Culture

Culture and the science of attention

Culture and the science of attention

Marie Gervais, PhD., Global Leadership Associates Inc. www.global-leadership.ca mgervais@global-leadership.ca

Babies pay attention to everything. But by the time they are six or seven years old, their surrounding culture has taught them to pay attention to some things and ignore others. This selection process is intimately connected to what the culture values. Individuals growing up in any given cultural context will be emotionally rewarded by their own brains when they show evidence of culturally approved foci of attention. Ketay, Aron and Heddent (2009) conducted research on how different cultures showed preferences in thinking tasks. They found that people growing up in Western cultures tended to be good at analytic processing and to prefer independent contexts. Those growing up in East Asian cultures excelled in holistic processing and preferred interdependent tasks.

In 2010, Beth Azar wrote an article for the journal Monitor on Psychology which is nicely summarized in Daniel Lende’s blog Cultural Neuroscience – Culture and the Brain.  Azar’s research demonstrated that the brain compensates for tasks we are not typically exposed to in our daily cultural contexts. It does this by turning up the attention circuits so we can put the necessary effort into learning the required task.

Even more interestingly, one of Tuft’s university psychology researchers, Nalini Ambady, discovered that when the brain notices something that is culturally valued, it rewards itself by activating the reward circuitry and related hormones. This is applicable in the collectivist/individualist preferences of various cultural groups.  Generally speaking, whereas Western cultures value dominance, Eastern cultures value submissiveness. A Western individual seeing an image of someone in a dominant position next to someone in a submissive position will have a brain flooded with rewarding feelings when viewing the dominant-looking image. Conversely, an Eastern person will get the same rewarding feelings when viewing the submissive-looking image.

The brain activity was the same in all varieties of ethnic affiliations for the subjects in these research projects. The only area that consistently showed differences was the degree of collectivist or individualistic valuing. Individuals from collectivist cultures and from individualistic cultures showed the same kinds of brain behaviors when assessing that which was culturally valued only in the domain of collectivism/individualism. There was plenty of individual variation that could not be categorized across cultures and there were, of course, developmental similarities across all groups given that we share the same human heritage and this accounts for much of our activity.

The point of this kind of research on culture and attention is not that we should categorize people and expect them to behave within cultural norms – as if we could understand others so simplistically! Rather the point is that we may be missing out on things that we have culturally learned to ignore or undervalue, or we may miss them entirely. When we start from the premise that we are not maybe missing something, but we are definitely missing something because we are limited by our own culturally reinforced brains – there is less likelihood that we will insist on the “rightness” of our perspective. This could have revolutionary implications for education, for training and development, and for learning at work. Becoming aware of both the limitations and the gifts that our particular cultural upbringing has bestowed upon us, and the way our brain rewards us for staying with “what we know”, can free us to first notice and then learn different ways of paying attention, from the people around us.

References:

Azar, Beth. (2010). Your brain on culture. Monitor on Psychology. November 41(10) print version page 44. http://www.apa.org/monitor/2010/11/neuroscience.aspx. Correct on September 16, 2011.

Lende, Daniel. (2010). Cultural neuroscience – Culture and the brain. PlosBlogs: Diverse Perspectives on Science and Medicine.  Posted November 26, 2010. Correct on September 16, 2011.

Davidson, Cathy N. (2011). Now you see it: How the brain science of attention will transform the way we live and work and learn. Toronto: Penguin Group, Pearson Canada.

