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Features

Published July 2009

Incorporating Global Diversity Into Learning

  

  Robert Rodriguez, Ph.D.

Today’s business leaders must operate in the midst of profound worldwide social, political, economic and cultural realignment. Operating in this global environment means learning and development executives must understand and appreciate cultural diversity and its impacts on global learning.

Learning executives, especially those working at global corporations, are keenly aware of the challenge they face in helping business leaders thrive in the midst of profound social, political, economic and cultural realignments. Indeed, the problems today’s business leaders face increasingly are defined as global problems, and they do not often confine themselves to national borders or fit neatly into cultural disciplines.

Partly because of this interdependence of markets and cultures, the concept of global learning has received more attention during the past decade. Learning executives have realized their programs must prepare their employees and executives to integrate with, and contribute to, the emerging global environment. Operating in a global environment means learning and development executives must have a textured understanding of, and appreciation for, two key considerations: cultural diversity and global learning.

Cultural Diversity Considerations
It’s important for learning executives to understand that diversity concepts such as tolerance and sensitivity are uniquely American. When learning executives begin to address cultural diversity in a more global perspective, there is a need to focus on diversity competence that transcends the Americanization of diversity.

Andrés Tapia, chief diversity officer at HR consulting and outsourcing company Hewitt Associates and author of The Inclusion Paradox, said business leaders cannot effectively execute a global business strategy without first building cross-cultural competence. Being cross-culturally competent means being able to solve problems, make decisions and resolve conflict in ways that optimize cultural differences for better, longer-lasting and more creative solutions.

“Being cross-culturally competent provides the foundation for being able to manage diversity across a global enterprise,” said Tapia, who has done diversity work around the world, including in Brazil, India, Peru, Poland and Canada.

However, this ability to discern and take into account one’s own and others’ worldviews requires a commitment to developing leaders via unique approaches.

Personal worldview: When addressing cultural diversity, learning executives have to avoid jumping to initiatives that immediately begin to look at other cultures. The first step should be a deep exploration and understanding of one’s own culture and how that worldview is shaped. Tapia said taking their own cultures for granted is a common mistake made by organizations embarking on global diversity and learning initiatives.