Tag Archives: Success

LET YOURSELF OFFEND. The benefits of letting you get offended.

You get an understanding and compassionate ear here, but the most significant benefit lies in permitting me to offend you. First of all, if I didn’t dare to offend, I couldn’t be honest. Being offended offers a real-world check outside of one’s comfort zone. Second, if I solely entertained you, I’d waste your time distracting from the real work to be done. I will, however, offend you with substance, so you can accomplish getting very clear on your worldview / identity: Who are you really beyond social conditioning? What would you stand for if you had the self-confidence to overcome social pressure? Why are you here as a complete human being beyond economic considerations? Also, the feeling of being offended is a warning indicator that is showing you where to look within yourself for unresolved issues.

I may offend people, but I also make it easy for them to forgive me. You’re not alone; my content and approaches contain wisdom that offends quite everyone. I love people in general (not only the proximate ones who flatter me), and that’s why I care to offend you too. To be genuinely kind means to have the courage to offend. Of course, people like sugar. But shall I, therefore, feed them with more of what is not suitable for health? I’ve learned that if I love myself, I have the courage to allow me to get offended (which doesn’t mean to let me abuse, though).

If we feel offended without being able to forgive the offender, we actually say to disagree with the Right of Freedom of Expression. By instilling more fear, people become more susceptible to being offended without the willingness to forgive. And that’s how the freedom of expression gets strategically undermined by authoritarian systems. Today people are brought to be offended by others just breathing (we can even see it by people wearing masks;-)). It’s more important than ever to stand up for the right to offend, which is implicitly part of the Right of Freedom of Expression. So, have the courage to use the right to offend “sacred” symbols (who says they are sacred?), offend emotions and feelings, offend countries, governments, organizations, as well as political parties, religions, and traditions, and cultures.

Living in a comfort-seeking and fear-based materialistic society, my humanistic approach rejecting salvation-seeking from extrospection is offending people, of course. For me, however, respecting people doesn’t mean accepting their illnesses, victim roles, and unfulfilled potential. If we respected such unhealthy limitations, we’d offend humanity (and life, or god, as you like) as a whole. Indeed, many people live life in the offense to life itself as they put material goods over life. Yes, we justify our physical survival (which in our society doesn’t have much to do with survival rather than with a decadent luxury lifestyle) by not assuming responsibility for the many who suffer hunger, exploitation, and abuse.

I deliberately combine the science of psychology, the wisdom of philosophy and the intuition of art. Art is often very well suited to insulting people, challenging them and opening them up to creative and self-reflective thinking. Unfortunately, it’s impossible to offend or hurt someone who doesn’t care. This is the reason why people often have no interest in the artistic (or spiritual).

Group thinking inhibits critical thinking in favor of a wider human community. For example, religions proclaim to spread unconditional love and the universal truth of their respective God, but feel offended by other religions that believe in another God, who in turn should represent the same unconditional love and absolute truth according to these others. That’s the big lie of hypocrites on both sides. Such belief systems do base on exclusivity to offer fearful people the seeming security of belonging, which, however, they nevertheless never experience (therefore their defensive attitude). But there is a more inclusive way to feel more satisfyingly human. Learn to love truly! Love is the opposite of fear. If you’ve learned to get offended, you’ve learned to love. Love is hard to offend; a heart full of love doesn’t get irritated and offended irrevocably; it doesn’t see the world in terms of threats against one’s ego-assumed superiority, advantages, and privileges over others. Instead, strong minds who dare to seek being offended, not for hate but growth purposes, can find what humans actually are looking for: actualizing themselves through meaningful change toward their best self (which can’t be measured by material success alone, to make that clear once more).

You may have enough “friends” who will tell you what you want to hear and who are happy that you are unsuccessful (because it justifies their own stagnation). If I can’t offend you, I haven’t done my work of serving you decisively. With this in mind, thank you for allowing us to offend each other, not with style, but with substance for learning opportunities for our personal growth, individually and as a human collective.

Human Capital & Success in Learning

Human capital

Human capital refers to the production factors, coming from human beings, that are used to create goods and services. These include knowledge, skills, habits, and social and personality attributes (marketbusinessnews.com).

Neuroplasticity

Changes to neurological pathways in the brain take place with practice. This would suggest that innate talent has no/little role to play (C. Ackerman, 2018)

Metacognition

Metacognition as the study of mental processes is about “thinking about thinking” and “learning how to learn” (Flawell, 1979).