 

 

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Encouraging English on the plant floor

Encouraging the use of English on the plant floor

Marie Gervais, Global Leadership Associates www.global-leadership.ca mgervais@global-leadership.ca

In most plants the workforce is diverse and English is frequently not the mother tongue of the majority of workers. If the work force is grouped in same-language lines, there is frequently no incentive to speak English. Additionally it is harder for an adult who is already used to communicating efficiently in one or many other languages to operate “publically” in the language where one has the most difficulty. It is embarrassing to be speaking at a lower level in English when you know you can make yourself understood perfectly in your own language. Given these difficulties, how can you encourage people to speak English in the workplace? Continue reading “Encouraging English on the plant floor” »

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Getting advice from your own and other cultural communities: check out your sources for credibility


Getting advice from your own and other cultural communities: check out your sources for credibility

Marie Gervais, PhD., Global Leadership Associates Inc.

www.global-leadership.ca mgervais@global-leadership.ca


In my daily interactions with immigrants and immigrant communities I have heard many horror stories about bad advice from people’s closest cultural community connections. Human beings tend to believe people who look and act like them rather than seeking out the best possible sources of information. In one instance an Iranian woman enrolled in a questionable college that took $20,000 of her money to enroll her in a program that provided her with no credentials in the end. Why did she do this? Because another Iranian told her to do it. Continue reading “Getting advice from your own and other cultural communities: check out your sources for credibility” »

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Creating and sustaining a business ecosystem: the brilliant idea behind IEMP

Creating and sustaining a business ecosystem: the brilliant idea behind IEMP

Marie Gervais, Global Leadership Associates Inc, Program Manager for the Immigrant Entrepreneur Mentorship Program (IEMP) with The Business Link.

www.iemp.ca, Marie.Gervais@canadabusiness.ab.ca

To successfully operate a business, an entrepreneur has to see him/herself as part of a sophisticated web of people, institutions, communities and goods and services that are all interdependent. Playing that web of connections in response to the volatility and speed of the world’s economy is the measure of any entrepreneur’s mettle. Continue reading “Creating and sustaining a business ecosystem: the brilliant idea behind IEMP” »

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How is leadership behaviour influenced by culture?

Intended for publication in: Manufacturing Leadership Executive Journal article, September 2011 edition.

How is leadership behaviour influenced by culture?

Marie Gervais, Global Leadership Associates Inc. www.global-leadership.ca

Culture is confusing. If you think otherwise this introduction to cultural sensemaking by Osland and Bird (2000) should help:

If U.S. Americans are so individualistic and believe so deeply in self-reliance, why do they have the highest percentage of charitable giving in the world and readily volunteer their help to community projects and emergencies?

In a 1991 survey, many Cost Rican customers preferred automatic tellers over human tellers because “at least the machines are programmed to say ‘good morning’ and ‘thank you’”. Why is it that so many Latin American cultures are noted for warm interpersonal relationships and a cultural script of simpatia (positive social behavior), while simultaneously exhibiting seeming indifference as service workers in both the private and public sectors?

Based on Hofstede’s value dimension of Uncertainty Avoidance, the Japanese have a low tolerance for uncertainty while Americans have a high tolerance. Why then do the Japanese intentionally incorporate ambiguous clauses in their business contracts, which are unusually short, while Americans dot every ‘I’, cross every ‘t’, and painstakingly spell out every possible contingency? (p. 65). Continue reading “How is leadership behaviour influenced by culture?” »

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8 Principles of leadership and culture at work

8 Principles of leadership and culture at work

Marie Gervais, Global Leadership Associates, www.global-leadership.ca

Here are my key leadership principles for working effectively with culture at work. What’s your take on the situation?

  1. Productivity is directly related to the people responsible for it.
  2. Leadership is related to increasingly conscious ethical direction.
  3. Culture affects all levels and matters at work and culture is not relative; there are positives and negatives in all cultural behaviors. To be fair, a leader must acknowledge both in the context of company business goals.
  4. Depending upon the context, ethnic affiliation can directly and indirectly impact the workplace.
  5. Depending upon the context, gender can directly and indirectly influence power dynamics, communication styles and hierarchy at work.
  6. Managers require allies and support to effect change in dysfunctional workplace patterns.
  7. Employees who manipulate, intimidate, threaten or otherwise render work unsafe must be dealt with consistently and clearly for the benefit of all. Employees who do not tow the line and make life difficult for others because of poor performance must also be dealt with consistently and firmly or the workplace morale and standard will move to the lowest common denominator. Managers who shirk the unpleasantness of dealing with these issues only do so to the detriment of the entire organization.
  8. Managers of a diverse workforce in the global economy will be more effective to the degree they are able to a) perceive and adjust for the influence of culture at work together with b) serving as  role models of responsible, ethical leadership.

