Systemic Cultural Creation
The concept of creating culturally agile organizations by controlling the regulatory process of a company (Overholt, 1996) needs to be discussed further when addressing how to adapt organizations in such a way that they handle multiple cultures well. By creating systems that build upon one another to foster a particular characteristic or behavior, organizations can slowly shape the way members address and interact with differing cultures. Caligiuri (2012) suggests that leaders will develop culturally agility on an individual basis. While I agree with the assertion, creating an organization that uses processes and regulations correctly could help foster and promote cultural agility among its members.
By creating an organization that promotes cultural agility, one can increase the social capital (Cabrera & Unruh, 2012) of the entire group exponentially. An organization that creates an environment of cultural agility increases its ability to both engage with and profit from many different cultures. Modern businesses and nonprofits can gain value from creating a culture with cultural agility.
One of the main reasons why organizations fail to achieve goals results from a difference in thinking between two groups or individuals (Hoifstede & Minkov, 2010). The risk of failure increases the more diverse the culture of the individuals attempting to work together. Enhancing one’s cultural agility will allow a leader to both understand and respond properly to those of different
Cabrera, A., & Unruh, G. (2012). Being global: How to think, act, and lead in a transformed world: Harvard Business Press.
Caligiuri, P. (2012). Cultural Agility: Building a Pipeline of Globally Successful Professionals: Jossey-Bass Publishing San Francisco, CA.
G Hofstede, G. J. H., Michael Minkov. (2010). Cultures and Organizations: Software of the mind. New York: McGraw Hill.
Overholt, Miles. 1996. Building Flexible Organizations: A People-Centered Approach. (Dubuque, IA: Kendall/Hunt Publishing Co.)