Expert learners

Expert learners are more aware of/able to monitor systematic cognitive processes and therefore have more knowledge and better problem solving capabilities (Laureate education).

Self-efficacy

Self-efficacy comes from own believes and attitudes that are stronger than social discouragement (Adapted from Bandura, 1997).

Efficacy judgments

Self-efficacy is influenced by four factors: Verbal persuasion (encouragement), vicarious experiences (role models), performance outcomes (motivational lifts), and physiological feedback (arousal) (Bandura, 1977; Redmond, 2010).

Motivation success

Motivation success will increase if the individual attributes his/her successes & failures to internal, unstable factors over which he/she has control (e.g., effort) (Weiner, 1974).

Just World Hypothesis

To make meaning of the world, people tend to have a need for believing that the world is fair. However, people often are less generous about other people than about themselves (M.J. Lerner, 1980).

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Inspirational Leadership: Allowing the Soul to be Free

1.Inspirational leadership is a less studied, but holistic concept that centers within the presence of a whole mind that is aware of the being and doing of the self and others.

2.As an inspirational leader who gives ideas to others, investing time and effort into self-development is vital. One can only give what’s inside of him/her.

3.The human side of leadership is fundamental for an inspirational interaction between leaders and followers.

4.The most appreciated leadership aspect is the ability to inspire. The capacity to inspire does result in high employee commitment.

5.Inspirational leaders positively influence employee characteristics, such as independent thinking and pro-activeness. These qualities not only foster innovativeness and drive business performance, but also have a positive effect on followers’ happiness at work.

6.The quest for the ‘Why,’ critical thinking, purpose, passion, and caring emotional intelligence all come from within oneself. Self-awareness and autonomy is the foundation for accessing the source of inspiration. Allow your soul to be free.

7.Authenticity is the core of inspirational leadership. Authentic behavior arises when the ‘who you are’ and the ‘what you do’ are aligned. A genuine and ethical leader differentiates between the true needs of his/her inner being as compared to the many and often conflicting demands and conditions of society.

Slides from our 80% is Psychology event, December 12th, 2018 in Tokyo.

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Personality and Leadership Styles

 

Slides from our event, December 5th, 2018:

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The leader-follower relationship: Theories and related strategies

1.It is crucial to what role models children are exposed. Babies intuitively follow the eye gaze of their mothers. Little geese adopt the first seen subject after hatching as their caregiver (so-called IMPRINTING). And imprisoned children regard the prison guards as their parents to follow.

2.Followers emulate primarily other followers, not necessarily the leader. A movement is made by courageous followers who show others how to follow too. Therefore it is essential to nurture followers.

3.To form a positive social identity (as everybody seeks to), people use self-categorization. According to SOCIAL IDENTITY THEORY, this risks leading to biased social comparison in which people tend to over-favorize one’s own group’s individuals’ positive characteristics while they stereotype and discriminate out-group members having mainly negative traits.

4.PROTOTYPICAL PERCEPTIONS cause people to think that the followers of the group they identify with can be persuaded by information, while out-group followers are mis-perceived as needing to be coerced by force.

5.Individuals who follow a leader against their own moral beliefs or good judgment may do so because they socially identify with the leader and consciously choose to follow his/her MORAL COMPASS.

6.Leaders in a mutually beneficial leader-follower relationship provide public goods to their followership. In return, followers voluntarily pay their costs to the leader in the form of prestige. When leaders gain more relative power, and their high status becomes less dependent on their willingness to pay the costs of benefitting followers, the SERVICE-FOR-PRESTIGE THEORY predicts that leader-follower relations will become more based on leaders’ ability to dominate and exploit.

7.In the phenomena of RECIPROCITY, we should differentiate whether it is about our genuine desire to return favors unconditionally based on feelings of thankfulness, or whether we get trapped into “marketing tricks” that let us act upon feelings of obligation and guilt.

8.A secure ATTACHMENT STYLE helps people trusting in lasting relationships, self-confidentially seeking out and providing social support that empowers themselves and colleagues alike. Insecurely attached people may cause stronger exclusion and exploitation of others.

9.Effective followers as fostered by TRANSFORMATIONAL LEADERSHIP are those who are not only actively involved, but those who are also critically thinking to influence decision-making and change. Conformist followers who are not challenging the status quo contribute less to innovation and business performance improvement.

10.DIVERSITY AND INCLUSIVENESS are vital also from a business perspective because better-connected networks enable more knowledge sharing that is favorable for innovation and improves business performance, which ultimately results in increased profitability.