 

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The browning of Europe, bring it on!

The browning of Europe, bring it on!

Marie Gervais, Global Leadership Associates


I just returned from a week in London, England and it was heartening to see the diversity in action there. People of all races were walking and talking together and mixed race couples were pretty much the norm. Advertising was targeting specific demographics with the largest chunk directed to the large South Asian population there. In one large woman’s clothing chain I was delighted to hear all five of the clerks, only one of whom looked to be of East Indian heritage, singing enthusiastically to a popular Bollywood tune playing over the store sound system. At the same time in Ireland, the Queen was making the first ever visit of reconciliation by royalty. Her heartfelt words of acknowledgement of the pain inflicted on Ireland and her sincere offers of friendship brought tears to people’s eyes all over the world. Continue reading “The browning of Europe, bring it on!” »

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Wooing the “ethnic vote” in Canada

Wooing the “ethnic vote” in Canada

Young voters, potentially…

Marie Gervais, PhD., CTDP, Director, Global Leadership Associates

The practice of currying favor with “ethnic voters” by Canadian politicians has met with a flurry of criticism of late. Some respondents are decrying political candidates’ insincere attempts at photo ops with visible minority Canadians in ethnic restaurants as shallow and ill informed. Others are lauding the recent efforts of politicians to appeal more specifically to their voters by trying to appeal to diverse interests and affiliations. Continue reading “Wooing the “ethnic vote” in Canada” »

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Manufacturing Leadership Workforce Case Studies

Reality check! Manufacturing case studies food for thought

Life in manufacturing

Marie Gervais, PhD, CTDP. Global Leadership Associates Inc

Managing the workforce in a manufacturing setting is not for the faint of heart. This collection of graphic manufacturing case studies shows five complex situations that illustrate how much skill is required to properly manage the people so intimately connected to production. The topics range from cultural misunderstandings to problem employees to inappropriate sexual behavior, but each story theme involves several related issues and probing questions. There are suggestions about how to interpret what is really going on and inroads to taking effective action.

What you will see in these case studies may shock you, provoke you, or propel you towards writing your own experience – (that would be a great reaction outcome). Even better would be that you learn something new about asking questions to address your own management dilemmas more effectively. (That would hit my learning objective.) But if you really want to make me happy, and I’m sure you do (!) you could read and discuss one of  these case studies with colleagues in a face-to-face workplace or virtual setting. But don’t stop there! Let me know how they jive with your experience of how management is practiced on the ground. That would help me see if these case studies are useful in influencing managerial practice.  As usual, the information is grounded in practice, rigorously researched and, yes, freely shared. Will you take a look at them? Click on the ebook button and download your copy now.

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Tapping human resources in hospitality and tourism in Alberta

Tourism and hospitality

Tapping human resources in the hospitality and tourism industry in Alberta: talent management and our diverse workforce

Marie Gervais, PhD, Director, Global Leadership Associates Inc.

In Alberta, outside of health care, the most diverse workforce is found in the food and hospitality sectors.[1]Within that broad sector, in 2005, approximately 10% of Alberta’s workforce, or over 180,000 people were working in the tourism and hospitality industry, and a projected increase of new jobs was 11,000 by 2011.[2]Successfully integrating newcomers to food and lodging related industries, has significant economic benefits to the Alberta economy. In 2006, tourism revenues were estimated at 5.3 billion. Within the food and beverage sector in 2003, beverage revenue alone was set at 8.8 billion, surpassing oil and gas revenue for the same year.[3] The image Alberta projects to Albertans within and travelers coming to Alberta, is most visible through local attractions and visits to hotels and restaurants. Continue reading “Tapping human resources in hospitality and tourism in Alberta” »

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