Assessing the global mindset and the development of global mindset training

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Authors

Nakai, Akira

Issue Date

2007

Type

Capstone

Language

en

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Psychology

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Abstract

The purpose of this study was to investigate how organizations assess individuals for their global mindsets and how they develop training based on these assessments. The study was conducted through a series of interviews with training practitioners. Study participants were asked to describe their own experiences in assessing and training a global mindset in organizational personnel. Data gathered in interviews was analyzed and interpreted with the goal of enabling a more complete understanding of current practices around the assessment and training of global mindsets. This study found that the term global mindset, ability to influence people, organizations, and systems that are unlike your own, is not commonly used today and organizations are approaching the development process differently to meet their individual global needs precipitated partly by the business they conduct. Of the four participants interviewed, only one mentioned a standard process that was used consistently and uniformly for the employee development process. For other participants, the training was either dependent on the situation or on data that was gathered more on a frequent basis, and thus occurred continuously. Also, the study found that both technical expertise and cultural competency were an integral part of successfully operating on a global level. Furthermore, the ability to develop relationships to bridge cultural divides, having curiosity or inquisitiveness about a culture apart from one's own, and the ability to respect differences were significant factors in developing a person's cultural competency. Recommendations for future studies may involve more exploration of the Global Mindset Inventory as it is not a tool widely being used at the time of this study. Involving more organizations for the purpose of the study may also yield further data regarding this topic.

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