11.REVERSE MENTORING allows any employees to assume, (informal) leadership roles. Reverse mentoring not only promotes bi-directional knowledge exchange, but it can help isolated older leaders to enter into more egalitarian relationships as well.

12.Utilizing CONSTRUCTIVE HUMOR may be an effective leadership strategy to win trust and commitment from followers as it bridges authority gaps and encourages the both-sided expression of positive emotions even when addressing difficult matters.

 

Slides:

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Leaders are not born, they are made

1.Whether in a formal position, at work or in private, our influence on others is more significant than we think. It may be your today’s courageous example that inspires somebody else even years later to do the right thing as well.

2.To be a leader means to be a continuous learner, and learners are readers.

3.While leadership theories as a relatively young science are becoming ‘smarter,’ there is also ancient and timeless leadership wisdom based on ‘kindness.’

4.Against persistent myths: Leaders are not born, they are made.

5.Do not let you blend by the ‘halo effect’ to conclude that people being good or powerful in one area might be consequently amazing in other areas too.

6.Adapt your leadership style according to the situation and development phase of the people needing direction, coaching, support, or delegation.

7.While transactional leaders make today better by rewarding good performance, transformational leaders are focused on making tomorrow better too.

8.For personal charisma, develop your emotional and social intelligence. As a visionary leader, learn how to visualize an attractive and ideal future that inspires others to follow their heart.

9.A majority of employees is disengaged. Increased participation is required to move beyond consumer behavior. Only with emotional and economic co-ownership will people assume more responsibility/accountability.

10.The administration of existing businesses often leaves little room for leadership that involves the creation of new meaning and change. Differentiate a position-based management career requiring short-term profitability goals versus a self-guided leadership desire to make a difference beyond market considerations in the long-term. You always can be a leader!

11.Always re-evaluate your beliefs in symbols and rules, don’t assume, don’t judge, and listen to people for who they truly are. That’s how you can empower yourself and others to become more free, understanding, and creative.

Slides:

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“The roots of education are bitter, but the fruit is sweet.” – Aristotle

Aristotle said “The roots of education are bitter, but the fruit is sweet.”

What’s your experience?
Come and discuss with us at ‘80% is Psychology: The History & Philosophy of Learning for Life’ on Wednesday, October 10th, 2018, 19:00 (B2 Yaesuguchi, Tokyo Station)

Please help to spread the word. Thanks and Cu
https://www.facebook.com/events/296127901169930/

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80% is Psychology: The History & Philosophy of Learning for Life

Public Event · Hosted by Mathias Sager – School & Advisory and J-Global Inc., Tokyo

Facebook: https://www.facebook.com/events/296127901169930/

Meetup (Ticket): https://www.meetup.com/Tokyo-Self-Leadership-Meetup/

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Hello and welcome!

Whether in a few or many single sessions picked according to your interest, or be it by attending the whole certificate courses, you will learn, reflect upon, discuss and start to apply:

  • How to improve individual well-being, organizational performance, and social contribution for your private life and professional career
  • How to develop a personal (self-) leadership that combines multi-disciplinary, inter-generational, and cross-cultural knowledge better

The goals of the unique approach fostered in these meetups include lectures and discussions/group works that are intended to spark critical thinking, stimulate new ideas, and motivate for self-improvement. You’ll be inspired, encouraged, and enabled to lead your way for deeper experiences and bigger impacts.

(further details, related courses in the series, and tickets you can find on meetup: https://www.meetup.com/Tokyo-Self-Leadership-Meetup/)

October 10, 2018 – November 14, 2018
‘The Psychology of Learning & Developing a Growth Mindset’
Wednesday, October 10, 2018, 19:00
– #01 1/6 The History and Philosophy of Learning (for Life)
Wednesday, October 17, 2018, 19:00
– #02 2/6 Behaviorism, and Animal and Human Learning
Wednesday, October 24, 2018, 19:00
– #03 3/6 Social Learning & Developing a Growth Mindset
Wednesday, October 31, 2018, 19:00
– #04 4/6 Brain and Memory in Learning
Wednesday, November 7, 2018, 19:00
– #05 5/6 Learning and Motivation
Wednesday, November 14, 2018, 19:00
– #06 6/6 Learner Profiles and Strategies

