Cultural Mindset Components

CULTURAL MINDSET COMPONENTS
Aware of your own culture: Awareness of the role of culture is essential because culture is
stable and hard to change and because some of the assumptions are not fully conscious.
Aware of the limits of our abilities: Attentive to your own culture and how it influences how
you perceive the world and what you do.
Open to and aware of other cultures: In addition to self-awareness, a cultural mindset
requires knowing ow culture may impact others. It further involves a degree to curiosity and
inquisitiveness about how and why other people do what they do and appreciation and respect
for differences.
Willing to learn and expand, A culturally mindful person knows that the visible parts of culture
are only a small part and seeks to uncover the hidden parts. He looks for cultural indicators,
signs, and symbols that make people unique and values the diversity and potential strength
culture can bring to interpersonal or organizational settings.
See yourself as part of the world: A culturally mindful manager sees herself as part of the
world and uses the knowledge she acquires to improve her decisions and her effectiveness.
Use culture as one of the bases for understanding problems and decision making: While
a cultural mindset is first a way of thinking, how we think influences what we do; so It also
becomes a way of acting. A manager with a cultural mindset is proactive in addressing cultural
issues and challenges rather than either not addressing them or only reacting to them. For
example, when team with members from different cultures is formed, one of the issues that the
culturally mindful manager includes in team training is knowledge of cultural factors and how to
address cultural conflicts. The culturally mindful manager is one who acquires skills and
competencies in working with other cultures.
Willing to share and exchange cultural information: Another component of a cultural

mindset is the willingness to share your culture and learn from those who are different.
Skilled in interacting with those from different cultures and sort through cultural
differences and find opportunities to innovate: Knowledge of other cultures opens many
opportunities for new ideas, products, and services and the different cultural perspectives can
provide novel approaches to problem solving. Thinking about culture, keeping it in mind, and
using it in your daily interactions and in addressing challenges are all part of a cultural mindset.
THE CULTURAL MINDSET IN ORGANIZATIONS

A cultural mindset allows for a multicultural approach, which aims at inclusiveness, social
justice, affirmation, mutual respect, and harmony in a pluralistic world. Rather than being viewed
as an issue of quotas and percentages, diversity and multiculturalism refer to building a culture
of openness and inclusiveness.
Accountability: Creating a culture of accountability is necessary for advancing an organization
and sustaining your change efforts. You improve engagement and strengthen performance
when there is a sense of mutual responsibility within the team. A culture of accountability also
provides greater professional satisfaction by improving the work environment.
Organizational Policies (Recruiting and Organizational Culture):

Leaders influence the culture and organizational processes that determine how decisions are
made, how others behave, and what is accepted and tolerated and what is not. Mangers are not
only decision makers, but also exercise considerable influence through formal and informal
communication, role modelling, and other powerful means.
Changing the culture of an organization to address discriminatory practices, behaviors, and
symbols is another powerful tool. Changing culture is one of the most difficult and lengthy
processes any organization can undertake. Without a cultural change to address
EXAMPLE: The case of Deloitte in the Global Society case study is an example of how
organizations need to change their existing policies and implement creative new systems to
support the development of their employees. Many organizational policies such as those on
family leave can hinder people’s chances of advancement. Similarly, traditional performance
evaluation criteria, which emphasize the stereotypical male and Western characteristics
associated with leaders as the basis for success, may undermine the ability of people who have
other diverse characteristics and skills to rise to leadership positions.
Similar Role Models: The presence of diverse role models throughout an organization is
another part of the solution to providing leadership opportunities for women and minorities. By
having diverse people in leadership positions, an organization “walks the talk” and can
demonstrate its commitment to diversity.
Education and training: Training and education can help people become aware of their
biases, understand their own and others’ cultural point of view, and better accept differences.
When the consulting form of Bain and Company transfers its consultants from one part of the
world to another, it not only provides them with information about living in the new country, nut
also arms them with cultural knowledge specific to the country to allow them to function more
effectively.
Research and Measurement: Finally, successful change requires careful measurement and
monitoring. Organizations must have baseline information about the hard facts about the actual
numbers of women and minorities in leadership and about the softer data related to satisfaction,
attitudes, and the less-visible obstacles that may be in place. Keeping track of changes and
holding decision makers accountable are essential to solidifying any improvement that may take
place. For example, another indicator of Toyota’s commitment to diverse and inclusive
workforce is its quick action after one of its top exectuives was accused of sexual harassment.
Not only did the executive leave his position, but the company also created a task force to
enhance training of its executives and put in place better procedures for responding to
allegations and complaints.
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CULTURAL MINDSET COMPONENTS

Willing to share and exchange cultural information: Another component of a cultural

THE CULTURAL MINDSET IN ORGANIZATIONS

Organizational Policies (Recruiting and Organizational Culture):

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