Although people from different cultural backgrounds may appear to be the same on the surface, they may have different ways of thinking and believing that affect they way they relate to each other and to their roles and functions within an organization. Mindsets consist of beliefs (how we see the world) and values (what is important to us).
Mindsets are learned from our families, schools, and communities during our formative years. Mindsets are affected by many factors, including gender, social class, religion, race, sexual orientation, and generational differences, among others. Mindsets remain more or less stable throughout life, although people may adopt and practice different sets of values, beliefs, and attitudes depending on their circumstance and environment (home or work, for example).
The following are 10 cultural mindsets and their impact on work styles and attitudes. All mindsets are on a continuum and are relative, not absolute qualities.
Mindset #1 How we identify ourselves
People who were raised in the United States, Western Europe, and Australia tend to identify themselves first as individuals rather than members of a group. Those from more group oriented cultures (Asia, Latin America, Africa, Middle East) feel a stronger sense of affiliation and obligation to members of their group, whether extended family, town/region of origin, and/or shared ethnicity, language, or religion.
Mindset #2 How we relate to others
Those who see themselves more as individuals tend to value self reliance and competition to a high degree. Those who are more group oriented tend to view their role as cooperating with others and maintaining harmony within an organization or work group.
Mindset #3 How we view time
Some cultures view time as a fixed commodity and schedule their time in blocks of tasks or appointments. Other cultures view time as more fluid and "bend" schedules accordingly to accommodate many demands at once or to develop and maintain relationships.
Mindset #4 How we communicate
Some cultures value directness and informality as virtues and telling the truth, no matter how painful, as beneficial to a relationship. Other cultures value manners and "saving face" as essential to maintaining relationships. They tend to communicate in a more indirect and formal fashion.
Mindset #5 How we relate to status and authority
Some cultures are reluctant to give those in authority much privilege or status, preferring them to conduct themselves as if they were equals to subordinates. Other cultures view authority as deserving of special favor and more readily overlook personal transgressions from those in position of higher status.
Some cultures tend to favor individual achievement and ability as the stepping stones to higher status and authority, while others tend to reward seniority and status in the community and organization(class, rank, age, family name)with positions of higher authority.
Mindset #6 How we view ideas
Some cultures tend to value the practical application of ideas while others value the intellectual nature of ideas, whether they have any practical application or not.
Mindset #7 How we get things done
Some cultures tend to view rules and procedures as absolute and universal while others rely more on relationships to facilitate tasks and agreements.
Mindset #8 How we view change
Some cultures favor change and almost always see it as an improvement. Other cultures favor tradition and are suspicious of change for change's sake.
Mindset #9 How we view risk and uncertainty
Some cultures tend to believe in the concept of "being in control" of one's life, the environment, and the future through technology and human intervention. Other cultures believe that humans have only so much control over their lives and the natural world and that fate or religion plays a key role in determining events and outcomes.
Mindset #10 How we measure success
Some cultures view success in terms of material and professional achievements while others value the quality of life over constant striving to achieve.
Note: Mindsets are inspired by the work of prominent theorists and practitioners in the intercultural and diversity fields, including Bob Kohls, Gary Weaver, Edward T. Hall, Geert Hofstede, and Fons Trompenaars.
©2002 Marcella Simon Peralta All Rights Reserved