November 21, 2018 – January 16, 2019
‘Inspiring Others Across Cultures and (Self-)Leadership Psychology’
Wednesday, November 21, 2018
– #07 1/6 Leadership Philosophy
Wednesday, November 28, 2018
– #08 2/6 Leaders and Followers & Leadership Strategies
Wednesday, December 5, 2018
– #09 3/6 Personality and Leadership Styles
Wednesday, December 12, 2018
– #10 4/6 Inspirational Leaders
Wednesday, January 9, 2019
– #11 5/6 Leadership, (Cultural) Threats, and Change
Wednesday, January 16, 2019
– #12 6/6 Leadership, Power, and Influence

January 23, 2018 – February 27, 2019
‘Developing Human Capital, Cultural Agility, and Global Talent Management’
Wednesday, January 23, 2019
– #13 1/6 The Psychology of Talent, Competencies, and Appraisal
Wednesday, January 30, 2019
– #14 2/6 Developing Human Capital: Success in Learning
Wednesday, February 6, 2019
– #15 3/6 Mobility and Cultural Agility
Wednesday, February 13, 2019
– #16 4/6 Global Mindset
Wednesday, February 20, 2019
– #17 5/6 Global Talent Management Strategies
Wednesday, February 27, 2019
– #18 6/6 Developing Cultural Empathy

Approach
All the courses and sessions are presented in easy English and supported by Japanese keyword slides. The international and Japanese participants both are encouraged and helped in interacting in English as a second language. The sessions are interactive, engaging, and provide a safe environment to learn. The goal is to inspire you for increased self-efficacy, wherever the starting point. You will leave the discussion energized by meaningful knowledge and friendly contacts. Welcome and let’s learn for life!

Tickets
Tickets are available for the six sessions, each 1.5 hours on Tuesday evening from 19:30 – 21:00 (door opening at 19:00)
Prices include drinks and snacks
– Single session: YPY 1,800 per ticket (paid at the entrance JPY 2,000)
– The whole course of 6 sessions: JPY 9,000 (paid before the first session)

Certification
3 Certificates* in Personal Development for Individual Well-Being, Organizational Performance, and the Common Good across Cultures.
– Certificate 1: Learning Master
– Certificate 2: Master in Self-Leadership
– Certificate 3: Global Mindset Mastery

If you attend each of the three certificate courses, the combined certificate is awarded:
– Certificate of “Master in Learning, Self-Leadership, and Global Mindset”

See you, and all the best!

‘Developing Leadership Skills’ online course: Drop me a message for free access.

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Hello All,

As you know from past years, I have been researching, advising, and working with many successful global leaders. I have also read several hundred research papers and books on leadership from a managerial and psychological perspective.

I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!

My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

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My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

Hello Everyone!

As you know from my blogging activities, I’m doing a lot of research, writing and projects related to leadership and personal development.

For the last few weeks, I’ve been working on my first online course and today it’s officially live on Udemy, the platform for high-quality on-demand online courses!

You can find a description of my course ‘Developing Leadership Skills: Leadership Personality, Motivation, and Creativity’ below as well as in this introductory/promotional video: https://youtu.be/TQQWZCn3R_A 

I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!

If you know of anyone else that’d be interested to learn developing leadership skills, I’d appreciate if you’d share this information with them too.

Thanks so much, and all the best!

Mathias


Course description

The course ‘Developing Leadership Skills’ is a compelling summary of latest research and good practices that may well become your passport to explore new ways of effective leadership styles, increased levels of motivation, and untapped creativity.

Whether you are an HR practitioner, an aspiring or current leader, an executive coach, or a student, this logically structured course will help you in becoming personally and professionally more effective and efficient. You are offered practical tools for insight and understanding of your possible

  • roles in team situations,
  • conflict management style,
  • successful negotiation strategies,
  • stress management,
  • motivation,
  • better decision-making, as well as
  • unlocking of your innovation capacity.

The goal of this course is to make sure you will find answers to the questions that are relevant for personal growth and a thriving career. Compact, straightforward, and with numerous references to further information, the interdisciplinary, innovative, and cross-cultural knowledge and perspectives presented in the twelve short lectures will benefit your well-being and success as a dynamic leader and the common good alike.

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What do younger talents want?

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Summary. Younger employees around the world tend to prefer more professional freedom, meaningful work, and work-life in their work. Asking only older senior HR managers might not provide sufficient insight into the generation Y’s thinking though. Listening directly to the younger employees is vital to positively influence job satisfaction, engagement, and work performance altogether. The youth’s resourcefulness, e.g., in digital media, could be used for backward/reverse mentoring to engage senior management more. Offering millennials more short-term job and internship opportunities can represent a win-win situation to gain experience from both an organizational and young talent perspective. Some examples from a Chinese perspective are presented. 


