Visual below: explanation of how culture (group) is related to personality (individual) and basic human needs we all share (all people). It also shows how some elements of culture are conscious and explicit (and for a large part visual) and some elements are more hidden, implicit, subconscious.
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In defining someone's cultural background we can detect many layers of culture and subcultures:
Every person has a different cultural mix which means we have to take a closer look at their cultural backgrounds and not jump into stereotypes too quickly.
Speaking of which, this is a sensitive topic to many people and understandably so. Stereotypes are dangerous concepts when negative judgements are attached to it. But there can be merit in some stereotyping when it is mostly used to manage expectations and as a way to adopt appropriate behavior.
For example, if you understand that the Dutch are direct in their communication because they look for clarity, it makes it less (!) difficult to accept. If we turn this statement around by saying that the Dutch are usually indirect in their speech, and you start to laugh, then you know that the stereotype is probably true..
An organizational (company) culture can transcend national boundaries and as such, align people who either share a professional culture or adopt the same values and work practices. It can serve as a strong connector in international companies and teams. It is important, however, to make sure that values are understood and applied properly by all members of the group, since some values have different meanings in different cultures.
Spot On Learning helps international organisations with international crews and teams learn faster.