
ionn
l Cu
ltura
l Di
vers
ity
Dom
estic
Firm
s M
ultid
omes
tic F
inns
M
ultin
atio
nal F
inns
Gl
obol
Firm
s
Man
agin
g a
Mul
ticut
ural
Wor
k F
orce
12
5
tend
to
dom
inat
e al
l ot
her
cons
ider
atio
ns,
the
impa
ct o
f cu
ltur
al d
iffe
r-
ence
s le
ssen
s sl
ight
ly.
By
the
time
firm
s ad
opt g
loba
l str
ateg
ies,
the
impa
ct o
f cu
ltur
al d
iver
sity
be
com
es e
xtre
mel
y im
port
ant.
Glo
bal
firm
s m
ust
unde
rsta
nd
cult
ural
dy
nam
ics
to f
orm
ulat
e th
eir
stra
tegi
es,
to l
ocat
e pr
oduc
tion
faci
litie
s an
d su
ppli
ers
wor
ldw
ide,
to
desi
gn a
nd m
arke
t cu
ltura
lly a
ppro
pria
te p
rodu
cts
and
serv
ices
, as
wel
l as
to m
anag
e cr
oss-
cultu
ral
inte
ract
ion
thro
ugho
ut th
e or
gani
zatio
n, fr
om s
enio
r ex
ecut
ive
com
mitt
ees
to t
he s
hop
floor
. A
s m
ore
firm
s m
ove
from
dom
estic
, m
ultid
omes
tic,
and
mul
tinat
iona
l st
rate
gies
to
oper
atin
g as
tru
ly g
loba
l or
gani
zatio
ns a
nd a
llia
nces
, th
e im
port
ance
and
im
pact
of c
ultu
ral d
iver
sity
incr
ease
mar
kedl
y. T
he im
pact
of c
ultu
ral d
iver
- si
ty, w
hich
onc
e w
as m
erel
y "n
ice
to u
nder
stan
d,"
beco
mes
im
pera
tive
for
surv
ival
, let
alo
ne s
ucce
ss (3
). (S
ee C
hapt
er 1
for a
rev
iew
of
each
pha
se.)
Si
mila
r to
cul
tura
l di
vers
ity's
incr
easi
ng i
mpo
rtan
ce,
the
loca
tion
of i
ts
impa
ct v
arie
s w
ith c
hang
es i
n th
e fir
m's
busi
ness
env
iron
men
t an
d st
rate
- gy
. A
s sh
own
in F
igur
e 5-
2, w
orld
wid
e cu
ltur
al d
iver
sity
has
trad
ition
ally
af
fect
ed n
eith
er t
he d
omes
tic f
irm's
inte
rnal
org
aniz
atio
nal
cult
ure
nor
its
exte
rnal
rel
atio
nshi
p w
ith i
ts c
lien
ts.
Dom
estic
fir
ms
wor
k do
mes
tical
ly;
only
dom
estic
mul
ticu
ltur
alis
m h
as a
dir
ect i
mpa
ct o
n th
e in
tern
al d
ynam
- ic
s of
the
fir
m a
s w
ell
as o
n it
s re
lati
onsh
ip t
o it
s ex
tern
al e
nvir
onm
ent.
Toda
y al
mos
t no
maj
or fi
rms
oper
ate
in p
urel
y do
mes
tic
envi
ronm
ents
; fe
w
if an
y ha
ve t
he lu
xury
of
oper
atin
g in
a s
impl
e, d
omes
tic e
nvir
onm
ent
free
of
int
erna
tion
al in
flue
nces
.
Fig
ure
5-2
L
ocat
ion
of
Irtte
rnat
iona
l C
ross
-Cul
tura
l In
tera
ctio
n
Dom
estic
Fin
ns
Mul
tidom
estic
Fin
ns
Mul
tinat
iona
l Fln
ns
Glob
al Fi
nns
I I
-.
12
6
Cha
pter
5
Mul
~icu
lrur
al Te
ams
In m
ulti
dom
esti
c fi
rms,
whi
ch f
ocus
pri
mar
ily
on e
xpor
ting
and
pro
- du
cing
abr
oad,
cul
tura
l div
ersi
ty s
tron
gly
affe
cts
rela
tion
ship
s ex
tern
al to
th
e fi
rm,
espe
cial
ly t
hose
with
pot
enti
al b
uyer
s an
d w
orke
rs i
n ot
her
coun
trie
s.
By
cont
rast
, m
ulti
nati
onal
fir
ms
plac
e le
ss e
mph
asis
on
man
- ag
ing
cult
ural
dif
fere
nces
ext
erna
l to
the
fir
m,
but
incr
easi
ngly
nee
d to
m
anag
e th
e gr
owin
g m
ulti
nati
onal
cu
ltur
al d
iver
sity
wit
hin
the
firm
. W
here
as m
ulti
dom
esti
c fi
rms
prim
aril
y us
e ex
patr
iate
man
agel
s to
sel
l an
d w
ork
abro
ad, m
ulti
nati
onal
fir
ms
hire
peo
ple
from
aro
und
the
wor
ld
as e
mpl
oyee
s an
d m
anag
ers.
In
mul
tido
mes
tic
firm
s, o
nly
expa
tria
tes
have
a h
igh
need
for
dev
elop
ing
cult
ural
sen
siti
vity
and
cro
ss-c
ultu
ral
man
agem
ent s
kill
s. B
y co
ntra
st, i
n m
ulti
nati
onal
fir
ms,
bec
ause
the
loca
- tio
n of
the
impa
ct o
f cu
ltur
al d
iver
sity
mov
es i
nsid
e th
e or
gani
zati
on a
nd
up t
he l
evel
s of
hie
rarc
hy,
man
y m
ore
regu
lar
empl
oyee
s an
d m
anag
ers
need
cro
ss-c
ultu
ral
man
agem
ent
skil
ls.
Glo
bal
firm
s m
ust
man
age
cult
ural
div
ersi
ty b
oth
wit
hin
the
firm
an
d be
twee
n th
e fi
rm a
nd i
ts e
xter
nal
envi
ronm
ent.
To
wor
k ef
fect
ive-
ly
, ev
eryo
ne fr
om t
he C
EO
to
the
low
est
leve
l w
orke
r ne
eds
cros
s-cu
l-
tura
l sk
ills
. T
his
prog
ress
ion
from
cul
ture
's r
elat
ive
lack
of
impo
rtan
ce
to i
ts c
riti
cal
impo
rtan
ce,
both
wit
h re
spec
t to
the
firm
's e
xter
nal
envi
- ro
nmen
t as
wel
l as
to
its
inte
rnal
org
aniz
atio
nal
cult
ure,
und
erli
es
toda
y's
reco
gnit
ion
that
exe
cuti
ves
and
man
ager
s m
ust
know
how
to
wor
k ef
fect
ivel
y in
mul
tina
tion
al a
nd m
ulti
cult
uraI
tea
ms
if th
ey w
ish
to s
ucce
ed (
3).
How
do
we
man
age
peop
le w
ho d
iffe
r fr
om u
s?
Res
earc
h ha
s sh
own
that
the
sty
les
of l
eadi
ng,
mot
ivat
ing,
com
mun
icat
ing,
dec
isio
n m
akin
g,
plan
ning
, or
gani
zing
, an
d st
affi
ng v
ary
amon
g co
untr
ies
of t
he w
orld
(se
e C
hapt
er 6
). W
hat
happ
ens
whe
n pe
ople
fro
m d
issi
mil
ar c
ultu
res
wor
k to
geth
er o
n a
day-
to-d
ay
basi
s w
ithi
n th
e sa
me
orga
niza
tion
? H
ow
shou
ld o
rgan
izat
ions
man
age
a m
ulti
nati
onal
wor
k fo
rce?
T
his
chap
ter
inve
stig
ates
the
way
s of
man
agin
g cu
ltur
al d
iver
sity
w
ithi
n an
org
aniz
atio
n.
It be
gins
wit
h a
revi
ew o
f do
mes
tic
mul
ticu
l-
tura
lism
, an
im
port
ant
sour
ce o
f m
ulti
cult
ural
dyn
amic
s in
tea
ms.
It
th
en f
ocus
es o
n cr
oss-
cult
ural
int
erac
tion
wit
hin
team
s:
Wha
t ty
pes
of
prob
lem
s ca
n di
vers
ity
caus
e w
ithi
n ex
ecut
ive
and
empl
oyee
tea
ms?
W
hat
pote
ntia
l be
nefi
ts e
mer
ge f
rom
cul
tura
lly
dive
rse
team
s?
And
, m
ost
impo
rtan
tly,
wha
t do
es m
anag
emen
t ne
ed t
o do
to
max
imiz
e th
e po
tent
ial
bene
fits
and
m
inim
ize
the
pote
ntia
l pr
oble
ms
caus
ed b
y di
vers
ity?
-.
Dom
estic
M~
~lt
icul
tura
lism
127
1 D
OM
ES
TIC
MU
LT
ICU
LT
UR
AL
ISM
You
do
not h
ave
to g
o ab
road
to m
eet s
omeo
ne w
ith a
cul
tura
l bac
kgro
und
diff
eren
t fro
m y
our
own.
W
ith
incr
easi
ng i
mm
igra
tion
, in
crea
sing
num
- be
rs o
f pe
ople
wor
king
abr
oad,
and
the
pre
senc
e of
ind
igen
ous
ethn
ic
com
mun
ities
, m
anag
ers
who
nev
er le
ave
hom
e of
ten
face
a m
ulti
cult
ural
w
ork
forc
e in
loca
l com
pani
es a
nd o
rgan
izat
ions
. C
ultu
rall
y di
stin
ct p
opul
atio
ns
live
in
all
coun
trie
s of
th
e w
orld
. Si
ngap
ore,
for
exa
mpl
e, h
as fo
ur c
ultu
ral a
nd li
ngui
stic
gro
ups:
Chi
nese
, M
alay
, Ind
ian,
and
Eur
asia
n.
Bel
gium
has
two
ling
uist
ic g
roup
s, F
renc
h an
d Fl
emis
h.
Swit
zerl
and
has
four
dis
tinc
t eth
nic
com
mun
itie
s: F
renc
h,
Ger
man
, It
alia
n,
and
Rom
ansh
. C
anad
a, a
mul
ticu
ltur
al c
ount
ry b
y na
tion
al p
olic
y, u
ses
two
offi
cial
lan
guag
es,
Eng
lish
and
Fre
nch.
M
any
coun
trie
s, i
nclu
ding
Isr
ael a
nd th
e U
nite
d St
ates
, hav
e de
velo
ped
hist
or-
ical
ly a
s ha
vens
for
im
mig
rant
s fr
om a
roun
d th
e w
orld
. E
ach
popu
lati
on e
xhib
its
a cu
ltur
ally
uni
que
life-
styl
e.
Mos
t of
us a
re
fam
ilia
r w
ith t
he t
ypic
al f
oods
of
the
maj
or e
thni
c gr
oups
: no
one
thi
nks
that
spa
ghet
ti i
s R
ussi
an,
that
tor
till
as a
re C
hine
se,
or t
hat
sush
i is
Se
nega
lese
. B
ut m
any
of u
s re
mai
n un
awar
e of
how
ext
ensi
vely
oth
er c
ul-
ture
s' l
ife-
styl
es d
iffe
r fro
m o
ur o
wn.
Eve
n if
we
cons
ider
our
selv
es in
ter-
na
tion
ally
sop
hist
icat
ed,
man
y of
us
fail
to r
ecog
nize
the
cul
tura
lly
dis-
ti
nct
atti
tude
s an
d be
havi
ors
that
our
fel
low
cit
izen
s br
ing
to t
he w
ork-
pl
ace
(2).
The
city
of
Los
Ang
eles
hig
hlig
hts
the
perv
asiv
enes
s of
dom
estic
mul
ti-
cultu
ralis
m a
nd it
s im
pact
on
the
wor
kpla
ce.
Sinc
e 19
70 m
ore
than
two
mil-
lio
n fo
reig
n im
mig
rant
s ha
ve s
ettle
d in
Los
Ang
eles
(8:1
7).
Of
Los
Ang
eles
' 55
0,00
0 sc
hool
chi
ldre
n, 1
17,0
00 s
peak
one
of
1M la
ngua
ges
mor
e fl
uent
ly
than
Eng
lish,
inc
ludi
ng 3
5 fl
uent
onl
y in
Guj
arat
i, a
lang
uage
of
wes
tern
In
dia
(8:1
8).
