Extracts
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1.2 Surfacing expectations
“When they are working in an international environment, mindful managers do not assume that their teams and other stakeholders understand their expectations.”
2.1 Competing values?
“ … values guide the behaviour of members of a group. They help them to deal with the problems and opportunities which the group faces.”
3.1 Stereotypes
“we tend to use stereotypes, regardless of whether they are accurate or inaccurate, to help us to make sense of the world, especially when we have little information about the situation we are in and when we have little time.”
4.6 Best practice: Top-down or bottom-up or something else?
“International managers need to get their international teams all moving in the same direction but, from the intercultural perspective, the mindful manager needs to be flexible about how to do this.”
6.5 The role of the connecter
“Bringing people together across all kinds of cultures – acting as a connecter – is a key role of international managers. In this role, they can help to break down the silo mentality.”
8.2 Culture and feedback
“Performance management and the role which feedback has to play in this are a cultural minefield. There are several key cultural dimensions which can affect the nature of the feedback people give and how people receive it.”
9.1 Personal attitudes towards conflict
“At the heart of this picture of orientations to conflict is the question: Are you more interested in satisfying your own interests (self-centred) or those of the other party (other-centred)?”
References
Browse the list of books and articles we have drawn on in writing The Mindful International Manager.