Cultural differences can present challenges. Let us know perspective on measuring progress for overcoming these differences in a way that is sensitive to the diverse perspectives of our stakeholders?
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Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I can't think of many good objective metrics for how well a company is overcoming cultural differences among its employees. However, a few subjective metrics come to mind, including:
1. Do you observe people of different cultures collaborating? Or does collaboration occur mostly within similar cultural groups?
2. Do people openly discuss cultural differences, or is acknowledgement of cultural differences avoided? If cultural differences aren't even acknowledged they'll likely become even more entrenched.
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1 reply by Erick A. Candanedo S.
Sep 16, 2024 10:11 AM
Erick A. Candanedo S.
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In my experience managing multicultural projects, collaboration often occurs within the cultural perspectives of individual team members. However, cultural barriers can lead to misunderstandings, with each side perceiving the other’s methods as incorrect. To address this, I typically narrow down sprints, or (if it is the case) work packages to facilitate cultural management during execution.
Discussing cultural differences is challenging for any professional. Simply acknowledging these differences can be difficult and, at times, exacerbate the situation, leading team members to suspect ulterior motives. Often, cultural barriers are evident, and without proper acknowledgment, team members may become defensive. Additionally, company policies sometimes do not facilitate this process, further complicating the work.
Thanks for your feedback. It made me recaputulate.
I can't think of many good objective metrics for how well a company is overcoming cultural differences among its employees. However, a few subjective metrics come to mind, including:
1. Do you observe people of different cultures collaborating? Or does collaboration occur mostly within similar cultural groups?
2. Do people openly discuss cultural differences, or is acknowledgement of cultural differences avoided? If cultural differences aren't even acknowledged they'll likely become even more entrenched.
In my experience managing multicultural projects, collaboration often occurs within the cultural perspectives of individual team members. However, cultural barriers can lead to misunderstandings, with each side perceiving the other’s methods as incorrect. To address this, I typically narrow down sprints, or (if it is the case) work packages to facilitate cultural management during execution.
Discussing cultural differences is challenging for any professional. Simply acknowledging these differences can be difficult and, at times, exacerbate the situation, leading team members to suspect ulterior motives. Often, cultural barriers are evident, and without proper acknowledgment, team members may become defensive. Additionally, company policies sometimes do not facilitate this process, further complicating the work.
Thanks for your feedback. It made me recaputulate.
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1 reply by Eric Simms
Sep 16, 2024 10:35 AM
Eric Simms
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If I read your reply correctly you create sprints and work packages that can be performed by a group using a common culture as a way to make work proceed smoother? I have always tried to get cultures to mix because I believe doing so fosters innovation, but I see that organizing activities by culture is also an option.
I might try operating each sprint according to different cultural norms, to give everyone a chance to see the work practices of other cultures. I'd hope this would allow people to incorporate elements of other cultures' work practices into their own.
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Jessica Moore BonnerIT Project Manager III| Texas General Land OfficeAustin, Tx, United States
For me, the topic cultural differences as it pertains to a project come down to two categories:
1) Time Management (i.e. How does my culture treat "time" in general?)
2) Personal experiences (i.e. Who I am and what made me who I am)
The first category is one that can be addressed through conversations. What are your expectations around work-life balance? How much time to do you expect to dedicate to this project? Do you have any upcoming holidays you anticipate will take you away from work? What do you wish your project team mates knew/understood about how you prioritize and manage your own work/time?
The second category is much more interesting, in my opinion. The "Who I Am" cultural differences give us all an opportunity to get to know each other more. For a while, my work place was hosting a once-a-week meeting where a different someone each week would tell the rest of us a little more about their personal lives and history. I learned that one of my co-workers was a refugee from the Vietnam War and had experienced fear of a kind I cannot imagine. And yet, he is one of the most friendly and cheerful people I know. Another co-worker used to be a professor at a university in China and was in Tiananmen Square when the tanks rolled in. Yet another co-worker's father used to be a Yogi in India and was fiercely determined to make sure his daughter received an outstanding education even during a time when many girls were not given that opportunity in India. All of these stories helped us understand each other better and helped us remember that we are all people worthy of respect, kindness, and patience. I think giving everyone a chance to talk more about who they are as people helps the team work together as team-mates.
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Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Sep 16, 2024 10:11 AM
Replying to Erick A. Candanedo S.
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In my experience managing multicultural projects, collaboration often occurs within the cultural perspectives of individual team members. However, cultural barriers can lead to misunderstandings, with each side perceiving the other’s methods as incorrect. To address this, I typically narrow down sprints, or (if it is the case) work packages to facilitate cultural management during execution.
Discussing cultural differences is challenging for any professional. Simply acknowledging these differences can be difficult and, at times, exacerbate the situation, leading team members to suspect ulterior motives. Often, cultural barriers are evident, and without proper acknowledgment, team members may become defensive. Additionally, company policies sometimes do not facilitate this process, further complicating the work.
Thanks for your feedback. It made me recaputulate.
If I read your reply correctly you create sprints and work packages that can be performed by a group using a common culture as a way to make work proceed smoother? I have always tried to get cultures to mix because I believe doing so fosters innovation, but I see that organizing activities by culture is also an option.
I might try operating each sprint according to different cultural norms, to give everyone a chance to see the work practices of other cultures. I'd hope this would allow people to incorporate elements of other cultures' work practices into their own. Saving Changes...
Project & PMO Manager | Research & Enterprise Mentor| GFB HoldingSouth America, Brazil
In my point of a view, I recommend to effectively measure progress in overcoming cultural differences while being sensitive to the diverse perspectives of stakeholders, it is essential to combine quantitative metrics with qualitative behavioral assessments.
1) I believe we must start with traditional performance indicators like KPIs (Key Performance Indicators) and OPIs (Operational Performance Indicators) to quantitatively evaluate the team's progress. These indicators provide a clear, objective measure of performance and can include metrics such as: - Project completion rates - Quality of deliverables - Timeliness of project milestones - Customer satisfaction scores 2) We can include Behavioral Health Check as a complement to quantitative data with a qualitative assessment of behaviors that influence these indicators. Implement a behavioral health check by tracking the presence or absence of key behaviors that foster a collaborative and inclusive environment. Examples of behaviors to monitor include: - Regular Feedback Meetings: Ensuring that team members have opportunities to give and receive feedback. - Openness to Second Opinions: Encouraging team members to share alternative viewpoints. - Acceptance of Contrary Opinions: Observing whether the team is receptive to differing perspectives. - Decompression Moments: Scheduling regular team-building activities or informal gatherings to reduce stress and build camaraderie.
By integrating these behavioral checks with your KPIs and OPIs, you can gain a more holistic view of the team's performance and cultural integration. This dual approach allows you to identify not only whether goals are being met but also how the team dynamics and cultural sensitivity are evolving. By combining traditional performance metrics with a focus on key behaviors, you can create a comprehensive framework for measuring progress in overcoming cultural differences. This balanced approach ensures that you are not only tracking performance but also fostering a supportive and inclusive team environment.