Los
Ang
eles
no
long
er h
as a
maj
ority
pop
ulat
ion
but
cons
tant
- ly
"ad
just
s to
the
qui
rky,
pol
yglo
t rh
ythm
s of
60,
000
Sam
oans
and
30,
000
Tha
is, 2
00,0
00 S
alva
dora
ns a
nd 1
75,0
00 A
rmen
ians
" (8
:18)
. L
os A
ngel
es is
th
e se
cond
lar
gest
Mex
ican
agg
lom
erat
ion
afte
r M
exic
o C
ity (
29:5
2),
mor
e Sa
moa
ns li
ve in
Los
Ang
eles
than
on
the
isla
nd o
f Sam
oa fo
ur th
ousa
nd m
iles
away
(53
:1),
and
mor
e Is
rael
is l
ive
ther
e th
an i
n an
y ot
her
city
out
side
of
Isra
el (
60).
As
a fo
rmer
lie
uten
ant
gove
rnor
of
Cal
ifor
nia
reco
gniz
ed t
wo
deca
des
ago,
the
re i
s on
e ce
ntra
l, in
evita
ble
fact
: "If
the
pre
sent
tre
nds
con-
tin
ue, t
he e
mer
ging
eth
nic
grou
ps w
ill c
onst
itute
mor
e th
an h
alf
the
popu
la-
tion
of C
alif
orni
a by
199
0, an
d . .
. [C
alifo
rnia
] w
ill b
ecom
e th
e co
untry
's fi
rst
Thi
rd W
orld
sta
te"
(33:
35).
His
pre
dict
ion
has
beco
me
a re
ality
.
128
Cha
pter
5
Mul
~icu
ltur
al T
eam
Ty
pes o
f Div
ersi
ty i
n T
eam
1
29
The
sto
ry r
efle
cts
the
sam
e pa
ttern
in
oth
er c
itie
s an
d st
ates
in
the
Uni
ted
Stat
es.
Of
the
700,
000
larg
ely
mid
dle-
clas
s C
uban
s w
ho l
eft
Cub
a by
19
78,
mor
e th
an 6
0 p
erce
nt h
ave
sett
led
in D
ade
Cou
nty,
Flo
rida
(2
9:51
). M
ore
than
1.3
mill
ion
Pue
rto
Ric
ans
now
liv
e in
the
gre
ater
New
Y
ork
City
are
a (2
9:55
). H
awai
i ha
s be
com
e a
dom
estic
mic
roco
sm o
f E
aste
rn a
nd W
este
rn c
ultu
res.
M
oreo
ver,
ther
e ha
s be
en a
res
urge
nce
of
ethn
ic s
elf-
iden
tity
amon
g bo
th n
ew i
mm
igra
nts
and
Eur
opea
n po
pula
tions
th
at h
ad s
eem
ed a
ll b
ut a
ssim
ilat
ed (
50).
O
bser
ving
the
se a
nd d
ozen
s of
ot
her
stat
isti
cs,
mul
ticul
tura
lism
has
bec
ome
a do
min
ant
fact
of
dom
estic
lif
e in
the
Uni
ted
Stat
es.
Am
eric
ans
can
no lo
nger
forg
et m
ultic
ultu
ralis
m
nor
rele
gate
it to
the
dom
ain
of g
loba
l man
ager
s an
d di
plom
ats.
P
erha
ps W
illia
m S
omer
set M
augh
am b
est c
aptu
red
the
esse
nce
of d
omes
- tic
mul
ticul
tura
lism
in
1921
in
The Trembling
Leaf
w
hen
he d
escr
ibed
H
awai
i, a
stat
e w
hose
900
,000
res
iden
ts r
epre
sent
29
per
cent
Cau
casi
ans,
27
.5 p
erce
nt J
apan
ese,
18
perc
ent
Haw
aiia
n an
d pa
rt H
awai
ian,
10
per
cent
Fi
lipin
o, 4
.5 p
erce
nt C
hine
se, 1 pe
rcen
t ea
ch K
orea
n, S
amoa
n, a
nd b
lack
, an
d 8 p
erce
nt m
ixed
or
mis
cella
neou
s (2
597)
.
It i
s a
mee
ting
plac
e of
Eas
t an
d W
est,
the
very
new
rub
s sh
ould
ers
with
the
im
mea
sura
bly
old
. . . y
ou h
ave
com
e up
on s
omet
hing
sin
gula
rly
intri
guin
g.
All
thes
e st
rang
e pe
ople
live
clo
se to
eac
h ot
her,
with
diff
eren
t lan
guag
es an
d di
ffer
ent t
houg
hts;
they
bel
ieve
in d
iffer
ent g
ods
and
they
hav
e di
ffer
ent v
al-
ues;
tw
o pa
ssio
ns a
lone
the
y sh
are,
love
and
hun
ger.
And
som
ehow
as
you
wat
ch t
hem
, you
hav
e an
im
pres
sion
of
extra
ordi
nary
vita
lity.
TAS
K G
RO
UP
&
THE
OR
GA
NIZ
AT
ION
IN
MIC
RO
CO
SM
Org
aniz
atio
ns c
onsi
st o
f gr
oups
, an
d gr
oups
for
m t
he b
asic
str
uctu
re o
f or
gani
zatio
ns.
Com
pani
es o
rgan
ize
thei
r em
ploy
ees
into
man
y fo
rms
of
tem
pora
ry a
nd p
erm
anen
t w
ork
grou
ps,
incl
udin
g de
part
men
ts,
offi
ces,
te
ams,
tas
k fo
rces
, su
bcom
mitt
ees,
com
mitt
ees,
com
mis
sion
s, a
nd b
oard
s.
Suc
h gr
oups
var
y in
qua
lity
from
poo
r to
exc
elle
nt, f
rom
tot
ally
unp
rodu
c-
tive
to h
ighl
y pr
oduc
tive.
The
y ca
n es
pous
e so
ciet
ally
des
irab
le v
alue
s an
d go
als,
or s
ocie
ty c
an v
iew
the
ir o
bjec
tives
as
dest
ruct
ive.
The
y ca
n ac
com
- pl
ish
muc
h th
at i
s go
od, o
r th
ey c
an c
ause
gre
at h
arm
. Fr
om t
he o
rgan
iza-
tio
n's
pers
pect
ive,
the
y ca
n be
hig
hly
effe
ctiv
e or
tota
lly in
effe
ctiv
e. T
here
is
not
hing
im
plic
itly
good
or
bad,
or
wea
k or
str
ong,
abo
ut a
gro
up (
38).
T
he p
rodu
ctiv
ity
of a
wor
k gr
oup-
or
team
--de
pend
s on
its
tas
k, i
ts
avai
labl
e re
sour
ces,
and
its
proc
ess.
The
team
's go
al d
efin
es it
s ta
sk, a
nd
this
tas
k ca
n in
volv
e a
deci
sion
, a
reco
mm
enda
tion
, a
proj
ect,
a r
epor
t, an
act
ion,
or
a se
ries
of
acti
ons.
T
he t
eam
's re
sour
ces
incl
ude
the
peo-
pl
e, in
form
atio
n, m
ater
ials
, tim
e, m
oney
, and
ene
rgy
avai
labl
e fo
r ac
com
- pl
ishi
ng a
tas
k.
For
exam
ple,
a t
ask
forc
e m
ay h
ave
thre
e or
fiv
e pe
ople
av
aila
ble;
it
may
hav
e on
e w
eek
or f
our
mon
ths;
it
may
hav
e a
larg
e bu
d-
get o
r no
bud
get
at a
ll;
it m
ay h
ave
unli
mit
ed c
ompu
ter
reso
urce
s or
onl
y ve
ry l
imit
ed a
cces
s.
The
tea
m's
proc
ess
"con
sist
s of
th
e ac
tual
ste
ps
take
n by
an
indi
vidu
al o
r gr
oup
whe
n co
nfro
nted
by
a ta
sk.
It i
nclu
des
all
thos
e in
trap
erso
nal
and
inte
rper
sona
l ac
tion
s by
whi
ch p
eopl
e tr
ans-
fo
rm t
heir
res
ourc
es i
nto
a pr
oduc
t, an
d al
l th
ose
nonp
rodu
ctiv
e ac
tion
s th
at a
re p
rom
pted
by
frus
trat
ion,
com
peti
ng m
otiv
atio
ns,
and
inad
equa
te
unde
rsta
ndin
g" (
57
3).
T
he a
ctua
l pr
oduc
tivi
ty o
f a
team
is
its
pote
ntia
l pr
oduc
tivi
ty m
inus
th
e lo
sses
due
to f
ault
y pr
oces
s (5
7:9)
:
Act
ual
prod
uctiv
ity =
Pot
entia
l pro
duct
ivity
-
Loss
es d
ue t
o fa
ulty
pro
cess
Act
ual
prod
ucti
vity
dep
ends
on
how
wel
l th
e te
am w
orks
tog
ethe
r an
d us
es i
ts r
esou
rces
to a
ccom
plis
h th
e ta
sk.
TYP
ES
OF
DIV
ER
SIT
Y I
N T
EA
MS
Tea
m m
embe
rs c
an h
ave
very
sim
ilar
or q
uite
dif
fere
nt b
ackg
roun
ds,
per-
sp
ecti
ves,
and
trai
ning
(9).
Alth
ough
div
ersi
ty c
an r
efer
to m
any
char
ac-
teri
stic
s (g
ende
r, r
ace,
~ro
fess
ion
, natio
nalit
y, a
ge,
and
expe
rien
ce),
thi
s ch
apte
r fo
cuse
s on
cul
tura
l di
ffer
ence
s (6
5).
The
refo
re t
eam
s w
ith a
ll
mem
bers
from
the
sam
e cu
ltur
e ar
e re
ferr
ed to
as
hom
ogen
eous
and
thos
e w
ith m
ore
than
one
cul
ture
as
mul
ticu
ltur
al.
Mul
ticu
ltur
al t
eam
s ca
n be
di
vide
d in
to th
ree
type
s: t
hose
with
a s
ingl
e m
embe
r fr
om a
noth
er c
ultu
re
(tok
en t
eam
s),
thos
e w
ith m
ulti
ple
mem
bers
rep
rese
ntin
g tw
o cu
ltur
es
(bic
ultu
ral t
eam
s),
and
thos
e w
ith m
embe
rs f
rom
thr
ee o
r m
ore
cult
ures
(l
itera
lly,
mul
ticu
ltur
al t
eam
s).
Ho
mo
ge
ne
ou
s T
eam
s
In
hom
ogen
eous
te
ams,
al
l m
embe
rs
shar
e a
sim
ilar
ba
ckgr
ound
. H
omog
eneo
us t
eam
mem
bers
gen
eral
ly p
erce
ive,
int
erpr
et,
and
eval
uate
130
Cha
pter
5
Mul
ticul
tura
l Te
ams
Cul
tura
l Diversity3
Impa
ct o
n Te
ams
131
the
wor
ld m
ore
sim
ilar
ly t
han
do m
embe
rs o
f he
tero
gene
ous
team
s.
For
ex
ampl
e, a
tea
m o
f m
ale
Fin
nish
ban
kers
is h
omog
eneo
us, b
ased
on
gen-
de
r, c
ultu
re,
and
prof
essi
on.
A t
eam
of
Mex
ican
and
Pan
aman
ian
stoc
k-
brok
ers
is p
rofe
ssio
nall
y, b
ut n
ot c
ultu
rall
y, h
omog
eneo
us.
To
ke
n T
ea
ms
In t
oken
tea
ms
all
but
one
mem
ber
com
es f
rom
the
sam
e ba
ckgr
ound
. F
or e
xam
ple,
in a
tea
m o
f A
ustr
alia
n la
wye
rs a
nd o
ne B
riti
sh a
ttor
ney,
the
B
riti
sh a
ttor
ney
wou
ld b
e th
e to
ken
mem
ber.
In
suc
h a
toke
n te
am,
the
Bri
tish
att
orne
y w
ould
pro
babl
y se
e an
d un
ders
tand
sit
uati
ons
som
ewha
t di
ffer
entl
y fr
om t
he A
ustr
alia
ns.
In t
he l
ast
deca
de,
mal
e m
anag
emen
t te
ams
bega
n to
pay
con
side
rabl
e at
tent
ion
to t
he fe
w t
oken
fem
ale
mem
- be
rs.
