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Global Talent Gender Gap

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Content The case for gender egalitarianism Prestige economies and cultural tightness Functional literacy and inclusiveness Strength-based approaches to fostering “female” leadership styles Humanitarian principles and global egalitarian mindset   The case for gender equality Although women represent half of the population in education and global workforce at career start and mid-level management, men outnumber women in all sectors’ leadership positions. The role of female talents in future leadership is a … Continue reading →

Global Talent Management (GTM) in China: Between Globalization and Tradition

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Summary. Although multi-national enterprises (MNEs) in China are looking for talents who can balance domestic and international challenges, the evolving education and Global Talent Management (GTM) systems struggle with the timely identification, development, and retention of a workforce that is matching the required demand of new and future skills. Respect for the Chinese culture and access to so-called guanxi business networks shaped by collectivist cultural values are needed to access … Continue reading →

Global Mindset in Japan: A Critical Evaluation

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Summary. This article critically sheds light on current socio-economic challenges for Japan and the need for developing a global mindset for companies in a globalizing world. With little chance for getting a management position before the age of 40 and confronted with dominating domestic demand for a monolingual male workforce, Japan’s youth gets blamed for being ‘insular’ and individually responsible for the lack of global mindsets. To improve global success, … Continue reading →

How culture shapes different types of empathy

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It is useful to differentiate between sympathy and empathy as the basis to also understand better how culture itself (amongst other factors) shapes cultural empathy. This is important also to define and assess more subtle aspects of empathy as it becomes increasingly imperative in education and disciplines such as global talent management. Empathy (like sympathy and compassion) is related to human emotions as a reaction to other individuals’ plights [1]. … Continue reading →

Cultural intelligence (CQ)

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This article describes the relationships of cultural intelligence (CQ) with other types of intelligence, motivation, and leadership behavior. Mindfulness provides for a conceptualization of intercultural competence. CQ is a useful competency for acculturation challenges as required for expatriate talents in multinational enterprises. People used to minority status, people from more diverse environments, and those with higher CQ experience more positive acculturation and psychological well-being. For Global Talent Management CQ is … Continue reading →

Developing Cultural Empathy: Perspective Taking

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This article reflects on example biases that could impact one’s intercultural behavior and decision making and how the role of the media is shaping ideas about cultures. Finally, specifics of the European culture are analyzed as relevant for global talent management issues. Culture is an unconsciously learned way of thinking and living of a particular group of people that reinforces that worldview through its in-group similarity [1]. To change ‘cultural … Continue reading →

Platform Cooperativism Japan (PCJ): The Future is Now

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See also the embedded clip. As we concluded … Let’s cooperate! 🙂

Developing Distributed Leadership (DL) for Social Change

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(1) Distinct Co-operative Governance Challenges, (2) Distributed Leadership (DL), Self-awareness, Servant Leadership, and Safe Learning Spaces, (3) Empowerment for Service, Democracy, and Value-based Management, (4) Accountability for Strategic Leadership Processes: “Leading is a function, not a status.” Distinct Co-operative Governance Challenges Non-Governmental Organizations (NGO) and Co-operatives that are run according to cooperative principles, face distinct challenges compared to governments or for-profit organizations. About 90 percent of contemporary leadership research is … Continue reading →

Why People Justify Social Systems That Disadvantage Them

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The paradox of the disadvantaged justifying authoritarian systems It can seem paradoxical that people often justify the existing social system even when this comes at personal and collective costs [1]. System Justification Theory (SJT) provides a framework to understand what the motives and contexts behind this phenomenon are [2]. SJT posits that an underlying ideology is motivating the justification of social order in a way that contributes to the often-unconscious … Continue reading →

Cross-Cultural Transformational Leadership

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In an increasingly interdependent world, global leadership understanding for international collaboration [1] is vital for the development of cross-cultural leadership [2]. This essay provides some hints on what might be determining leadership prototype’s effectiveness from different global perspectives [3]. Universal and culture-specific features of transformational leadership Transformational leadership facilitates change through shared vision, intellectual stimulation, and support of individual’s aspirations [4] and is therefore essential for solving contemporary threats that … Continue reading →

Positive Change Through Rewarding Virtue vs. Punishing Non-Compliance

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Men have made millions of laws to punish crimes, and they have not established even one to reward virtue; Virtue being a product not of the command of law, but of our own free will, society has no right whatsoever over it. Virtue on no account enters into the social contract; and if it remains without reward, society commits an injustice similar to that of one who defrauds another of … Continue reading →

Dr. Wayne W. Dyer: Inspiration for the Leader in All of Us

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Father of Motivation and Sage of Maui The life and work of author and speaker Dr. Wayne W. Dyer, who died at the age of seventy-five in 2015, provides the opportunity to reflect on leadership from a holistic perspective beyond a specific organizational setting or national politics. Dyer’s many best-selling books on the practical psychology of personal development towards a positive transformation for all of humanity [1] brought him the … Continue reading →

Compassionate leadership: If we all ‘lead,’ we don’t need ‘managers’ anymore

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There are significant differences between leadership and management In our contemporary world both leadership and management may be required and co-exist in different situations, but the identification and understanding of their distinguishing features is important if we want to use both of them effectively and eventually think about shifting the emphasis towards managers who are real leaders too. Having been in diverse leadership and/or management positions in educational institutions and … Continue reading →

(Platform) Worker Co-ops as a Solution for Business Ownership Successions. The Context in Japan.

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Introduction The percentage of employees employed by small and medium enterprises (SME’s) decreased from 80% to 70% in the last 20 years. Issues regarding the ownership succession of businesses are essential in the light of an aging society and the need for sustainable socio-economic development. The SME Cooperative Act of 1949 is for small and medium enterprises that lack financial resources in the conduct of joint businesses based on a … Continue reading →

[Net Neutrality] (Cyber) Territory Development: Owned by Landlords or by the People?

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The king has, in the struggle of defending his crown, given the virtual land to the landlords. Now the peasants pay the tolls to the privileged class who rules the online territory for the maximization of its own financial profits and influence. How will the insurgency look like? Time for (re-) new(-ed) alliances for effective and hopefully non-violent rebellion. Part of the solution: Platform Cooperativism Japan (PCJ) Platform Cooperativism Japan … Continue reading →

Platform Cooperativism Japan (PCJ): Intergenerational, Multidisciplinary, and Cross-Cultural

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Escaping (Psycho-)Logic Traps for Better Solutions

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Summary. Social traps are situations in which individuals take rational (and often egoist) short-term decisions that, however, lead to negative collective results in the long-term. Some psycho-(logic) traps involve an isolating and limiting view on available behavioral choices. Because everyone needs to feel competent to take future action, the failure trap lets people deny their potential for further learning and engage in task-irrelevant actionism. The sunk cost fallacy is such … Continue reading →

The Psychology of Political Helplessness

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Summary. Even small daily exposures to oppressive structures of economic and political/social environments influence people’s psychological internalization of observed superiority and inferiority. Conforming behavior provides the necessary practice to develop the tendency to obey the “unavoidable” orders of oppressors in a learned “helpless” manner. The more hierarchical a political system, the more is helplessness learned with the result of uncritical and fearful behavior that is undermining democratic processes. The creation of awareness … Continue reading →

Learning from differences and collaborating in diversity according to Lev Vygotsky

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Content. (1) Individual embodiment of increasingly global social contexts, (2) Globally influenced mediation of learning, (3) Extension of the proximate to a collaborative zone of development, (4) Integrating differences for rich and demanding learning opportunities