Work ethics and quality of life values

Many of the so-called gold-collar workers (GCW) who demonstrate qualities such as high problem-solving abilities in challenging environments but are also used to extraordinary financial compensation, started to quit their positions in prominent Chinese cities to seek improved work-life balance, including, e.g., increased learning and development opportunities [1]. Today’s younger generations in China, while navigating the collectivist society, can also require, even from authorities, more radical openness and honesty, especially in case of perceived unfairness [2]. Researchers found that more professional freedom, meaningful work, and work-life balance constitute job characteristics increasingly crucial as a high-level tendency across different cultures [3]. Varying work values still need to be differentiated between even various countries in East Asia itself. For example, the Chinese tend to be more individualistic, while the Japanese are more risk-averse, and the Koreans are often found somewhat in the middle [4].

Insight-led Global Talent Management (GTM) and backward/reverse mentoring

Best practice Global Talent Management (GTM) in Asia is best led by insight into economic and cultural context [2], including the specific understanding of the youth. When re-assessing HR practices, consulting only with older senior management personnel might not provide sufficient and accurate insight into the thinking of the generation Y employees [5]. A demographic shift also takes place in China where the proportion of the population of over sixty-five years is growing, which is resulting in a shrinking workforce with implication for how to manage the pool of younger talents [6]. Cooperative re-negotiation of employee structures and roles within firms might be needed. The Gallup’s global employee engagement database reveals that two-thirds of Asian CEO’s are not engaged and often feel underdeveloped [7]. Bringing together the younger generations’ digital talent and the older colleagues rich experience in a kind of backward/reverse mentoring would offer an exciting approach [2].

Short and long-term view for win-win situations

Millennials often plan differently for their future, meaning that they seek more short-term employment (i.e., of one to two years length) to gain experience at the beginning of their career [8]. Consequently, talent management practices have to deal with more employee turnover. However, especially when talent acquisition is challenged due to a lack of matching organizational demand and graduate skills, short-term assignments might offer a win-win situation overall. This is the reason why both firms and candidates see internships as an ideal avenue at professional career start [9].

Empowering the youth

For the youth being able to bring their potential to the table, managers self-identified their central role as empowering their talents in furthering self-esteem and self-promotion capability [10]. For GTM, listening to the younger generation and consider their expectations is vital to positively influence job satisfaction, engagement, and work performance altogether [3].

References

[1] Roongrerngsuke, S., & Liefooghe, A. (2013). Attracting Gold-Collar Workers: Comparing Organizational Attractiveness and Work-Related Values across Generations in China, India and Thailand. Asia Pacific Business Review, 19(3), 337-355.

[2] Claire, M. (2011). Lessons from the East: next generation HR in Asia. Strategic HR Review, (4), 11. doi:10.1108/14754391111140954

[3] Walk, M., Handy, F., & Schinnenburg, H. (2013). What do talents want? Work expectations in India, China, and Germany. Zeitschrift Fur Personalforschung, 27(3), 251-278.

[4] Froese, F. J. (2013). Work values of the next generation of business leaders in Shanghai, Tokyo, and Seoul. Asia Pacific Journal Of Management, 30(1), 297-315. doi:10.1007/s10490-011-9271-7

[5] Lynton, N., & Beechler, S. (2012). Using Chinese Managerial Values to Win the War for Talent. Asia Pacific Business Review, 18(4), 567-585.

[6] Jackson, K. (2017). Demographic shift: implications for employment policy development in the Asia-Pacific. Asia Pacific Business Review, 23(5), 738-742. doi:10.1080/13602381.2017.1295558

[7] Ratanjee, V. (2014). Bridging the Leadership Gap in Asia. Gallup Business Journal, 4.

[8] Groden, C. (2016). Five Things You Can Do to Attract Millennial Talent. Fortune International (Asia), 173(4), 182.

[9] Rose, P. (2013). Internships: Tapping into China’s next generation of talent. Asia-Pacific Journal Of Cooperative Education, 14(2), 89-98.

[10] Middleton, J. (2012). secrets to tapping the talent in young Pacific people. Human Resources Magazine, 17(1), 34-35.

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

China global talent management

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 business opportunities. On the other hand, the opening up of secretive circles and empowering students and employees for more self-determined and problem-based learning could provide avenues to close the gap between theory and practice as well as more equality in talent development, hopefully resulting in increased entrepreneurship and innovation.