Tod
ay m
any
corp
orat
ions
foc
us s
igni
fica
ntly
mor
e at
tent
ion
on t
he
cont
ribu
tion
s of
the
ir t
oken
eth
nic
mem
bers
.
Bic
ult
ura
l T
ea
ms
In b
icul
tura
l te
ams
two
or m
ore
mem
bers
rep
rese
nt e
ach
of t
wo
dist
inct
cu
ltur
es;
for
exam
ple,
a f
ifty
-fif
ty
part
ners
hip
betw
een
Per
uvia
ns a
nd
Bol
ivia
ns, o
r a
task
for
ce c
ompo
sed
of S
audi
Ara
bian
and
Jor
dani
an m
an-
ager
s, o
r a
com
mit
tee
wit
h se
ven
Spa
nish
and
thr
ee P
ortu
gues
e ex
ecu-
ti
ves.
Bic
ultu
ral
team
s m
ust
cont
inua
lly
reco
gniz
e an
d in
tegr
ate
the
per-
sp
ecti
ves
of b
oth
repr
esen
ted
cult
ures
.
Mu
ltic
ult
ura
l T
ea
ms
In m
ulti
cult
ural
tea
ms,
mem
bers
rep
rese
nt t
hree
or
mor
e et
hnic
bac
k-
grou
nds.
U
nite
d N
atio
ns a
genc
ies
offe
r go
od e
xam
ples
of
mul
ticu
ltur
al
orga
niza
tion
al s
truc
ture
s, a
s d
o t
he c
omm
itte
es o
f th
e E
urop
ean
Uni
on
(EU
) an
d th
e A
ssoc
iati
on o
f S
outh
east
Asi
an N
atio
ns (
ASE
AN
).
Tod
ay,
an i
ncre
asin
g nu
mbe
r of
cor
pora
te t
ask
forc
es a
re g
loba
lly
dist
ance
d te
ams-
that
is
, te
ams
com
pose
d of
m
embe
rs f
rom
aro
und
the
wor
ld
who
mee
t el
ectr
onic
ally
. A
ltho
ugh
ofte
n m
oder
ated
by
the
econ
omic
an
d po
liti
cal
pow
er
stru
ctur
e of
th
e re
pres
ente
d m
embe
rs,
mul
ti-
lltu
ral
team
s, t
o w
ork
effe
ctiv
ely,
sho
uld
reco
gniz
e an
d in
tegr
ate
all
:pre
sent
ed c
ultu
res.
A
lthou
gh l
ittl
e re
sear
ch e
xist
s de
scri
bing
cro
ss-c
ultu
ral
inte
ract
ion
with
- in
wor
k te
ams,
the
re h
as b
een
cons
ider
able
res
earc
h on
the
con
diti
ons
for
effe
ctiv
e te
am f
unct
ioni
ng w
ithin
the
Uni
ted
Stat
es (2
1;23
;31;
39;4
2;57
;64)
. A
siz
able
lite
ratu
re a
lso
exis
ts d
escr
ibin
g te
am b
ehav
ior
in c
ount
ries
aro
und
the
wor
ld (
ofte
n w
ith A
mer
ican
com
pari
sons
) (5
5).
Stu
dies
incl
ude
rese
arch
on s
uch
dive
rse
peop
les
as H
ispa
nics
(15)
, bla
ck a
nd w
hite
Am
eric
ans
(52)
, In
dian
s (6
;46)
, Hon
g K
ong
and
Am
eric
an C
hine
se (4
7), L
eban
ese
(17)
, New
Z
eala
nder
s (7
), A
rabs
(13
), C
anad
ians
(56
), B
riti
sh (
4l),
Sou
th A
fric
ans,
N
iger
ians
, Fi
lipi
nos
(22)
, and
Japa
nese
(14;
48).
As
with
oth
er ty
pes
of o
rga-
ni
zatio
nal
beha
vior
, re
sear
ch h
as d
emon
stra
ted
that
the
beh
avio
r of
peo
ple
in w
ork
team
s va
ries
acr
oss
cult
ures
.
CU
LTU
RA
L D
IVE
RS
ITY
'S
IMP
AC
T O
N T
EA
MS
Cul
tura
l div
ersi
ty c
an h
ave
posi
tive
and
neg
ativ
e im
pact
s on
team
s (3
6;43
; 4;
45;6
2;63
).
Div
ersi
ty a
ugm
ents
pot
enti
al p
rodu
ctiv
ity
whi
le g
reat
ly
incr
easi
ng t
he c
ompl
exit
y of
the
pro
cess
tha
t m
ust
occu
r fo
r th
e te
am t
o re
aliz
e it
s fu
ll p
oten
tial
(57
:107
).
Mul
ticu
ltur
al t
eam
s ha
ve m
ore
pote
ntia
l fo
r hig
her
prod
ucti
vity
tha
n do
hom
ogen
eous
team
s, b
ut th
ey a
lso
bear
the
risk
of
grea
ter
loss
es d
ue
to f
ault
y pr
oces
s.
As
show
n in
the
fol
low
ing
mod
el,
the
actu
al p
rodu
ctiv
ity
of m
ulti
cult
ural
tea
ms
can
ther
efor
e be
hi
ghel
; lo
wer
, or
the
sam
e as
that
of
sing
le-c
ultu
re t
eam
s:
Act
ual
-
Pot
entia
l Lo
sses
due
to
' Or pr
oduc
tivity
- I t
' pro
duct
ivity
- It
' faulty
pro
cess
For
exam
ple,
mul
ticu
ltur
al t
eam
s ca
n ha
ve m
any
pers
pect
ives
on
a si
tu-
atio
n (t
hus
incr
easi
ng ~
ote
nti
al ~ro
duct
ivit
y) (4
0),
but
they
fre
quen
tly
expe
rien
ce g
reat
er d
iffi
cult
y in
inte
grat
ing
and
eval
uati
ng th
ese
pers
pec-
ti
ves
(thu
s ca
usin
g lo
sses
in
prod
ucti
vity
du
e to
fau
lty
proc
ess)
.
Pro
cess
Lo
sses
in
Cu
ltu
rall
y D
ive
rse
Te
am
s
Div
ersi
ty m
akes
tea
m f
unct
ioni
ng m
ore
diff
icul
t be
caus
e it
bec
omes
mor
e di
ffic
ult
to s
ee si
tuat
ions
in s
imil
ar w
ays,
und
erst
and
them
in
sim
ilar
way
s,
and
act o
n th
em in
sim
ilar
way
s. D
ivel
sity
mak
es r
each
ing
agre
emen
t mor
e di
ffic
ult.
Em
ploy
ees f
rom
the
sam
e cu
ltur
e ar
e ge
nera
lly
easi
er to
man
age;
th
ey c
omm
unic
ate
with
eac
h ot
her
mor
e cl
earl
y an
d tr
ust
each
oth
er m
ore
read
ily.
In c
ultu
rall
y di
vers
e te
ams,
mis
perc
epti
on, m
isin
tel-
pret
atio
n, m
is-
eval
uati
on,
and
mis
com
mun
icat
ion
abou
nd (
see
Cha
pter
3).
S
tres
s le
vels
in
crea
se,
with
mul
ticu
lt~
~ra
l team
s m
ore
freq
uent
ly d
isag
reei
ng i
mpl
icit
ly
and
expl
icit
ly o
n ex
pect
atio
ns, t
he a
ppro
pria
tene
ss o
f re
leva
nt in
form
atio
n,
132
Cha
pter
5
Mul
ticul
tura
l te
am^
Cul
tura
l Div
ersi
ty's
Impa
ct o
n Te
ams
133
and
the
need
for
par
ticu
lar
deci
sion
s.
Div
ersi
ty i
ncre
ases
the
am
bigu
ity,
com
plex
ity,
and
inhe
rent
con
fusi
on i
n th
e te
am's
proc
ess
(see
Cha
pter
4,
Tab
le 4
-1).
T
hese
pro
cess
los
ses
dim
inis
h pr
oduc
tivi
ty (
34;3
6).
Coh
esiv
enes
s in
volv
es t
he a
bili
ty o
f in
divi
dual
tea
m m
embe
rs to
act
as
one;
the
abi
lity
of
team
mem
bers
, w
hen
nece
ssar
y, t
o pe
rcei
ve,
inte
rpre
t,
and
act
on t
he t
ask
at h
and
in s
imil
ar o
r m
utua
lly
agre
ed u
pon
way
s.
Bec
ause
the
y be
gin
with
a l
ess
subs
tant
ial
base
of
sim
ilar
ity,
mul
ticu
l-
tura
l te
ams
are
init
iall
y le
ss c
ohes
ive
than
mos
t ho
mog
eneo
us t
eam
s.
As
show
n in
Tab
le 5
-1,
the
high
er le
vels
of
mis
trus
t, m
isco
mm
unic
a-
tion,
and
str
ess
pres
ent
in m
ulti
cult
ural
tea
ms
dim
inis
h co
hesi
on.
Mor
e im
port
antl
y, t
hese
att
itud
inal
and
per
cept
ual
com
mun
icat
ion
prob
lem
s al
so fr
eque
ntly
dim
inis
h pr
oduc
tivity
. T
he m
ain
proc
ess
prob
lem
s ex
peri
- en
ced
by m
illt
icul
tura
l te
ams
are
disc
usse
d in
the
follo
win
g se
ctio
n.
Aff
itu
din
al P
rob
lem
s: D
islik
e a
nd
Mis
tru
st
Cul
tura
lly
dive
rse
team
s po
sses
s hi
gher
lev
els
of m
istr
ust
than
do
thei
r m
ore
hom
ogen
eous
cou
nter
part
s.
Tea
m m
embe
rs o
ften
fin
d th
emse
lves
Tab
le 5
- 1
Adv
anta
ges
and
Dis
adva
nta
ges
of
Div
ersi
ty i
n M
ult
icu
ltu
ral
Tea
ms
Adv
anta
ges
Dis
adva
nta
ges
Diu
ersi
ty p
erm
its i
ncre
ased
cre
c~th
,ity
Wid
er ra
nge
of pe
lspe
ctiv
e M
ore
and
l~tt
er idea
s Less gr
oq~h
ink
Dkr
sity
forc
es e
nhan
ced
conc
entn
uion
lo
unde
rsta
nd o
ther
s'
Idea
s M
eani
ngs
Arg
umen
ts
Dkr
sily
ccu
ues a
lack
of c
olre
sion
M
ishus
t Lo
wer
inte
rper
sona
l atla
ctiv
enes
s St
ereo
tjpin
g M
ore
with
in-c
ultu
re co
nver
satio
ns
Misc
omm
unic
atio
n Sl
ower
spee
c,h: N
onna
tive s
peak
m an
d hs
~o
n
p~
hle
m
Less
acc
urac
y S
tress
M
ore
coun
terp
duct
ive
beha
vior
k di
sagr
eenl
ent o
n co
nten
t Te
nsio
n
Iner
euse
d cr
eativ
ity c
un le
ad t
o La
ck o
f col
resi
ori c
crus
es c
tn it
mbi
ldy
to
Bet
ter p
robl
em d
efin
ition
V
alid
ate
idea
s and
peo
ple
Mor
e al
tern
ativ
es
Agr
ee w
hen
agre
emen
t is
need
ed
Bet
ter s
olut
ions
G
ain
cons
ensu
s on
deci
sion
s
Bet
ter d
ecis
ions
Ta
ke c
once
rted
actio
n
T --
----
- L
Tem
ns c
an b
ecom
e
less
att
ract
ed to
peo
ple
from
oth
er c
ultu
res
than
to
thos
e fr
om t
heir
ow
n cu
ltur
e (5
9).
For
exam
ple,
res
earc
hers
in
Bel
gium
fou
nd W
allo
on a
nd
Flem
ish
indi
vidu
als
spea
king
mor
e fr
eque
ntly
to
coll
eagu
es o
f th
eir
own
than
of
the
oppo
site
cul
ture
(51
).
Mis
trus
t, ho
wev
er,
resu
lts
prim
aril
y fr
om c
ross
-cul
tura
l m
isin
terp
reta
tion
rat
her
than
dis
like
. F
or e
xam
ple,
m
any
Indi
an e
mpl
oyee
s lo
ok d
own
whe
n ac
know
ledg
ing
auth
orit
y, a
n
atti
tude
tha
t m
any
Eur
opea
n an
d N
orth
Am
eric
an m
anag
ers
mis
inte
rpre
t as
unt
rust
wor
thin
ess.
