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Xenophobia and You
If fear lies at the root of every midlife crisis (and it does), then what steps must we take to defeat it? Overcoming cultural bias is a primary strategy.

Other cultures and organizations Related Articles

Leading Like TIGERS: A Successful Team Building Model
Teamwork thrives in a collaborative culture and tends to have problems in individualistic and internally competitive cultures. This article discusses a collaborative value system that supports an organizations vision, mission and core values through teamwork and the concept, "If we in, I win."
7 Virtual Teams that Lead Your Company
Virtual teams bring together people from different cultures, locations, organizations, communities and beliefs. Knowing how to develop and plan these teams can mean the difference between success and failure.
What Are The Different Categories Of Employee Rewards And Recognition Programs?
Organizations today have realized that cash is easily replicable by others and hence to remain competitive in such a dynamic environment they need to introduce a differentiator which caters to the needs of diverse cultures. Strong Rewards and Recognition Program is becoming a top priority for organizations with CEOs and board members getting closely involved and that the effectiveness of all tangible and intangible rewards programs must be monitored periodically.
Merger Miseries One
Most companies I work with are going through or have recently gone through some sort of restructuring, merger, acquisition, or other major discontinuity. Also, units within organizations are frequently merging and changing structure. I observe incredible stress and anxiety when groups are trying to accomplish these changes. It is common knowledge that the process of assimilating a merger is much longer and more painful than most CEOs recognize going in. I have several observations and theories about why that is and ways to approach the merging of two cultures that might prevent some pain for many organizations. This article is the first in a series.

Merger Miseries 8 Scrambled Cultures
Blending organizational cultures after a merger or acquisition is often the most difficult part of the process. Many organizations fail because they did not anticipate the challenge of this step and institute processes that would have helped the integration. This article describes 12 ways to help make the process work better.
Entrepreneur Education: Do Good Bosses Really Exist?
Think about the bosses you have had that you would follow anywhere. What are the basic characteristics of these folks? It becomes interesting to look for the common denominators that are "good boss" requirements. I recently asked several groups in various organizations how they would categorize the best of their bosses. Here is where it got interesting. They were only a few basics that ran across cultures and up and down organizations. These were generic patterns of respect, civility (this word was used over and over), empowerment, and ability to acknowledge work well done.
Blind CEOs
It is amazing how many toxic environments exist in organizations. One would think with all the leadership training it would be harder to find oppressive cultures. A larger conundrum is why so many top leaders simply cannot see their contribution to the malaise. In this article I explore the problem of blind CEOs and offer some antidotes.

Social Media in the Workforce...Enhancement or Interruption?
Blogging, LinkedIn, Facebook, Twitter. These are various forms of social media that have infiltrated lives across the globe and have also entered many organizations’ workspaces. This technology is changing the way workers interact with each other. As great as a gift social media has been for some organizations, there is also criticism over its usage. In light of the pros and cons of social media, organizations worldwide have to decide whether social media will hinder or support their organizational cultures.
Solutions and Excuses
All organizations and individuals have unique cultures and different methods of working toward accomplishing tasks. There is no right or wrong way to undertake a project, but people and organizations can be divided into two distinct categories that greatly affect their potential for success.

Considering high-context vs. low-context cultures and its impact on cross-cultural leadership communications.
Communicating in your own native language is difficult enough. Add to this the nuances of differing cultures and we have a rather complex matter. Such nuances create certain barriers to communicating in a cross-cultural setting. Today, more than ever, leaders must find ways to influence people in varying cultures. Further, leaders must begin to understand the implications of globalization and how the very patterns of thought are based on the individual’s culture of origin. This article seeks to outline the meaning of high- and low-context cultures; polychronic and monochronic cultures; and explain how leaders may begin to better communicate within the context of these differing cultural settings.
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