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Affective / Emotional
B1) Develop Openness/ Open-mindedness
An open attitude towards and readiness to learn from other cultures.
B2) Develop Emotional Intelligence
comprises four fundamental “people skills” that can be differentiated from general intelligence. These four abilities are critical to success and can be described as the abilities to delay gratification, control emotions, deal constructively with anger, and read other people’s feelings.
B3) Develop Emotional Empathy
Ability to empathize with the feelings, thoughts, and behaviors of different (cross-cultural) individuals.
B4) Develop Humility/ Humbleness
A willingness to learn from others and not assume that one has all the answers.
B5) Develop Psychological Capital
PsyCap is a multidimensional construct referring to an individual’s positive psychological state of development characterized by self-efficacy, hope, optimism and resilience.
B6) Develop Curiosity/ Inquisitiveness
The drive to search and explore new situations.
B7) Develop Mindfulness
Mindfulness means attending to one’s internal assumptions, cognitions, and emotions, and simultaneously attuning to the other’s assumptions, cognitions, and emotions.
B8) Develop Non-judgmentalness
Ability to respond to others in a non-judgmental, non-evaluating, descriptive way.
B9) Develop Managing Uncertainty
The acceptance of cross-cultural-related uncertainty.
B10) Develop Risk-Taking
The acceptance of cross-cultural-related risk.
B11) Develop Willingness to accept differences
In order to develop a Global Mindset (GM), Konyu-Fogel (2011) points out the importance to not only understand and accept differences but to be able to adapt to them (Konyu-Fogel 2011:160). Moreover, other researchers argue that it is necessary to appreciate the differences in people (Kwantes/Chung-Yan 2012: 307).
B12) Develop Patience
The ability to endure difficult circumstances such as perseverance in the face of delay; tolerance of provocation without responding in annoyance/anger; or forbearance when under strain, especially when faced with longer-term difficulties.
B13) Develop Appreciation for Others/ Differences (Diversity Management)
This notion of cultural diversity is broadly elaborated by other researchers as part of GMD: While Rhinesmith (1992) had stated that someone with a GM should value diversity (Rhinesmith 1992: 64), the role of the perception of diversity has increased over time. In 2005, Chatterjee described seeing diversity as an advantage is part of a GM and differentiates someone with a GM from others (Chatterjee 2005: 40–42). Even stronger, Javidan et al. (2010) underline that to develop a GM it is not only necessary to see diversity as something positive, but actively striving for it led by a “passion for diversity” (Javidan et al. 2010: 110). This passion for diversity should be brought into action as a thrive for exploring other countries and cultures and being open to new approaches.
B14) Develop Tolerance for Ambiguity
A relatively new dimension occurring within GM is the Paradox Management also known as ambiguity. It deals with the ability to identify, analyze and intuitively manage complex relationships that affect personal and organizational effectiveness. The further we move outside our comfort zone, the more we have to face elements that are contradictory. Different forces and viewpoints encounter and things we thought of being “true” or “distinct” become less so. Some of this viewpoints and desires are not compatible. There is no right or wrong. That is why all of us must balance the paradoxes, it is one of the latest mindsets required. Successful individuals are those who understand that it is the new world we must live in. Those who wait for their bosses to set priorities and to provide clear directions will not be this successful. Instead, they will have a long endurance. People cannot expect clarity in a complex world. There is no ease of unity in diversity. Thus, the world has changed. Part of this new, vibrant and competitive societies are inconsistent needs and interests. Especially global leaders need to preserve and to develop their ability to manage conflicting interests if they want to keep up with the increasingly diverse and globalized world (Rhinesmith: 1995).
Black (2006) moreover mentions that ambiguity is closely related to the duality of thinking global but acting local. It is inevitable and a vital sign of a worldwide leader whether he or she embraces or avoids ambiguity. People loathe it, or like it, therefore, it becomes unnecessary to let a prospective leader take one. An individual’s propensity toward ambiguity comes out naturally and in concrete but straightforward ways. Those that loathe it are the ones who complain and blame. When things are bright, often the next higher management level is blamed for it. Therefore, many companies have increased the complexity of their structures to prepare their employees for the complexity they might face in the global environment. Compared to this, global leaders enjoy the opportunity that ambiguity brings up. They do not complain, and the lack of clarity instead means for them that more alternatives exist. More avenues and chances to grow, learn, create, discover, build, reinvent and revitalize are given (Black: 2006).
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