Skip to main content

what are three specific things that a leader can do to minimize the impact/leverage the effect of cultural dissonance within an organization?


Yes, the competing thought or cognition can be a great learning opportunity, but It all depends on how deep the organization or individual’s beliefs are and willingness to change.
A leader should spend a great deal of time understanding where their self-concept and perception lies, exploring what life events or influences that helped shape their beliefs.  After, the leader can help its organization try to understand its self-concept going through a similar process of self-reflection. During this process, it will be important for the leader to not ignore any cognitive perceptions that are different or competing.  Any blind spot or cognitive dissonance can be an opportunity for “transformational change,”(Cultural Intelligence For Leaders, 2012). Lastly, the leader should challenge their thoughts towards cognitive dissonance and possibly try to change their perception of the differing views.
It is important to first realize that changing behavior is possible. It will also be important to have some kind of incentive for the change. Initially trying to change the behavior, in my experience, it will feel awkward and foreign because your mind and body is not used to it, but you must persist. Also monitoring your self-talk will be important. Make sure your self-talk speaks positively towards your desired behavior.  For example, say one has a problem with being jealous towards their significant other. Some of their common behaviors will be questioning their significant other or snooping around into their significant others cell phone. Some of the self-talk for the jealous person may be saying “ you’re not good enough, so she must be cheating” or “ you can’t live without her.” The person will have to realize those words and thoughts are irrational and then proceed to say positive things like “you are worth it” and “with or without her, you will be just fine,” or “you are desirable.” It may take months to years of practice, but eventually, the person will start to adopt and internalize the positive words. In Cultural Intelligence For Leaders, they also recommend having peer support in cases where the individual reverts back to their old behavior (2012). In an article from Everyday Health, they recommend just trying to be overall mindful and try not to act impulsively. Doing such things as journaling, talking with friends, exercising alone, and meditation allows one focus on their thoughts ( Lawler, 2018).
In our reading, it explains in changing behavior, there are three questions that should be asked to initiate change, which is: what is changing? what will actually be different because of the change? and who’s going to lose what? (Cultural Intelligence For Leaders, 2012).

For the individual, it is important to know what is needed to change. There should be a clear intent and motivation for the change to happen.
What will actually be different because of the change? It will be important to visualize and have clear expectations once the person changes. This will help motivate and propel change.
Who’s going to lose what?
It will be important to realize that one may need to let go of certain beliefs.  

What approach can a leader take if he/she receives opposition related to changing behaviors?
It will be important for the leader to remain calm and not act impulsively but try and understand why there is an opposition. Go through the same reflection process and understand why the person holds those opposing views and open the notion, that changing those views can open opportunities.
References
Lawler, M. (2018). How and Why to Reduce the Cognitive Dissonance You Feel. Retrieved from https://www.everydayhealth.com/emotional-health/cognitive-dissonance/how-why-reduce-cognitive-dissonance-you-feel/ 

Comments

Post a Comment

Popular posts from this blog

DeBeers - the diamond trading company

PESTEL analysis Political aspect: In 1994 the DeBeers operation was prohibited in the United States territory because of antitrust legislation. These facts complicate the DeBeers operation and shake the whole company. Economic aspect: Although in 1990s DeBeers ruled the whole industry, after several events such as Soviet Union collapse and Alrosa’s appearing, DeBeers lost its control over the market. In addition, Canada’s appearing in the diamond market forced DeBeers to hold back a large portion of its diamonds from the market and purchase much of the excess supply from these producing countries often at inflated prices (McAdams, Reavis, 2008, p.7). Social aspect: In the mid-1990, Angola, Sierra Leone, Liberia and Democratic Republic Congo were outflanked by rebel forces opposed to the government. DeBeers sponsored this military conflict by “blood diamonds” purchasing. Technological aspect: The main threat is the synthetic diamonds grown is the lab-conditions. This tec
Post a Comment
Read more

Example of a Self-Concept Case Study

Cultural Intelligence for Leaders (2012) defined self-concept as “the totality of complex, organized, and dynamic system of learned beliefs, attitudes and opinions that each person holds to be true about his/her personal existence” & the self-concept we hold to be true helps us form a “perception of who we are based on expectations from, and responses to, our social environment; stimulated by internal and external factors that can create intense emotional responses, impacting on our willingness to learn and our choice of action - guiding our behaviors” (p. 127). In the case (WA, 2018) Jack is a 36-year-old leader within a major hospital who prides himself as a professional. In his work, he supports and helps each of his team members. In his personal life, he used to focus on eating healthy and exercising regularly. In the past year, his focus on healthy living declined because of professional responsibilities. As a consequence, his state of health deteriorated to a point that hi
Post a Comment
Read more

What are the Cultural Makeup We are Unaware Of?

          Having a thorough understanding of cultural influences and components is a prerequisite that helps employers and the human capital managers tolerate and better manage individuals and employees with cultural differences to avoid misconceptions and altercations due to “cultural misunderstandings” (Lynch, 2017).           In as much as there are tangible aspects/elements of culture such as dressing, language, food, etc., the biggest components of culture are actually hidden beneath the surface. This comprises of the invisible values and rules that differentiate one culture from the other (Penstone, 2011). It is always difficult to use the rule of culture to interpret the components of another culture. Crucially, the tangible and visible aspect of a culture is usually influenced by the hidden components, such as values, notion, attitudes, and assumptions (Penstone, 2011). Edward T. Hall in his 1976 theory described culture as an iceberg that has two main components, the inter
Post a Comment
Read more