Culture difference affecting choice of teammates

Dowling To assure flexibility and lasting value, information system designs and product selection must be guided by an architectural plan for infrastructure and applications systems. The Art of architecture design is in extracting business requirements; the Science is translating them into technology solutions.

Culture difference affecting choice of teammates

When you collaborate with others to accomplish something, you can achieve so much more than you could by yourself.

That eliminates those weaknesses because the team is able to utilize our strengths without being held back by those areas where we are not. Other team members carry some of the load and that load can be shifted as necessary.

When you work on a team, your team members have your back and you have theirs. Someone else is there to help you, catch you and support you.

That enables the team to do so much more in less time. You are not limited by your own perceptions of reality and your own way of thinking. Combining ideas and different ways of thinking leads to better solutions. Teamwork makes the task more fun.

You are all working toward a common goal together. While team goals can be difficult and stressful sometimes, working as a team allows everyone the opportunity to lighten up and enjoy the journey more. When a team works well together, they produce more ideas and better results.

This also helps create a team identity that is shared among all the team members. So often, teamwork falls apart because people are not on the same page. Besides some team members not working on what is needed to achieve the goal, this lack of clarity about purpose and goals creates more friction and conflict.

Every team member has to clearly understand what the team needs to accomplish, why it needs to accomplish that and embrace this direction. The importance of this grows exponentially as the project becomes more complex. When you have an operations, IT, engineering or similar project that involves team members from different functions, locations, countries, cultures and organizations, this shared understanding and respect is beyond critical.

It can literally make or break the project. Each team member needs to understand the role and responsibilities of every team member no matter the size of the team. Everyone needs to understand what everyone else is supposed to do and how their part fits into the whole. You need to know where to go and why to reach out to those team members when something needs to be addressed.

You also need to have realistic expectations about what each team member is going to contribute. That is only the first step to build a clear enough shared understanding for a team to perform at its best. Then you have teams from different countries working on a project.

Add to this the difference in the way people think, figure things out and solve problems. These thinking process differences can often lead to huge misunderstandings and conflicts. They may use a different choice of words, different levels of detail, different types of metaphors and stories to convey meaning.

We can make assumptions too easily and think that what they are saying means the same thing to us as it does to them.

Finally, every team member needs to be aware of other members emotional states. Successful teamwork involves building bridges across all these differences so everyone can respect and accept each other.Culture Difference Affecting Choice.


Culture difference affecting choice of teammates

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The Importance of Values and Culture in Ethical Decision Making Authored By: The foundation of ethical decision-making involves choice and balance; it is a guide to discard bad choices in favor of good ones. but also in terms of hidden differences, such as culture and disability.

Care must be given to the reexamination of values and. T NEVER HURTS TO BE REMINDED of the need for humility. We tend to fall back on transactional relationships and rule-based leadership.

Edgar Schein and Peter Schein call this Level 1 based leadership.

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