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

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, Japanese HR practices’ global talent management programs have to address the need for highly skilled and globally minded talents in Japan and their expatriates. Japan-specific, step-by-step, and creative alternative solutions may be required to make it happen.


 

Japan’s current unclear development of its role in global economy comes from various challenges such as two decades lasting economic stagnation [1] and increased competition from China and India [2]. Salary men sweat devotedly for the big companies and government agencies for the return of stable careers, while their wives take care of raising the next generation guaranteeing the continuation of the system that has become antithetical to fast-paced global changes [2]. A global mindset is needed for many Japanese organization, and there are calls for a related shift in education ([3]; [4]). However, most Japanese companies favor domestic monolingual male workforce [5], which informs higher education in the way that fewer and fewer students in Japan envision to study abroad [6]. The collectivist Japanese culture might emphasize that trend as the unity of family raises expectations for children not to stay away from their family and take care of their parents [7].

Japanese see the development of a global mindset as an individual rather than an organizational burden. Due to seniority-based promotion systems, only 9% of Japanese managers are below the age of 40, compared to 62% in India and 76% in China [1]. Ironically, the lack of talents with global mindsets has not been associated with strict hiring practices, bigoted immigration policies, or with conservative firm cultures but instead the ‘insular’ young people, the so-called ‘uchimuki,’ are blamed for keeping the island inwardly retreated [8].

Japanese HRM practices’ global talent management initiatives have been reported to not being suitable to attract sufficient talent with a global mindset for multinational enterprises [9]. English in Japan is still treated as belonging to the US or UK rather than being a global language [8]. HR brokers until today have mostly focused on low-skilled short-term immigration [10]. Therefore, not surprisingly, Japan ranks last behind all major industrialized nations regarding the percentage of foreign academics and engineers employed [11].

A trend of an increasing number of Japanese self-initiated expatriate entrepreneurs to developing countries in Asia indicates the presence of not only entrepreneurial but also global mindsets as related to social and sustainability missions [12]. Japanese multinationals, however, comparatively have difficulties to go international with their often highly successful local businesses in which the home-country expatriates obviously need to re-assess their globalization abilities [13]. For example, Japanese business men are used to relationship-based marketing [14] and would need to adapt to a more need-based style when selling abroad [7]. Maybe hybrid forms of globalization activities, developed through Japan-based HR training can advance the integration of cultural differences to promote global success [1]. Anti-globalization sentiments after the nuclear plant accident in Fukushima in 2011 and perceptions of unfairly exploitative global businesses may require an alternative kind of globalization as happening in the arts that, e.g., builds on alternative smaller destinations [15]. Step-by-step quick wins could increase confidence in more long-term investment into global mindsets to improve results from globalization [16].

References

[1] Ananthram, S., Pick, D., & Issa, T. (2012). Antecedents of a Global Mindset: A Mixed Method Analysis of Indian, Chinese and Japanese Managers. Contemporary Management Research, 8(4), 305-329.

[2] Ananthram, S., Grainger, R., & Tominaga, H. (2014). Constituents of a global mindset: an empirical study with Japanese managers. Japan Studies Review, 91-114.

[3] Li, S. (2014). The Conversion of Homogeneous State to Global Society: The Changes in Japan from a Higher Education Perspective. Procedia Social And Behavioral Sciences, 140(1), 553.

[4] Danielewicz-Betz, A., & Kawaguchi, T. (2014). Preparing Engineering Students for Global Workplace Communication: Changing the Japanese Mindsets. International Journal Of Engineering Pedagogy, 4(1), 55-68. doi:10.3991/ijep.v4i1.3297

[5] Kobayashi, Y. (2013). Global English Capital and the Domestic Economy: The Case of Japan from the 1970s to early 2012. Journal Of Multilingual And Multicultural Development, 34(1), 1-13.

[6] Normile, D. (2015). Japan looks to instill global mindset in grads. Science, 347(6225), 937.

[7] Michaeli, M., Lazo, A., Thao Phung, N., Moussavi, M., & Steinberg, H. (2017). Global Cultural and Accounting Difference between Japan and the USA. Allied Academies International Conference: Proceedings Of The Academy Of Accounting & Financial Studies (AAFS), 22(1), 22.

[8] Burgess, C. (2015). To Globalise or Not to Globalise? “Inward-Looking Youth” as Scapegoats for Japan’s Failure to Secure and Cultivate “Global Human Resources”. Globalisation, Societies And Education, 13(4), 487-507.