A
s a
resu
lt t
hese
Eur
opea
n an
d N
orth
Am
eric
an
man
ager
s m
ay f
ail t
o de
velo
p su
ffic
ient
trus
t in
thei
r In
dian
col
leag
ues
to
dele
gate
or
shar
e m
ore
than
tri
vial
res
pons
ibil
itie
s.
Per
cep
tual
Pro
ble
ms:
Ste
reo
typ
ing
T
eam
mem
bels
oft
en in
appr
oplia
tely
ste
reot
ype
colle
ague
s fro
m o
ther
cul
ture
s ra
ther
than
acc
urat
ely
seei
ng a
nd a
sses
sing
thei
r sk
ills
and
pote
ntia
l co
nhib
u-
tions
for a
ccom
plis
hing
a p
artic
ular
task
(18
). Fo
r in
stan
ce, w
hen
som
e m
em-
bers
com
e fr
om h
ighe
r st
atus
cul
ture
s an
d ot
hers
fro
m l
ower
sta
tus
cultu
res,
te
am m
embe
rs te
nd to
talk
mor
e to
thos
e fr
om th
e hi
gher
sta
tus c
ultu
res.
The
y as
sum
e, u
sual
ly s
ubco
nsci
ousl
y, t
hat
natio
nal
ster
eoty
pes
appl
y to
eac
h in
di-
! vi
dual
in
the
team
. T
hus,
in
initi
al m
eetin
gs t
eam
mc
mbe
is f
requ
ently
jud
ge
thos
e co
lleag
ues
from
the
mos
t dev
elop
ed a
nd e
cono
mic
ally
str
onge
st c
ount
ries
m
ore
favo
rabl
y (1
8).
On
one
part
icul
ar m
anag
emen
t tea
m, m
embe
rs a
ssum
ed
that
thei
r Am
eric
an c
olle
ague
s ha
d m
ore
tech
nolo
gica
l exp
ertis
e th
an d
id th
eir
Mor
occa
n co
lleag
ues
sim
ply
beca
use
Mor
occo
is a
n ec
onom
ical
ly a
nd te
chno
- lo
gica
lly l
ess
deve
lope
d co
utiti
y.
In a
par
alle
l si
tuat
ion,
an
Indi
an m
anag
er
desc
ribe
d th
e la
ck o
f re
spec
t gr
ante
d hi
m b
y m
any
of h
is B
ritis
h co
lleag
ues
who
, he
belie
ved,
"as
sum
e th
at I
am
und
erde
velo
ped
sim
ply
beca
use
I co
me
from
an
econ
omic
ally
und
erde
velo
ped
coun
tly."
B
oth
the
initi
al s
tere
otyp
e and
th
e In
dian
's re
sulti
ng fr
ustr
atio
n di
min
ishe
d th
e te
am's
pl-o
duct
ivity
.
Co
mm
un
icat
ion
Pro
ble
ms:
Inac
cura
cy,
Mis
un
der
stan
din
g,
Inef
fici
ency
D
iver
sitv
cau
ses
com
mun
icat
ion
~ro
ble
ms (5
7).
It s
low
s do
wn
com
mun
i-
. ,
cati
on w
hen
all
mem
bers
do
not
flue
ntly
spe
ak t
he t
eam
's w
orki
ng l
an-
guag
e (2
4).
In l
jngu
isti
call
y di
vers
e gr
oups
, so
me
mem
bers
mus
t us
e a
fore
ign
lang
uage
or
empl
oy a
n in
terp
rete
r.
In b
oth
case
s co
mm
unic
atio
n sp
eed
decr
ease
s an
d th
e ch
ance
s fo
r er
rors
inc
reas
e as
com
pare
d w
ith
team
s in
whi
ch a
ll m
embe
rs a
re n
ativ
e sp
eake
rs of
the
sam
e la
ngua
ge (2
4).
Tea
m m
embe
rs f
rom
dif
fere
nt c
ultu
res
ofte
n di
sagr
ee o
ver
impo
rtan
t m
eani
ngs,
suc
h as
the
caus
es o
f eve
nts,
the
dete
rmin
atio
n of
adm
issi
ble
evi-
de
nce,
the
rel
evan
ce o
f sp
ecif
ic i
nfor
mat
ion,
and
the
pos
sibl
e co
nclu
sion
s
- - -
-
--
13
6
Cha
pter
5
M~
~lt
icul
tura
l Teams
thei
r po
tent
ial
whe
n th
ey a
dequ
atel
y m
anag
e th
e pr
oces
s pr
oble
ms
asso
- ci
ated
with
div
ersi
ty.
For
exa
mpl
e, a
s de
scri
bed
by a
man
ager
in
a Sw
edis
h ph
arm
aceu
tica
l fi
rm:
Prod
uct
desi
gn w
as t
radi
tiona
lly c
arri
ed o
ut a
t ou
r St
ockh
olm
hea
dqua
rter
s.
Onc
e, b
y ac
cide
nt o
r de
sign
, we
brou
ght
in a
n in
tern
atio
nal t
eam
to
disc
uss
the
desi
gn o
f a n
ew a
llerg
y pr
oduc
t. D
ue to
ext
rem
e di
ffer
ence
s in
opi
nion
on
wha
t co
nstit
utes
goo
d m
edic
al p
ract
ice,
the
tea
m d
esig
ned
the
new
pro
duct
w
ith m
axim
um fl
exib
ility
to s
uit t
he m
ajor
dem
ands
of e
ach
coun
try.
Lat
er w
e di
scov
ered
tha
t th
is f
lexi
bilit
y w
as a
gre
at a
dvan
tage
in
deve
lopi
ng a
nd m
ar-
ketin
g in
tern
atio
nally
com
petit
ive
prod
ucts
."
Lim
ited
"G
rou
pth
in k"
G
roup
thin
k de
scri
bes
"a m
ode
of t
hink
ing
that
peo
ple
enga
ge i
n w
hen
they
are
dee
ply
invo
lved
in
a c
ohes
ive
in-g
roup
, w
hen
the
mem
bers
' st
rivi
ng fo
r un
anim
ity
over
ride
s the
ir m
otiv
atio
n to
rea
list
ical
ly a
ppra
ise
alte
rnat
ive
cour
ses
of a
ctio
n. . . .
Gro
upth
ink
refe
rs t
o a
dete
rior
atio
n of
m
enta
l ef
fici
ency
, re
alit
y te
stin
g, a
nd m
oral
jud
gmen
t th
at r
esul
ts f
rom
in
-gro
up p
ress
ures
" (3
0:9)
. G
roup
thin
k co
nsti
tute
s on
e of
th
e m
ajor
so
urce
s of
ine
ffec
tive
ness
in
team
s.
The
thre
e m
ajor
sym
ptom
s of
gro
upth
ink
are
(30)
: ov
eres
tim
ates
of
the
team
's po
wer
and
mor
ality
, clo
sed-
min
dedn
ess,
and
pre
ssur
es to
war
d un
i-
form
ity.
Com
pare
d w
ith t
heir
sin
gle-
cult
ure
coun
terp
arts
, m
ulti
cult
ural
te
ams
are
less
like
ly to
pre
mat
urel
y ag
ree
on a
dec
isio
n. T
hey
are
less
like
- ly
to ta
ke p
art i
n su
ch c
ount
erpr
oduc
tive
gro
upth
ink
beha
vior
s as
(30:
175)
:
1.
Sel
f-ce
nsor
ship
of
devi
atio
ns f
rom
the
app
aren
t te
am c
onse
nsus
, re
flec
ting
eve
ry m
embe
r's i
ncli
nati
on t
o m
inim
ize
to t
hem
selv
es t
he
impo
rtan
ce o
f th
eir
doub
ts a
nd c
ount
erar
gum
ents
. 2.
A
shar
ed U
usi
on
of
un
anim
ity
con
cern
ing
judg
men
ts c
onfo
rmin
g to
the
maj
orit
y vi
ew (
part
ly r
esul
ting
fro
m s
elf-
cens
orsh
ip o
f de
via-
ti
ons,
aug
men
ted
by t
he f
alse
ass
umpt
ion
that
sil
ence
mea
ns c
onse
nt).
3.
D
irec
t p
ress
ure
on
any
mem
ber
who
exp
ress
es s
tron
g ar
gum
ents
ag
ains
t an
y of
th
e te
am's
ster
eoty
pes,
ill
usio
ns,
or c
omm
itm
ents
, m
akin
g cl
ear
that
thi
s ty
pe o
f di
ssen
t is
con
trar
y to
wha
t is
exp
ecte
d of
all
loya
l m
embe
rs.
4.
The
em
erge
nce
of s
elf-
appo
inte
d m
.ind
guar
ds-m
embe
rs
who
pro
- te
ct t
he t
eam
fro
m a
dver
se in
form
atio
n th
at m
ight
sha
tter
thei
r sh
ared
co
mpl
acen
cy a
bout
the
eff
ecti
vene
ss a
nd m
oral
ity
of t
heir
dec
isio
ns.
Con
di~i
ons fo
r E
arn
Eff
ectiv
enes
s 1
37
The
con
sequ
ence
s of
gr
oupt
hink
in
clud
e in
com
plet
ely
surv
eyin
g ob
ject
ives
and
alt
erna
tive
s, f
ailu
re to
exa
min
e ri
sks
of p
refe
rred
cho
ices
, fa
ilur
e to
re
appr
aise
ini
tial
ly
reje
cted
al
tern
ativ
es,
poor
in
form
atio
n se
arch
, se
lect
ive
bias
in
proc
essi
ng t
he i
nfor
mat
ion
at h
and,
and
fai
lure
to
wor
k ou
t co
ntin
genc
y pl
ans
(30:
175)
. M
ulti
cult
ural
tea
ms
find
the
m-
selv
es le
ss s
usce
ptib
le t
o gr
oupt
hink
bec
ause
the
y ar
e le
ss li
kely
to
sub-
co
nsci
ousl
y li
mit
thei
r pe
rspe
ctiv
es, i
deas
, co
nclu
sion
s, a
nd d
ecis
ions
to
that
of
the
maj
orit
y or
team
lea
ders
hip.
CO
ND
ITIO
NS
FO
R T
EA
M E
FFE
CTI
VE
NE
SS
Mul
ticu
ltur
al t
eam
s ha
ve t
he p
oten
tial
to b
ecom
e th
e m
ost
effe
ctiv
e an
d pr
oduc
tive
te
ams
in a
n o
rgan
izat
ion.
U
nfor
tuna
tely
, th
ey f
requ
entl
y be
com
e th
e le
ast
prod
ucti
ve.
Fig
ure
5-3
show
s th
e re
lati
ve p
rodu
ctiv
ity
of a
ser
ies
of f
our-
to
six-
mem
ber
prob
lem
-sol
ving
tea
ms.
C
ultu
rall
y
dive
rse
team
s te
nd t
o be
com
e ei
ther
the
mos
t or
the
lea
st e
ffec
tive
, w
here
as s
ingl
e-cu
ltur
e te
ams
tend
to
be a
vera
ge (
35).
W
hat
diff
eren
ti-
ates
the
mos
t fr
om t
he l
east
eff
ecti
ve te
ams?
W
hy a
re c
ultu
rall
y di
vers
e te
ams
eith
er m
ore
or l
ess
effe
ctiv
e th
an s
ingl
e-cu
ltur
e te
ams
but
rare
ly
equa
lly
effe
ctiv
e?
Fig
ure
5-3
Tea
m E
ffec
tive
ness
High
ly In
effe
ctiv
e Av
enge
Ef
fect
ivene
ss
Effe
ctiv
e Hi
ghh
I I So
urce
: R
ased
011
1
)~
C
arol
K
ovac
ll's
rr?i
rarc
.lr c
~olr
ducl
rd al
tlr
r (;
riltl
uale
sc
1100
1 of
\lana
prln
enl,
Un
iver
si~~
or
Cal
iforn
ia a1
Los
Ang
eles
(UC
LA
).
