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Many Cultures, One Team: Build Your Cultural Repertoire, by Catherine Mercer Bing

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Many Cultures, One Team is an essential aid for anyone who leads, is a member of, consults with, or supports global teams. Starting from the premise that the concept of team is culturally bound, Catherine Mercer Bing provides guidance for improving team function and performance. Drawing on her extensive experience in supporting global teams, she challenges team leaders and members to reflect on their cultural assumptions - to improve their cultural metacognition - and provides key advice concerning engagement, productivity, and human process interactions on teams.
Global competition is fierce, and the timeframe within which businesses maintain their competitive advantage is now counted in months rather than years. One important source of competitive advantage is human behavior. Team leaders that manage the subtle, but powerful, forces of group dynamics and culture achieve better business outcomes. Team leaders that fail to identify and manage these subtle forces in real-time risk having their plans thwarted.
"Many Cultures, One Team" is based on Cass Mercer Bing's extensive experience helping virtual and multi-cultural teams achieve their full potential. "Many Cultures, One Team" provides extensive advice for team leaders and consultants in a ready-to-use format. It is a crucial guide to anyone who wishes to gain a better handle on a crucial source of competitive advantage: human dynamics on global and virtual teams.
Dr. Amitai Touval, Zicklin School of Business
My favorite part is the case box. It raises questions and makes me think, 'darn, I don t really know!'... The explanations tend to give me a 'Yes, yes, I know' feeling.
Gert Jan Hofstede, Associate Professor at Wageningen UR, The Netherlands
Cass has presented a framework for global leaders to go beyond their own comfort zone allowing leaders to recognize and appreciate the cultural challenges involved in leading cross cultural teams. The leader is able to recognize and identify the cultural dynamics and utilize these techniques and strategies in making the organization function more effectively. This approach and the techniques outlined can be applied at multiple levels in the organization which makes a compelling case for leaders and HR professionals who operate in the complex network of cultural behavioral preferences present in global teams.
John E. Warren III, Global Human Resources Executive
- Sales Rank: #1946950 in Books
- Published on: 2015-01-05
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x .53" w x 7.50" l, 1.10 pounds
- Binding: Paperback
- 300 pages
Review
Many Cultures, One Team is unique in its presumption that team members are different, they are affected by their own cultural norms and those of their organizations, and it is absolutely essential for team members to mutually adapt to each other's needs and perspectives! -- Peter Bye, President of MDB Group "Peter Bye, President of MDB Group"
About the Author
Catherine Mercer Bing is the CEO of ITAP International, Inc., a global consulting firm that specializes in the impact that cultural differences have on business interactions. Ms. Bing has 30+ years in human resources development. She spent more than eight years working as an internal corporate HR professional, and 16 years as an outside communications, HR and cross-cultural consultant. She has travelled and worked with international partners in Argentina, Australia, Austria, Belgium, Canada, China, Denmark, France, Germany, Holland, India, Ireland, Kenya, Malaysia, Mexico, the Philippines, South Africa, South Korea, Spain, Sweden, Switzerland, Taiwan, and the UK.
Most helpful customer reviews
3 of 3 people found the following review helpful.
Should be on the shelves of team leaders and coaches
By Vieuxblue
This book is based in part on the work of Geert Hofstede, the single most important research authority on the influence of culture on business. Bing takes his work and other research on leadership, culture, and teams to produce a practical compendium of approaches for team leaders and coaches to utilize in improving team performance and success. After examining external and internal factors that influence team success, Bing details approaches and practical exercises that she has used to improve team performance. Although based on theoretical work, this compact volume provides realistic, practical and proven approaches.
Their is a separate section of resources which includes a team process questionnaire that is used to gather data to be used in team interventions.
With global and multicultural teams now commonplace in business, the volume should be on many desks.
I just wish the publisher had added some color to the graphs!
2 of 2 people found the following review helpful.
A Must Read
By Beverly L. Kaye
Catherine Mercer Bing does an excellent job pulling together a wide array of issues affecting culture. It’s wonderful to have a resource where much of what you might need is in one place! The author provides wonderful exercises, examples, graphics and stories. A great primer for someone new to the study of culture and something for culture experts who want to see another slant on this complex subject!
1 of 1 people found the following review helpful.
Practical, readable, admirable
By Amazon Customer
Cass Bing’s eminently practical book does for intercultural understanding what Kiersey/Bates’ Please Understand Me: Character and Temperament Types did for interpersonal understanding thirty years ago. Although chiefly oriented towards international business teams, it would be helpful to any group – even made up of members raised in the same culture – that has to work together, long term or short term. I certainly wish the administrative appeals judges I worked with for 25 years had had the benefit of its discussion of how to build trust and relationships, for example.
The book is logically structured. It begins with a cogent introduction of six different orientations among people raised in different cultures, e.g., a preference for certainty v. a tolerance for ambiguity; an orientation towards working individually or as part of a group; or a familiarity with hierarchical v. participative decision-making are examples of these orientations.
How these different orientations may come into play is made clear in Part II, which deals with the internal dynamics among team members from different cultures that may affect the smooth, effective accomplishment of its purposes. How the team leader is chosen and conducts communications; how team members communicate, including how technology may assist when members are dispersed; how to build trust among members; and how to work effectively with members of different cultures are the topics dealt with in this part.
But even before any of these dynamics might impede a team’s success, one must consider the context in which it operates may enhance or inhibit its ability to succeed. For example, are team members’ performance appraisals conducted by the team leader, the head of the functional unit that is a member’s principal assignment, or a manager that coordinates the review of both the team leader and the unit head? A team member may be expected give more of his or her loyalty and attention to the person most responsible for evaluating and rewarding his or her performance. Seven external organizational factors are discussed in Part I.
In Part III, the information offered in Parts I and II – which is clearly based on the author’s thinking about her decades of on-the-ground experience and which is clearly organized into lists of questions to consider and vignettes of real-life situations – is offered in the form of guides for team leaders, human resources personnel, and consultants to employ in activities designed to make team members aware – whether they work together in-person or virtually -- of cultural blunders to avoid, of the differences among cultures, of how to build trust, and of how to communicate when they work virtually.
The final two chapters offer questionnaires for a company to appraise an individual’s cultural preferences and familiarity with cultural differences and for a team leader to measure how his or her international team is performing as it is carrying out its assignment.
Altogether, this is a very readable, practical – and admirable – book.
Will A. Irwin, Bethesda, Maryland
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