[9] Furusawa, M., & Brewster, C. (2015). The bi-cultural option for global talent management: the Japanese / Brazilian Nikkeijin example. Journal Of World Business, 50(1), 133-143. doi:10.1016/j.jwb.2014.02.005

[10] Conrad, H., & Meyer-Ohle, H. (2018). Brokers and the Organization of Recruitment of ‘Global Talent’ by Japanese Firms–A Migration Perspective. Social Science Japan Journal, 21(1), 67. doi:10.1093/ssjj/jyx032

[11] Oishi, N. (2013). Migration and competitiveness in science and engineering in Japan. Migration Letters, 10(2), 228-244.

[12] Yokoyama, K., & Birchley, S. L. (2018). Mindset and Social Entrepreneurship: Japanese Self-initiated Expatriate Entrepreneurs in Cambodia. Journal Of Entrepreneurship And Innovation In Emerging Economies, 4(1), 68.

[13] Black, J. S., & Morrison, A. J. (2012). The Japanese Global Leadership Challenge: What It Means for the Rest of the World. Asia Pacific Business Review, 18(4), 551-566.

[14] Yang, L., & Peter R.J., T. (2008). The link between cultural value systems and strategic marketing : Unlocking the mindset of Japanese and South Korean managers. Cross Cultural Management: An International Journal, (1), 62. doi:10.1108/13527600810848836

[15] Mōri, Y. (2015). New collectivism, participation and politics after the East Japan Great Earthquake. World Art, 5(1), 167.

[16] Yamada, K. (2016). Financing Sustainable Development with Enhanced Domestic Resource Mobilization: Transitional Role of International Cooperation. Asia-Pacific Development Journal, 23(2), 61-80.

Developing Human Capital: Success and Failure in Learning

mathias-sager-developing-human-capital.jpg

Psychologists in the past have conceptualized talent as an IQ-like cognitive ability [1], and practice focused on the view of human achievements to be limited by innate characteristics [2]. Human cognitive processing is indeed universally depending on sensory abilities, often biased and unaware of its own mechanisms, and limited to a relatively bounded range of working memory capacity [3]. However, these innate factors are not directly encoding skills, but the development of human expertise rather relies on whether or not and how experience and training are happening [4].

Deliberate practice

Ericsson, Prietula, and Cokely (2007) [5] describe “deliberate practice” [6], which is the direction of efforts towards learning something that can’t be done well yet as compared to an already familiar task. Deliberate thinking develops the concentration and accepting consideration of even painful feedback (people tend to over-estimate their skills and performance) to practice new things that are, therefore, more challenging to approach [5]. Learning outside of one’s comfort zone has been found favorable for reaping the benefits from brain plasticity allowing for ongoing cognitive health even in older age [7].

Cognitive skills

The development of cognitive abilities needs practice because it is, for example, relying on stored contextual information for improved anticipation and decision-making [8]. The so-called psychological support skills are more domain-general, can respectively have to be learned too though, improve motivation, attention, and anxiety, and comprise of mental abilities such as imagery, self-talk, relaxation skills, goals setting, and organizing [9]. Also, spatial abilities have been found supportive of developing expertise in science, technology, and engineering education [10].

Self-efficacy and motivation

Performance achievement requires self-confidence in one’s ability to learn. For any learning, it is vital to develop this life-skill of self-efficacy [11]. Self-efficacy helps develop a stronger sense of hope and purpose of life [12]. The attribution of failure to controllable factors (such as one’s development of abilities) causes individuals to think more positively, being more motivated and perseverant, and perform more successfully [13]. While available to all, proactive personalities might access self-efficacy more easily though [14]. The so-called Deep Layer Learning Motivation (i.e., the interest in internal motivation, as opposed to external motivators) is positively related to learning performance and self-efficacy [15]. All this taken together, the possibility of creating an upward spiral for developing human capital exists through the mutually reinforcing effects of positive self-belief, intrinsic motivation, and successful learning achievement.

Creating a supportive environment

How a student, including the gifted [16], perceives the supportiveness of his/her learning environment, e.g., colleagues, family, and teachers, influences the motivation for self-directed engagement [17]. This demonstrates the importance of a practice-friendly design of learning environments [18]. The Triarchic Model of Grit has been evaluated a valid and reliable tool for measuring talent development self-efficacy and has recently added the dimension of ‘adaptability to situations’ to the already established dimensions of ‘perseverance of effort’ and ‘consistency of interests’ [19]. This could be especially useful to assess a conception of talent (respectively ability) that is seen as a more multi-dimensional function of person-environment interactions ensuring that educational policies and programs are consequently designed and promoted as opportunities for all [20].