138
Cha
pter
5
/\ful
~icr
cltu
~ral
Team
s (;
ondi
tiorl
.s fo
r Tr
am &
[fec
ti~:e
ne.s
s 13
9
Hig
hly
proc
luct
ive
ancl
les
s pr
orlu
ctiv
e te
ams
diff
er in
how
the
y m
an-
ge t
heir
cliv
ersi
ly,
not,
as i
s co
mm
only
bel
ieve
d,
in t
lie p
rese
nce
or
abse
nce
of d
iver
sity
. W
hen
wel
l m
anag
ed,
dive
rsit
y be
com
es a
n as
set
and
prod
ucti
ve r
esou
rce
for
the
team
(6;
19;2
7;36
;43;
44*;
49:6
1). W
hen
igno
red,
div
ersi
ty c
ause
s pr
oces
s pr
oble
ms
that
dim
inis
h th
e te
am's
pro-
du
ctiv
ity.
Sin
ce d
iver
sity
is
mor
e fr
eque
ntly
ign
ored
tha
n w
ell
man
aged
(s
ee C
hapt
er 4
), c
ultu
rall
y di
vers
e te
ams
ofte
n pe
rfor
m b
elow
exp
ecta
- tio
ns a
nd b
elow
org
aniz
atio
nal
norm
s.
As
show
n in
Tab
le 5
-2,
a m
ulti
cult
ural
tea
m's
prod
uctiv
ity d
epen
ds o
n .s
task
, sta
ge o
f de
velo
pmen
t, an
d th
e w
ays
in w
hich
its
div
ersi
ty is
man
- ge
d.
Div
ersi
ty b
ecom
es m
ost
valu
able
whe
n th
e ne
eds
for
agre
emen
t (c
ohes
ion)
rem
ain
low
rel
ativ
e to
the
nee
ds f
or i
nven
tion
(cr
eati
vity
) and
w
hen
crea
tivi
ty a
nd a
gree
men
t ca
n be
bal
ance
d. T
he t
eam
lea
der
n~
ust
ac
cura
tely
ass
ess
each
sit
uati
on a
nd e
mph
asiz
e th
ose
aspe
cts
that
bes
t fit
tlie
team
's go
als,
obj
ecti
ves,
and
cur
rent
tas
k.
Tas
k:
Inn
ovati
ve o
r R
ou
tin
e
Whe
ther
and
how
muc
h di
vers
ity
is d
esir
able
dep
ends
on
the
natu
re o
f th
e te
am's
task
. W
hen
a ta
sk r
equi
res
team
mem
bers
to
pelf
orm
hig
hly
spe-
ci
aliz
ed r
oles
, it
is u
sual
ly m
ore
adva
ntag
eous
to
have
a d
iver
se t
eam
. W
hen
evel
yone
mus
t do
exa
ctly
the
sam
e th
ing,
it
is g
ener
ally
eas
ier
if m
embe
rs t
hink
and
beh
ave
sim
ilar
ly (
57:1
06).
F
or e
xam
ple,
cor
pora
te
cons
ulti
ng t
eam
s ge
nera
lly w
ork
mos
t ef
fect
ivel
y w
hen
they
inc
lude
man
y pe
cial
ities
-fin
ance
, m
arke
ting
, pro
duct
ion,
and
str
ateg
y ex
pert
s. T
eam
s ss
embl
ing
radi
os,
on t
he o
ther
han
d, g
ener
ally
pel
form
bet
ter
whe
n al
l le
mbe
rs h
ave
he
sam
e le
vel
of m
anua
l de
xler
ity a
nd c
oord
inat
ion.
Fo
r so
me
task
s th
e ab
ility
of
the
mos
t or
the
lea
st c
ompe
tent
mem
ber
eter
min
es d
ie te
am's
pote
ntia
l pr
oduc
tivity
. Fo
r ot
her
task
s th
e co
mbi
na-
..on
of t
he a
bili
ties
of
all
mem
bers
det
erm
ines
the
tea
m's
pote
ntia
l pr
oduc
- tiv
ity.
For
exam
ple,
if a
man
ager
dec
ides
to g
ive
empl
oyee
s a
bonu
s ba
sed
on t
he b
est
empl
oyee
's pe
rfor
man
ce, t
he te
am w
ill f
ocus
on
help
ing
the
best
em
ploy
ee p
erfo
rm o
uts~
andi
ngly
. Oly
mpi
c te
ams
wor
k in
thi
s w
ay: a
cou
n-
try r
ecei
ves
the
gold
med
al f
or a
n in
divi
dual
eve
nt b
ased
on
the
perf
or-
man
ce o
f its
top
mem
ber.
A
ltern
ativ
ely,
if a
man
ager
dec
ides
to g
ive
the
enti
re d
epar
tmen
t a
bonu
s ba
sed
on t
he b
est
pelf
orm
ance
of
the
wor
st
empl
oyee
(th
at i
s, b
ased
on
all
empl
oyee
s, i
nclu
ding
the
wo
~st
, exce
edin
g a
cert
ain
min
imal
lev
el),
the
team
will
att
empt
to i
ncre
ase
the
prod
uctiv
ity
of t
he w
eak
es~
mem
ber.
Thi
s ap
proa
ch r
efle
cts
the
philo
soph
y be
hind
the
sa
ying
"A c
hain
is
only
as
stro
ng a
s it
s w
eake
st li
nk."
A
ltern
ativ
ely,
a m
an-
ager
mig
ht c
hoos
e to
giv
e al
l eni
ploy
ees
a bo
nus
base
d on
the
dep
artm
ent's
Tab
le 5
-2
Eff
ecti
vely
Mcc
~ta
gin
g Div
ersi
ty
Eff
ecti
ve
Ir~
effe
ctiv
e
Tusk
In
nova
tive
Stag
e D
iver
genc
e (e
arlie
r)
Rou
tine
Con
verg
ence
(la
ter)
Cor
~dit
ions
D
iffe
rmc-
es re
cogn
izrt
l D
iffe
renc
es ig
norr
d H
enlh
ers
sele
c:te
tl fo
r bas
k-re
late
d iv
len1
l)er s
elec
tetl
on I
mis
or
abili
ties
ethn
icity
M
utua
l re
spec
t Et
hnoc
entr
ism
E
qual
pow
er
Cul
tura
lism
tlom
inan
ce
Supe
rort
linat
e go
al
Intli
vitlu
al g
oals
Ex
tern
al f
eetlb
ack
No
feed
back
(co
mpl
ete
auto
nom
y)
aver
age
pro
d~
~c~
ivi~
y.
In t
his
case
all
depa
rtm
ent m
embe
rs m
ust
indi
vidu
al-
ly a
nd c
olle
ctiv
ely
stri
ve to
per
form
as
wel
l as
poss
ible
. Fi
rms
ofle
n as
sess
m
anag
ers
usin
g th
is a
vera
ge s
chem
e: m
anag
ers'
per
form
ance
app
rais
als
depe
nd o
n th
eir
depa
rtm
ent's
ove
rall
(or
aver
age)
pro
duct
ivity
. In
som
e fi
nns
man
ager
s al
low
em
ploy
ees
to s
elec
t a
rew
ard
syst
em.
111 t
his
case
m
embe
rs o
f eac
h de
part
men
t ass
ess
the
rang
e of
abi
liti
es w
ithin
the
depa
rt-
men
t an
d se
lect
a r
ewar
d sc
hem
e ac
cord
ingl
y.
Cul
tura
l di
vers
ity
prov
ides
the
big
gest
pot
enti
al b
enef
it t
o te
ams
with
ch
alle
ngin
g ta
sks
\hat
req
uire
inn
ovat
ion.
D
iver
sity
bec
omes
les
s he
lp-
ful
whe
n em
ploy
ees
are
wor
king
on
sim
ple
task
s in
volv
ing
repe
titi
ve o
r ro
utin
e pr
ocec
lure
s.
With
the
acl
vent
of
robo
ts a
nd c
ompu
ter-
aide
d m
an-
ufac
turi
ng t
he p
ropo
rtio
n of
cha
llen
ging
, no
nrou
tine
tas
ks i
ncre
ases
as
does
the
nee
d fo
r an
d va
lue
of d
iver
sity
. In
gen
eral
, di
vers
ity
beco
mes
m
ore
valu
able
dur
ing
the
plan
ning
and
dev
elop
men
t ph
ases
of
proj
ects
(t
he "
wor
k" s
tage
ref
erre
d to
in
the
next
sec
tion
) an
d le
ss h
elpf
ul d
urin
g th
e im
plem
enta
tion
pha
se (
the
"act
ion"
sta
ge).
The
mor
e se
nior
the
team
m
embe
rs,
the
mor
e li
kely
they
are
to b
e w
orki
ng o
n ch
alle
ngin
g, in
nova
- tiv
e pr
ojec
ts a
nd, t
here
fore
, the
mor
e li
kely
they
are
to b
enef
it f
rom
div
er-
sity
. W
ell-
man
aged
div
ersi
ty h
as t
here
fore
bec
ome
extr
emel
y va
luab
le
for
seni
or e
xecu
tive
tea
ms
both
with
in a
nd a
cros
s or
gani
zati
ons.
Sta
ges
: E
ntr
y, W
ork
, an
d A
ctio
n
Wor
k te
ams
prog
ress
thr
ough
thr
ee b
asic
sta
ges:
en
t~y
, wor
k, a
nt1
actio
n.
Ear
ly in
its
life
, a te
am m
ust d
evel
op c
ohes
iven
ess.
Mem
bers
nee
d L
O be
gin
to k
now
and
to
tri~
st ea
ch o
ther
. A
fter
thi
s in
itial
en
t~y
stag
e, c
reat
ivity
be
com
es c
enlr
al.
The
tea
m m
usl
crea
le w
ays
of d
efin
ing
its o
bjec
tives
, ga
ther
ing
and
anal
yzin
g in
form
atio
n, a
nd d
evel
opin
g al
tern
ativ
e fo
rms
of
140
Cha
pter
5
MuL
ticz~
L1c~
raL G
ums
1
~kf
anug
ing C
ultu
rall
y Diverse
Team
s 14
1
actio
n. A
lthou
gh te
ndin
g to
hin
der
the
team
's in
itial
dev
elop
n~en
t, dive
rsity
be
com
es m
ost
valu
able
dur
ing
this
wor
k st
age.
T
he t
eam
nee
ds c
reat
ivity
(f
acili
tate
d by
div
erge
nce)
to s
ucce
ed.
Dur
ing
the
thir
d an
d fi
nal s
tage
, con
- ve
rgen
ce a
gain
bec
omes
im
port
ant.
Tea
ms
need
to
agre
e, o
r co
nver
ge,
on
whi
ch d
ecis
ions
and
act
ions
to t
ake.
C
ohes
ion,
not
cre
ativ
ity, f
oste
rs a
gree
- m
ent.
Tab
le 5
-3 s
~~
mm
ariz
es
som
e of
the
adv
anta
ges
and
disa
dvan
tage
s ca
used
by
dive
rsity
at
each
sta
ge o
f th
e te
am's
deve
lopm
ent.
En
try:
In
itia
l T
eam
Fo
rmat
ion
In
the
ini
tial
sta
ge,
team
mem
bers
nee
d to
dev
elop
rel
atio
nshi
ps a
nd b
uild
tr
ust.
Tea
m m
embe
rs f
rom
mor
e ta
sk-o
rien
ted
cult
ures
, su
ch a
s G
erm
any,
Sw
itzer
land
, an
d th
e U
nite
d S
tate
s, s
pend
rel
ativ
ely
litt
le t
ime
getti
ng t
o kn
ow e
ach
othe
r.
Mem
bers
from
mor
e re
lati
onsh
ip-o
rien
ted
cult
ures
, suc
h as
thos
e in
Lat
in A
mer
ica,
the
Mid
dle
Eas
t, an
d S
outh
em E
urop
e, g
ener
al-
ly s
pend
mor
e tim
e ge
tting
to
know
the
ir t
eam
mat
es.
Whe
n pe
ople
fro
m
task
- an
d re
lati
onsh
ip-o
rien
ted
cult
ures
joi
n th
e sa
me
team
, pr
oble
ms
in
this
ini
tial
stag
e ca
n re
sult
. W
hile
the
tas
k-or
ient
ed
mem
bers
bec
ome
impa
tien
t to
get
dow
n to
bus
ines
s, t
heir
mor
e re
lati
onsh
ip-o
rien
ted
col-
le
ague
s fe
el r
ushe
d an
d di
stru
stfu
l of
thei
r m
ore
hurr
ied
team
mem
bers
. O
n fi
rst
mee
ting,
tea
m m
embe
rs g
ener
ally
fee
l dr
awn
to p
eopl
e w
ho a
re
mos
t si
mil
ar to
the
mse
lves
. T
hey
initi
ally
tru
st t
hose
peo
ple
to w
hom
the
y fe
el m
ost
attr
acte
d.
Sim
ilari
ty t
here
fore
fac
ilita
tes
initi
al g
roup
for
mat
ion
and
visi
ble
diff
eren
ces
hind
er it
. Fo
r th
is r
easo
n, m
ultic
ultu
ral
team
s of
ten
find
bui
ldin
g in
itial
rel
atio
nshi
ps a
nd t
rust
mor
e di
ffic
ult a
nd t
ime-
cons
um-
ing
than
do
thei
r si
ngle
-cul
ture
cou
nter
part
s.
To c
ount
erac
t th
is t
ende
ncy,
Tab
le 5
-3
Man
agin
g D
iver
sity
Ba
sed
on
th
e T
eam
's
Sta
ge
of
Dev
elo
pm
ent Div
ersi
ty
Mak
es t
he
Sta
ge
Pro
cess
P
roce
ss
Pro
cess
Bas
es O
n
Ent
ry:
Initi
al t
eam
T
n~st
build
ing
hlor
e di
ffic
ult
Usi
ng s
imila
ritie
s fo
rmat
ion
(dev
elop
ing
cohe
sion
) an
d un
tlers
tand
ing
diff
eren
ces
Wor
k: P
robl
em
Idea
tion
Eas
ier
Usi
ng d
iffer
ence
s de
scrip
tion
ant1
(c
reat
ing
idea
s)
anal
ysis
Act
ion:
Dec
isio
n C
onse
nsus
bui
ldin
g M
ore
difl
icul
~ R
ecog
nizi
ng a
nd
mak
ing
and
(agr
eein
g an
d cr
eatin
g si
mila
ritie
s im
plem
enta
tion
actin
g)
expe
rien
ced
lead
ers
ofte
n fo
cus
initi
ally
on
team
mem
bers
7 com
plem
enta
ry
prof
essi
onal
qua
lific
atio
ns a
nd e
quiv
alen
t st
atus
rat
her
than
on
the
diss
im-
ilar
itie
s in
the
ir c
ultu
ral
back
grou
nds.
O
nce
the
mem
bers
est
abli
sh p
ro-
fess
iona
l sim
ilari
ty a
nd r
espe
ct,
they
can
ack
now
ledg
e th
eir
cult
ural
div
er-
sity
as
a po
tent
ial
team
res
ourc
e ra
ther
than
an
imm
inen
t th
reat
.
Wo
rk:
Pro
ble
m D
escr
iptio
n a
nd
An
alys
is
The
team
nex
t def
ines
its
wor
k go
als
and
obje
ctiv
es a
nd a
sses
ses
its
prob
- le
m-s
olvi
ng p
oten
tial.
Dur
ing
this
wor
k st
age,
the
team
can
use
its
div
er-
sity
to g
ener
ate
new
per
spec
tive
s an
d id
eas
and
thus
enh
ance
its
abi
lity
to
cre
ate
alte
rnat
ive
prob
lem
def
init
ions
and
sol
utio
ns.
Alth
ough
div
er-
sity
oft
en h
inde
rs t
he t
eam
's in
itia
l ab
ilit
y to
bui
ld t
rust
, w
ell-
man
aged
di
vers
ity
can
enha
nce
this
sec
ond
wor
k ph
ase.
A
s di
scus
sed
prev
ious
ly,
dive
rse
team
s ,g
ener
ally
are
mor
e ab
le to
see
sit
uati
ons f
rom
mul
tipl
e pe
r-
spec
tive
s, i
nter
pret
the
ir p
erce
ptio
ns i
n a
wid
e va
riet
y of
way
s, a
nd c
re-
ate
mor
e nu
mer
ous
alte
rnat
ives
th
an
can
sing
le-c
ultu
re
team
s.
Mul
ticu
ltur
al t
eam
s ra
rely
suc
cum
b to
gro
upth
ink;
tha
t is
, to
mem
bers
bl
indl
y ac
cept
ing
a si
ngle
def
initi
on o
f an
y si
tuat
ion.
Act
ion
: D
ecis
ion
Ma
kin
g a
nd
Im
ple
men
tati
on
In
th
is t
hird
st
age,
the
tea
m
deci
des
wha
t to
do
and
how
to
do
it.
Mem
bers
agr
ee o
n w
hich
alt
erna
tive
s ap
pear
bes
t an
d w
hich
act
ion
plan
s ap
pear
mos
t ef
fect
ive.
T
eam
s re
ach
agre
emen
t by
bui
ldin
g a
cons
ensu
s ar
ound
a p
arti
cula
r pe
rspe
ctiv
e.
Sim
ilar
to d
ecis
ion
mak
ing,
im
plem
en-
tatio
n al
so d
epen
ds o
n co
nsen
sus:
the
team
mus
t ag
ree
on t
he b
est
way
to
proc
eed.
T
hese
con
verg
ent
proc
esse
s--c
onse
nsus
bu
ildi
ng,
agre
emen
t, an
d co
ncer
ted
acti
on (
or im
plem
enta
tion)
-usu
ally
pr
ove
easi
er f
or s
in-
gle-
cult
ure
team
s th
an f
or t
heir
mul
ticu
ltur
al c
ount
erpa
rts.
T
he v
ery
dive
rsity
tha
t m
akes
cre
atin
g ne
w i
deas
eas
ier
duri
ng t
he s
econ
d st
age
rend
ers
cons
ensu
s bu
ildi
ng a
nd a
chie
ving
agr
eem
ent
mor
e di
ffic
ult d
ur-
ing
this
thi
rd s
tage
.
MA
NA
GIN
G C
ULT
UR
ALL
Y D
IVE
RS
E T
EA
MS
Why
are
onl
y so
me
mul
ticu
ltur
al t
eam
s pr
oduc
tive?
T
he m
ost p
rodu
ctiv
e m
ulti
cult
ural
tea
ms
lear
n to
use
the
ir d
iver
sity
whe
n it
enha
nces
pro
duc-
tiv
ity a
nd t
o m
inim
ize
the
impa
ct o
f di
vers
ity w
hen
it di
min
ishe
s pr
oduc
- tiv
ity.
Tea
m l
eade
rs m
ust l
earn
to i
nteg
rate
the
team
's di
vers
ity if
the
team
is
to f
unct
ion
prod
uctiv
ely
(1;2
8;43
;44.
;64)
. "By
inte
grat
ing
and
buil
ding
ppp . .-
-
142
Cha
pter
5
Mul
ticu
lrum
l Te
ams
on t
he d
iver
se p
ersp
ecti
ves
of t
he v
ario
us m
embe
rs o
f a
team
, so
luti
ons
and
stra
tegi
es c
an b
e de
velo
ped
that
pro
duce
gre
ater
res
ults
and
are
mor
e in
nova
tive
than
the
sim
ple
addi
tion
of
each
con
trib
utio
n al
one"
(43
:s).
D
iver
sity
lead
s to
"hi
gher
per
form
ance
onl
y w
hen
mem
bers
. . .
[are
] abl
e to
und
erst
and
each
oth
er,
com
bine
, an
d bu
ild o
n ea
ch o
ther
s'
idea
s"
(4.4
537)
; th
at i
s, w
hen
they
com
mun
icat
e ef
fect
ivel
y w
ith e
ach
othe
r.
Rec
ent
rese
arch
sug
gest
s th
at a
ll te
ams
need
the
follo
win
g co
mm
unic
atio
n sk
ills
to f
unct
ion
effe
ctiv
ely:
the
mot
ivat
ion
to c
omm
unic
ate,
the
abi
lity
to
see
situ
atio
ns f
rom
ano
ther
per
son'
s pe
rspe
ctiv
e, t
he a
bili
ty to
cre
ate
a sh
ared
soc
ial
real
ity,
the
abil
ity
to e
xpla
in p
robl
ems
appr
opri
atel
y, t
he
abili
ty t
o es
tabl
ish
agre
ed-u
pon
norm
s fo
r in
tera
ctin
g, a
nd t
he c
onfi
denc
e th
at o
ther
tea
m m
embe
rs a
re s
kill
ed e
noug
h to
wor
k ef
fect
ivel
y to
geth
er
(44
base
d on
10
;ll)
. M
ultic
ultu
ral
team
s fa
ce s
ubst
anti
ally
gre
ater
cha
l-
leng
es t
han
do t
he s
ingl
e-cu
ltur
e te
ams
in d
evel
opin
g su
ffic
ient
com
mu-
ni
catio
n sk
ills
to
achi
eve
the
prer
equi
site
lev
els
of i
nteg
ratio
n ne
eded
for
su
peri
or p
erfo
rman
ce.
Gui
deli
nes
for i
ncre
asin
g in
tegr
atio
n an
d m
inim
iz-
ing
dive
rsity
-rel
ated
pro
duct
ivity
los
ses
due
to f
aulty
pro
cess
fol
low
.
Man
ag
ing
Cu
ltu
ral D
ivers
ify
Tas
k- R
elat
ed S
elec
tion
A
lthou
gh a
ckno
wle
dgin
g th
e te
am's
dive
rse
cult
ural
bac
kgro
und,
lea
ders
sh
ould
not
sel
ect
mem
bers
sol
ely
for
thei
r et
hnic
ity
but
rath
er p
rim
arily
fo
r th
eir
task
-rel
ated
abi
liti
es.
"To
max
imiz
e te
am e
ffec
tive
ness
, m
em-
bers
sho
uld
be s
elec
ted
to b
e ho
mog
eneo
us i
n ab
ilit
y le
vels
(th
us f
acil
i-
tati
ng a
ccur
ate
com
mun
icat
ion)
and
het
erog
eneo
us i
n at
titu
des
(thu
s en
suri
ng a
wid
e ra
nge
of s
olut
ions
to p
robl
ems)
" (5
9).
Rec
og
niti
on
of
Diff
eren
ces
Tea
ms
shou
ld n
ot i
gnor
e or
min
imiz
e cu
ltur
al d
iffe
renc
es:
"Man
y ba
rri-
er
s to
int
ercu
ltur
al c
omm
unic
atio
n ar
e du
e to
ign
oran
ce o
f cu
ltur
al d
if-
fere
nces
rat
her
than
a r
ejec
tion
of
thos
e di
ffer
ence
s" (
16).
T
here
fore
, te
ams
cann
ot b
egin
to
enha
nce
com
mun
icat
ion
with
out
firs
t re
cogn
izin
g an
d th
en u
nder
stan
ding
and
res
pect
ing
cros
s-cu
ltur
al d
iffe
renc
es (
12).
R
esea
rch
indi
cate
s th
at "
cultu
rally
tra
ined
lea
der[
s],
rega
rdle
ss o
f le
ad-
ersh
ip s
tyle
. . .
achi
eve
. . .
high
[er]
lev
els
of p
erfo
rman
ce a
nd r
appo
rt
than
do
non-
trai
ned
lead
ers"
(20
).
To e
nhan
ce th
e re
cogn
ition
of
diff
er-
ence
s, t
eam
mem
bers
sho
uld
desc
ribe
eac
h cu
ltur
e pr
esen
t w
ithou
t in
i-
tially
eit
her
inte
rpre
ting
or
eval
uati
ng i
t. B
efor
e be
ginn
ing
to i
ncre
ase
unde
rsta
ndin
g an
d re
spec
t, te
am m
embe
rs m
ust
beco
me
awar
e of
the
ir
7
Man
agin
g C
ultu
rall
y D
iver
se T
eam
s 14
3
own
ster
eoty
pes
and
the
way
s in
whi
ch t
hey
mig
ht i
nadv
erte
ntly
lim
it
thei
r of
fel
low
tea
m m
embe
rs f
rom
oth
er c
ultu
res.
O
nce
mem
bers
beg
in t
o re
cogn
ize
actu
al d
iffe
renc
es-t
hat
is,
once
the
y ca
n di
ffer
enti
ate
thei
r st
ereo
type
s fr
om t
he a
ctua
l pe
rson
alit
ies
and
beha
vior
of
te
am m
embe
rs (
cult
ural
des
crip
tion)
-the
n th
ey s
houl
d at
tem
pt t
o un
ders
tand
why
mem
bers
fro
m o
ther
cul
ture
s th
ink,
fee
l, an
d ac
t th
e w
ay
they
do
(cul
tura
l int
erpr
etat
ion)
. S
ubse
quen
tly,
they
sho
uld
begi
n to
ask
w
hat
mem
bers
fro
m e
ach
cult
ure
can
cont
ribu
te a
nd h
ow t
heir
con
trib
u-
I ti
ons
com
plem
ent
thos
e of
oth
er m
embe
rs (
cult
ural
cre
ativ
ity).