References

[1] Shore, B. M. (2010). Giftedness Is Not What It Used to Be, School Is Not What It Used to Be, Their Future, and Why Psychologists in Education Should Care. Canadian Journal Of School Psychology, 25(2), 151. doi:10.1177/0829573509356896

[2] Helding, L. (2011). Innate Talent: Myth or Reality?. Journal Of Singing, 67(4), 451.

[3] Mislevy, R. J. (2010). Some implications of expertise research for educational assessment. Research Papers In Education, 25(3), 253-270. doi:10.1080/02671522.2010.498142

[4] Kaufman, S. B., & Duckworth, A. L. (2017). World‐class expertise: A developmental model. Wires Cognitive Science, 8(1-2), 1-7.

[5] Ericsson, K. A., Prietula, M. J., & Cokely, E. T. (2007). The Making of an Expert. (cover story). Harvard Business Review, 85(7/8), 114.

[6] Howard, R. W. (2007). Learning curves in highly skilled chess players: A test of the generality of the power law of practice. Acta Psychologica, 15116-23.

[7] Train your brain: Practicing a new and challenging activity is a good bet for building and maintaining cognitive skills. (2018). Harvard Men’s Health Watch, 22(8), 3.

[8] Williams, A. M., Ford, P. R., Eccles, D. W., & Ward, P. (2011). Perceptual-cognitive expertise in sport and its acquisition: Implications for applied cognitive psychology. Applied Cognitive Psychology, 25(3), 432-442. doi:10.1002/acp.1710

[9] Eccles, D. W., & Feltovich, P. J. (2008). Implications of domain-general “psychological support skills” for transfer of skill and acquisition of expertise. Performance Improvement Quarterly, 21(1), 43-60. doi:10.1002/piq.20014

[10] Kell, H. J., & Lubinski, D. (2013). Spatial ability: A neglected talent in educational and occupational settings. Roeper Review: A Journal On Gifted Education, 35(4), 219-230. doi:10.1080/02783193.2013.829896

[11] Mehmet Emin, T., Eyüp, Ç., & Murat, İ. (2015). Career and Talent Development Self-Efficacy Scale: Adaptation and Validation in the Turkish Population. International Journal Of Psychology And Educational Studies , Vol 2, Iss 1, Pp 1-8 (2015), (1), 1. doi:10.17220/ijpes.2015.01.001

[12] Lane, F. C., & Schutts, J. W. (2014). Predicting the Presence of Purpose through the Self-Efficacy Beliefs of One’s Talents. Journal Of College And Character, 15(1), 15-24.

[13] Rascle, O., Le Foll, D., Charrier, M., Higgins, N. C., Rees, T., & Coffee, P. (2015). Durability and generalization of attribution-based feedback following failure: Effects on expectations and behavioral persistence. Psychology Of Sport & Exercise, 1868-74. doi:10.1016/j.psychsport.2015.01.003

[14] Kim, H. S., & Park, I. (2017). Influence of Proactive Personality on Career Self-Efficacy. Journal Of Employment Counseling, 54(4), 168-182. doi:10.1002/joec.12065

[15] Xiaolu, Z., & Ling, T. (2017). Study on learning motivation for innovative talents of local normal universities. Journal Of Interdisciplinary Mathematics, 20(6/7), 1401-1405. doi:10.1080/09720502.2017.1382145

[16] Mullet, D. R., Kettler, T., & Sabatini, A. (2018). Gifted Students’ Conceptions of Their High School STEM Education. Journal For The Education Of The Gifted, 41(1), 60-92.

[17] Siegle, D., McCoach, D. B., & Roberts, A. (2017). Why I Believe I Achieve Determines Whether I Achieve. High Ability Studies, 28(1), 59-72.

[18] Sloboda, J. A. (2000). Individual differences in music performance. Trends In Cognitive Sciences, 4(10), 397-403. doi:10.1016/S1364-6613(00)01531-X

[19] Datu, J. D., Yuen, M., & Chen, G. (2017). Development and validation of the Triarchic Model of Grit Scale (TMGS): Evidence from Filipino undergraduate students. Personality And Individual Differences, 114198-205.

[20] Barab, S. A., & Plucker, J. A. (2002). Smart people or smart contexts? Cognition, ability, and talent development in an age of situated approaches to knowing and learning. Educational Psychologist, 37(3), 165-182. doi:10.1207/S15326985EP3703_3