In
thi
s w
ay,
crea
ting
eff
ecti
ve m
ulti
cult
ural
tea
ms
follo
ws
the
sam
e pr
oces
s as
cr
eati
ng c
ultu
ral
syne
rgy
(see
Cha
pter
4).
A V
isio
n o
r S
up
ero
rdin
ate
Go
al
Mem
bers
of
dive
rse
team
s ge
nera
lly
have
mor
e tr
oubl
e ag
reei
ng o
n th
eir
purp
ose
and
task
tha
n do
mem
bers
of
hom
ogen
eous
tea
ms.
In
par
t th
is
is tr
ue b
ecau
se t
eam
s se
t th
eir
over
all
purp
ose
duri
ng t
he i
niti
al s
tage
of
team
dev
elop
men
t-th
e st
age
duri
ng w
hich
ind
ivid
ual
diff
eren
ces
tend
to
dom
inat
e an
d of
ten
inte
rfer
e w
ith t
eam
coh
esio
n.
To m
axim
ize
effe
c-
tive
ness
, the
lead
er m
ust
help
the
team
agr
ee o
n a
visi
on o
r sup
eror
dina
te
.goa
l-a
goal
tha
t tr
ansc
ends
the
ir in
divi
dual
dif
fere
nces
. S
uper
ordi
nate
go
als
are
ofte
n de
fine
d br
oadl
y, t
hus
givi
ng g
ener
al d
irec
tion
and
foc
us to
th
e te
am's
sub
sequ
ent
acti
viti
es.
Sup
eror
dina
te g
oals
in
whi
ch s
ucce
ss
depe
nds
on c
olla
bora
tion
and
coo
pera
tion
tend
to d
ecre
ase
prej
udic
e an
d in
crea
se m
utua
l re
spec
t (5
4).
Thi
s is
par
ticu
larl
y tr
ue w
hen
team
mem
- be
rs r
equi
re t
he c
onti
nued
hel
p of
th
eir
coll
eagu
es t
o ac
hiev
e re
sult
s im
port
ant
to a
ll cu
ltur
es,
as w
ell a
s to
the
ove
rall
orga
niza
tion.
Equal
Po
wer
T
eam
s ge
nera
lly
mor
e an
d be
tter
ide
as if
a11
mem
bers
par
ticip
ate.
Cul
tura
l dom
inan
ce (d
ispr
opor
tiona
te p
ower
ves
ted
in m
embe
rs o
f on
e cu
l-
ture
ove
r th
ose
from
oth
er c
ultu
res)
is th
eref
ore
coun
terp
rodu
ctiv
e be
caus
e it
stif
les
nond
omin
ant
team
mem
bers
' co
ntri
butio
ns.
In
mul
tinat
iona
l
team
s le
ader
s m
ust
guar
d ag
ains
t ve
stin
g di
spro
port
iona
te p
ower
in
host
co
untr
y m
embe
rs, m
embe
rs o
f th
e sa
me
natio
nalit
y as
the
empl
oyin
g or
ga-
niza
tion,
mem
bers
fro
m t
he m
ost
tech
nolo
gica
lly a
dvan
ced
or e
cono
mic
al-
ly d
evel
oped
cou
ntri
es,
or t
hose
with
ide
olog
ies
mos
t con
sona
nt w
ith t
heir
ow
n. T
eam
lea
ders
sho
uld
dist
ribu
te p
ower
acc
ordi
ng t
o ea
ch m
embe
r's
abili
ty to
con
trib
ute
to t
he ta
sk,
not
acco
rdin
g to
som
e pr
econ
ceiv
ed g
radi
- en
t of
rela
tive
cult
ural
sup
erio
rity
.
144
Cha
pter
5
Mul
tica
ltt~
ral T
eam
s
Mu
tual
Res
pec
t E
thno
cent
rism
ref
lect
s a
"vie
w o
f thi
ngs
in w
hich
one
's ow
n gr
oup
is th
e ce
n-
ter
of e
very
thin
g an
d al
l ot
hers
are
sca
led
and
rate
d w
ith r
efer
ence
to
it"
(37:
s). P
reju
dice
refe
rs to
the
judg
ing
of o
ther
gro
ups
as in
feri
or to
one
's ow
n.
Equ
al s
tatu
s, c
lose
con
tact
, an
d co
oper
ativ
e ef
fort
s to
war
d a
com
mon
goa
l de
crea
se p
reju
dice
(4;
5).
'The
gre
ater
the
opp
ortu
nity
for
int
eret
hnic
con
- ta
cts,
the
less
pre
judi
ced
and
mor
e fr
eque
nt th
e de
velo
pmen
t of c
ross
-eth
nic
acce
ptan
ce a
nd f
rien
dshi
p" (
59:l
lO).
Fo
r m
ost
team
s to
wor
k ef
fect
ivel
y,
mem
bers
mus
t res
pect
eac
h ot
her.
Tea
m le
ader
s ca
n en
hanc
e m
utua
l res
pect
by
sel
ecti
ng m
embe
rs o
f eq
ual
abili
ty,
mak
ing
prio
r ac
com
plis
hmen
ts a
nd
task
-rel
ated
ski
lls
know
n to
all
tea
m m
embe
rs,
and
min
imiz
ing
earl
y ju
dg-
men
ts b
ased
on
ethn
ic s
tere
otyp
es.
Fee
db
ack
Giv
en t
he d
iffe
rent
per
spec
tive
s pr
esen
t, c
ultu
rall
y di
vers
e te
ams
have
m
ore
trou
ble
than
do
sing
le-c
ultu
re t
eam
s in
agr
eein
g co
llec
tive
ly o
n w
hat
cons
titu
tes
a go
od o
r ba
d id
ea o
r de
cisi
on.
Whe
reas
sin
gle-
cult
ure
team
s ra
pidl
y de
velo
p ju
dgm
ent
crit
eria
bas
ed o
n th
eir
sim
ilar
val
ues,
m
ulti
cult
ural
tea
ms
usua
lly
expe
rien
ce d
iffi
cult
y an
d de
lay
befo
re e
ven-
tu
ally
rea
chin
g ag
reem
ent.
To
enc
oura
ge e
ffec
tive
func
tion
ing,
man
ager
s sh
ould
giv
e te
ams
posi
tive
fee
dbac
k on
the
ir p
roce
ss a
nd o
utpu
t-bo
th
as in
divi
dual
s an
d as
a t
eam
--ea
rly
in t
he t
eam
's li
fe t
oget
her.
Po
siti
ve
exte
rnal
fee
dbac
k (g
iven
by
a m
anag
er w
ho i
s no
t on
the
team
) ge
nera
lly
aids
the
tea
m i
n vi
ewin
g it
self
as
a te
am,
whi
le a
ddit
iona
lly
serv
ing
to
teac
h th
e te
am t
o va
lue
its
dive
rsit
y, r
ecog
nize
con
trib
utio
ns m
ade
by
each
mem
ber,
and
tru
st i
ts c
olle
ctiv
e ju
dgm
ent.
SU
MM
AR
Y
The
pot
enti
al f
or s
uper
ior
prod
ucti
vity
of
cult
ural
ly d
iver
se t
eam
s is
hi
gh-t
hey
poss
ess
the
brea
dth
of r
esou
rces
, in
sigh
ts,
pers
pect
ives
, an
d ex
peri
ence
s th
at
faci
lita
te
the
crea
tion
of
ne
w
and
bett
er
idea
s.
Reg
rett
ably
, cu
ltur
ally
div
erse
tea
ms
rare
ly a
chie
ve t
heir
ful
l po
tent
ial.
P
roce
ss l
osse
s d
ue
to m
istr
ust,
mis
unde
rsta
ndin
g, m
isco
mm
unic
atio
n,
stre
ss,
and
a la
ck o
f co
hesi
on o
ften
neg
ate
the
pote
ntia
l be
nefi
ts o
f di
ver-
si
ty to
the
team
. O
nly
if t
heir
div
ersi
ty i
s w
ell
man
aged
can
mul
ticu
ltur
- al
tea
ms
hope
to a
chie
ve th
eir
full
pot
enti
al.
For
effe
ctiv
e fu
ncti
onin
g, m
ulti
cult
ural
tea
ms
mus
t th
eref
ore:
(a)
use
th
eir
dive
rsit
y to
gen
erat
e m
ulti
ple
pers
pect
ives
, pr
oble
m d
efin
itio
ns,
r-
Sum
mar
y 14
5
idea
s, a
ctio
n al
tern
ativ
es,
and
solu
tion
s, (
b) l
earn
to
achi
eve
cons
ensu
s (a
gree
or1
spe
cifi
c de
cisi
ons
and
dire
ctio
ns, d
espi
te th
e di
vers
ity)
, an
d (c
) ba
lanc
e th
e si
mul
tane
ous
need
s fo
r cr
eati
vity
(di
verg
ence
) w
ith t
hose
for
co
hesi
on
(con
verg
ence
).
If
team
s fa
il t
o ge
nera
te m
any
idea
s, t
hey
beco
me
no m
ore
effe
ctiv
e th
an i
ndiv
idua
ls w
orki
ng a
lone
. If
lea
rns
fail
to
ach
ieve
con
sens
us,
thei
r di
vers
ity
para
lyze
s th
em.
If t
eam
s fa
il t
o ba
l-
ance
cre
ativ
ity
and
cohe
sion
, th
ey b
ecom
e aw
kwar
dly
inef
fici
ent
stru
c-
ture
s ad
ding
litt
le v
alue
to t
he o
rgan
izat
ion.
QU
ES
TIO
NS
FO
R R
EF
LE
CT
ION
1.
M
anag
ing
Tea
m D
iver
sity
. A
s a
man
ager
, w
hat
can
you
do t
o he
lp a
m
ultin
atio
nal
team
wor
k m
ore
effe
ctiv
ely
than
a d
omes
tic t
eam
? W
hat
are
the
maj
or p
robl
ems
that
mig
ht o
ccur
and
how
bes
t m
ight
you
han
dle
them
?
2.
Mu
ltic
ult
ura
l T
eam
Dyn
am
ics.
T
hink
of t
he te
ams
you
have
wor
ked
with
or
hea
rd a
bout
. H
ow h
ave
the
grou
p dy
nam
ics
diff
ered
in
nlul
tinat
iona
l te
ams,
bic
ultu
ral
team
s, to
ken
team
s, a
nd s
ingl
e-cu
lture
team
s?
3.
Typ
es o
f M
ult
icu
ltu
ral
Tea
ms.
A
s a
seni
or m
anag
er in
the
aut
omot
ive
incl
ust~
y in
char
ge o
f tw
o C
anad
ians
, a
Ven
ezue
lan,
a G
erm
an,
and
thre
e Ja
pane
se,
wou
ld y
ou r
athe
r m
anag
e th
em i
n th
e re
sear
ch d
ivis
ion
or o
n th
e pr
oduc
tion
line?
W
hy?
Wha
t di
ffer
ence
s in
man
agem
ent
appr
oach
wou
ld
you
empl
oy in
eac
h si
tuat
ion?
4.
Pot
enti
al P
rodu
ctiv
ity
Los
ses.
D
escr
ibe
som
e of
the
pot
entia
l pr
oduc
- tiv
ity lo
sses
cau
sed
by f
aulty
pro
cess
. G
ive
exam
ples
fro
m t
he m
ultic
ultu
r-
al t
eam
s th
at y
ou h
ave
wor
ked
with
or o
hsen
red.
5.
Cre
atin
g C
ult
ura
l S
yner
gy.
Sele
ct a
mul
tinat
iona
l po
litic
al o
r eco
nom
ic
team
tha
t is
cur
rent
ly i
n th
e ne
ws.
U
sing
a c
ultu
rally
syn
ergi
stic
app
roac
h,
how
wou
ld y
ou
man
age
the
team
? W
hat
outc
omes
wou
ld y
ou s
triv
e to
ac
hiev
e?
6.
Incr
easi
ng
Tea
m E
ffec
tive
nes
s.
Sele
ct a
mul
ticul
tura
l w
ork
team
tha
t yo
u ar
e cu
rren
tly i
nvol
ved
with
or a
war
e of
. Ana
lyze
the
unde
rlyi
ng c
ultu
ral
valu
es a
ffec
ting
the
team
. Su
gges
t w
ays
to m
anag
e th
e te
am t
hat
wou
ld
incr
ease
the
prob
abili
ty o
f ac
hiev
ing
syne
rgy.
NO
TES
-
--
1. T
he f
ilm G
oing
Int
erna
tion,
al, P
al?
2, b
y C
opel
and
Glig
gs P
rodu
ctio
ns,
San
Fran
cisc
o, d
ram
atiz
es a
sim
ilar s
ituat
ion
betw
een
an In
dian
and
an
Am
eric
an
man
ager
.
2. S
ee t
he f
ilm T
he H
eart
of
the
RzLL
L, pr
oduc
ed b
y V.
P. H
uman
Res
ourc
es
Dav
id D
otlic
h, w
hich
doc
umen
ts t
he d
iffe
rent
wor
king
sty
les
of F
renc
h an
d A
mer
ican
s at
the
Fren
ch c
ompu
ter
com
pany
Gro
upe
Bul
l.
146
Cha
pter
5
Mu
lric
ul~
~~
~ra
l T
eam
s
3. B
ased
on
an i
ncid
ent
desc
ribe
d by
a
Eur
opea
n m
anag
er a
tten
ding
the
"R
lana
geri
al S
kill
s for
Inte
rnat
iona
l B
usin
ess"
exe
cuti
ve se
rnin
ar a
t IN
SEA
D
in F
onta
ineb
leau
, F
ranc
e.
4. S
ee N
ote
3 a
bove
.
FIL
M N
OT
E
The
two-
part
Bri
tish
Bro
adca
stin
g C
orpo
ratio
n vi
deo
prog
ram
, It5
a Ju
ngle
Out
7lle
re
and
The
Surv
iz~a
l Gum
%, p
rese
nts
the
issu
es fa
ced
by m
ultin
atio
nal t
eam
s in
lea
~ni
ng
how
to
func
tion
mor
e ef
fect
ivel
y. T
he fi
rst p
art,
ItS
a Ju
ngle
Out
The
re, p
rese
nts
the
expe
rien
ces
of a
mul
tinat
iona
l te
am f
rom
its
for
mat
ion
in E
ngla
nd t
hrou
gh i
ts v
a~i-
ou
s exp
erie
nces
on
a th
ree-
coun
try
proj
ect i
n A
fric
a. I
n th
e se
cond
par
t, nz
e Su
rviv
al
Guz
de, P
rofe
ssor
Nan
cy J.
Adl
er a
sses
ses
the
area
s in
whi
ch t
he te
am f
unct
ions
wel
l an
d th
ose
in w
hich
it
func
tions
poo
rly.
Prof
esso
r A
clle
r's c
omm
enta
ry i
s ba
sed
on
Inte
rnat
iona
l D
imen
sion
s of
Org
anka
twm
l B
ehnv
wr,
incl
udin
g th
e m
ater
ial
pre-
se
nted
in
C
hapt
er 5.
(D
irec
tor:
St
eve
Wilk
inso
n,
The
B
ritis
h B
road
cast
ing
Cor
pora
tion,
O
pen
Uni
ve~s
ity P
rodu
ctio
n C
entr
e, W
alto
n H
all,
Milt
on K
eyne
s,
Eng
land
MK
7 68
H; T
el: 4
4-19
08-6
55-3
43;
Fax:
44-
1908
-655
-300
) Fo
r ad
ditio
nal
vide
o pr
ogra
ms,
see
Not
es 1
and
2 ab
ove.
RE
FER
EN
CE
S
1. A
hram
son,
1;:
"Fac
tors
In
flue
ncin
g th
e E
ntry
of
C
anad
ian
Soft
war
e M
anuf
actu
rers
in
to t
he U
nite
d S
tate
s M
arke
t.'"
Ph.
D.
diss
erta
tion
, T
he
Uni
vers
ity o
f W
este
rn O
ntar
io,
1992
.
2. A
dlel
; N
. J.
"D
omes
tic M
ulti
cult
ural
ism
: C
ross
-Cul
tura
l M
anag
emen
t in
the
P
ubli
c Se
ctor
,"
in W
. E
ddy,
ed.
, H
andb
ook
of O
rgan
izat
ion
.Man
agem
ent
(New
Yor
k: M
arce
l D
ekke
r, 1
983)
, pp.
48
14
99
.
3. A
dler
, N
. J.,
and
Gha
dar,
F. "
Inte
rnat
iona
l St
rate
gy f
rom
the
Per
spec
tive
of
Peop
le a
nd C
ultu
re:
The
Nor
th A
mer
ican
Con
text
," i
n A
. M
. R
ugm
an,
ed.,
Res
earc
h in
Glo
bal
Str
ateg
ic M
anag
emen
t: I
nter
nati
onal
Bus
ines
s R
esea
rch
for
the
Tw
enty
-Fir
st
Cen
tury
; C
anad
aS N
ew
Res
earc
h A
gend
a,
vol.
1.
(Gre
enw
ich,
Con
n.:
JAI
Pre
ss,
1990
), p
p. 1
79-2
05.
4. A
llpo
rt,
G.
W.
77z.e
Nat
ure
of Pr
ejud
ice
(Rea
ding
, M
ass.
: A
ddis
on-W
esle
y,
1954
), p
. 28
1.
5. i
\mir
, Y
. "C
onta
ct H
ypot
hesi
s in
Eth
nic
Rel
atio
ns,"
Ps
ycho
logi
cal
Bul
leti
n,
vol.
71 (
1969
), p
p. 3
19-3
42;
and
Am
ir,
Y.
"The
Rol
e of
Int
ergr
oup
Con
tact
in
Cha
nge
of P
reju
dice
and
Eth
nic
Rel
atio
ns,"
in
P. A
. K
atz,
ed.
, T
owar
d th
e E
lim
inat
ion
of R
acis
m (
New
Yor
k: P
erga
mon
, 19
76).
6. A
nder
son,
K.
"The
New
Ell
is I
slan
rl,"
Tim
e (J
une
13, 1
983)
, pp.
16-
23.
7. A
nder
son,
L. R
. "L
eade
r B
ehav
ior,
Mem
ber
Att
itud
es a
nd T
ask
Pel-
fo~m
ance
of
Int
ercu
ltur
al D
iscu
ssio
n G
roup
s,"
Jour
nal
of S
ocia
l Ps
ycho
log.
y, v
ol.
69
(196
6), p
p. 3
05-3
19.
8. A
nder
son,
L.
R
. "M
anag
emen
t of
th
e M
ixed
-Cul
tura
l W
ork
Gro
up,"
0r
gan.
iaat
iorr
al B
ehav
ior a
nd
Hum
an P
erfo
rman
ce, v
ol.
31, n
o. 3
(198
3), p
p.
303-
330.
9. B
ass,
B.
M.
"A
Plan
to
Use
Pro
gram
med
Gro
up E
xerc
ises
to
Stu
dy C
ross
- C
ultu
ral
Dif
fere
nces
in
Man
agem
ent
Beh
avio
r,"
Inte
rnat
iona
l Jo
urna
l of
Psyc
holo
gy,
vol.
1, n
o. 4
(19
66),
pp.
315
-322
.
10. B
laka
l; R
. M
. C
omm
un,ic
atio
n: A
Soc
ial P
ersp
ectiv
e on
Cli
nica
l Is
sues
(O
slo:
U
nive
rsit
etsf
orla
get,
1984
).
11. B
laka
r,
R.
M.
"Tow
ards
a
The
ory
of
Com
mun
icat
ion
in
Ter
ms
of
Prec
ondi
tion
s: A
Con
cept
ual
Fram
ewor
k an
d So
me
Em
piri
cal E
xplo
ratio
ns,"
in
H
. G
iles
an
d R
. N
. St
. Cla
ir,
eds.
, R
ecen
t A
dvan
ces
in L
angu
age,
C
om.m
unic
atio
n,,
and
Soc
ial
Psyc
holo
gy
(Lon
don:
L
awre
nce
Erl
baum
A
ssoc
iate
s, 1
985)
.
12. B
risl
in,
R. W
. C
ross
-Cul
tura
l E
ncou
nter
s (N
ew Y
ork:
Per
gam
on,
1981
).
13. C
hem
ers,
M. M
.; Fi
edle
l; F.
E.;
Lek
hyan
anda
, D.;
and
Stol
urow
, L. M
. "So
me
Eff
ects
of
Cul
tura
l T
rain
ing
on L
eade
rshi
p in
Het
eroc
ultu
ral T
ask
Gro
ups,
" In
tern
a,ti
onal
Jou
rnal
of
Psyc
holo
gy,
vol.
1, n
o. 4
(19
66),
pp.
301
-314
.
I.. D
avid
son,
W. H
. "Sm
all
Gro
up A
ctiv
ity a
t M
usas
hi S
emic
ondu
ctor
Wor
ks,"
Sl
oan.
Man
ngem
ent R
evie
w,
vol.
23, n
o. 3
(Spr
ing
1982
), p
p. 3
-14.
,5.
Del
gado
, M
. "H
ispa
nic
Cul
tura
l V
alue
s: I
nlpl
icat
ions
for
Gro
ups,
" S
mal
l G
roup
Beh
avio
r, v
ol.
12, n
o. 1
(Feb
ma~
y 19
81),
pp.
69-
80.
16. D
evon
shir
e. C
., an
d K
rem
er, J
. n!
Tow
ards
a P
erso
n-C
ente
red
Res
olut
ion
of In
terc
ultu
ral
Con
flic
ts (
La
Joll
a, C
alif
.: C
ente
r fo
r th
e W
hole
Per
son)
.
17. D
iab,
L.
"A
St
udy
of
Intr
agro
up
and
Inte
rgro
up
Com
peti
tion
A
mon
g E
xper
imen
tall
y P
rodu
ced
Smal
l G
roup
s,"
Gen
etic
Psy
chol
ogy
Mon
ogra
phs,
vo
l. 8
2 (1
970)
, pp.
325
-332
.
18. F
erra
ri,
S.
"H~
~m
an
B
ehav
ior
in
Inte
~na
tion
al G
roup
s,"
Man
agem
ent
Inte
rn.a
tiona
1 R
evie
zu, v
ol. X
II, n
o. 6
(19
72),
pp.
31-
35.
19. F
iedl
el;
F. E
. "T
he
Eff
ect
of
Lea
ders
hip
and
Cul
tura
l H
eter
ogen
eity
on
G
roup
Pe
rfor
man
ce:
A
Tes
t of
th
e C
onti
ngen
cy
Mod
el,"
Jo
urna
l of
Exp
erim
enta
l S
ocia
l Ps?
rcho
logy
, vol
. 2 (
1966
), p
p. 2
37-2
64.
20.
Fied
lel;
F. E.
; Meu
wes
e, W
. A. T
.; an
d O
onk,
S.
"Per
form
ance
on
Lab
orat
ory
Tas
ks R
equi
ring
Gro
up C
reat
ivity
,"
Act
a Ps
ycho
logy
, vo
l. 18
(19
61),
pp.
11
0-11
9.
21.
Hac
kman
, J. R
. "T
he D
esig
n of
Wor
k T
eam
s,"
in J
. W. L
o~
sch
, ed.,
Ha~
zdbo
ok
of O
rgan
izat
iona
l Beh
avio
r (N
ew Y
ork:
Pre
ntic
e-H
all,
198
7), p
p. 3
15-3
41.
- -
22. H
are,
A. P
. "C
ultu
ral
Dif
fere
nces
in P
erfo
rman
ces
in C
omm
unic
atio
n N
etw
orks
in
Aft
ica,
Uni
ted
Stat
es a
nd t
he P
hilip
pine
s,"
Soci
olog
y an
d So
cial
Res
earc
h,
vol.
54, n
o. 1
(196
9), p
p. 2
5-41
.
148
Cha
pter
5
Mul
ticul
tura
l Te
ams
23. H
are,
A. P
. Han
dboo
k of
Sm
all
Gro
up R
esea
rch
(New
Yor
k: F
ree
Pres
s, 1
976)
.
24. H
ayle
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elle
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Add
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vide
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38
54
11
.
