Unit 6 Discussion Assignment
BUS 5211: Managing in the Global Economy, University of the People
As we learned this week in our reading, cognitive dissonance is the discomfort that arises when something that we believe is challenged.
- Is cognitive dissonance ever good for an organization? For an individual?
- Based on this information, what are three specific things that a leader can do to minimize the impact/leverage the effect of cultural dissonance within an organization? Include how leaders can assist both themselves and their employees in changing their behaviors. How can the three questions related to changing behaviors impact the employees in a positive way? What approach can a leader take if he/she receives opposition related to changing behaviors?
Grade: 9.6/10 (521 words)
Cognitive dissonance affects organizations and individuals negatively. Cognitive dissonance is a state of discomfort that occurs by experiencing one's beliefs, ideas, or attitudes that are contradicted by evidence. It is the most uncomfortable for people when people do something inconsistent with their view of themselves. (Cultural intelligence for leaders, 2012)
Three things for leaders to minimize the impact the effect of cultural dissonance
First, courageous leadership is necessary. Leaders must have the courage to acknowledge the possibility that their beliefs and those of the organization may not be the same. Second, leaders should find their dissonance by asking themselves the following questions:
• What are my organization's beliefs about culture?
• What dissonance is present in our beliefs and our behaviors?
• What gaps are created because of the dissonance?
• How is this dissonance stopping us from truly understanding culture?
Finally, leaders should work with employees to explore employee dissonance. Leaders have the responsibility to help their employees uncover their blind spots. Afterward, organizations can find greater possibilities to expand and deepen intercultural work. (Cultural intelligence for leaders, 2012)
Three questions impact the employees in a positive way
When making changes related to behaviors, there are three questions to ask to help initiate the change.
1. What is changing?
To understand change, define what you want to change in your cultural interactions. Then, carry out the difference. Finally, the change must be linked to one's motivation for change. How will this change one's future interactions with this individual or cultural group? (Cultural intelligence for leaders, 2012)
2. What will be different because of the change?
Due to changing cultural interactions can be complicated, the ability to visualize the result or outcome of the change can help motivate to improve the situation. Visualization requires precise desired results and effects and helps encourage the change. (Cultural intelligence for leaders, 2012)
3. Who's going to lose what?
People must let go of their original mindset to make a successful cultural shift. In doing so, it is helpful to ask yourself the following questions:
What beliefs and values might I have to let go of?
Why is it hard to abandon your beliefs and values?
How well have these values and beliefs served you?
What are the barriers they create for your future? (Cultural intelligence for leaders, 2012)
Storytelling for persuading employees and transforming their behaviors
When leaders receive opposition related to changing behaviors, storytelling helps to obtain staff involvement through a shared vision, goal, or objective. Organizations in transition that use storytelling elements demonstrate improving team performance and overall project management. (Cultural intelligence for leaders, 2012)
Gothelf (2020) introduces 5 tips to make effective stories: Be audience-specific, Contextualize your story, Humanize your story, Make it action-oriented, and Keep it humble.
Conclusion
When Cognitive Dissonance occurs, it has a negative impact on individuals and organizations. Overcoming this cannot be easy, but it can provide benefits that were not available. It is good to utilize storytelling when employees show rejection of change. In this discussion, I have included 5 tips for facilitating storytelling.
References
Cultural intelligence for leaders (v. 1.0). (2012, December 29). Lardbucket. Retrieved from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf
Gothelf, J. (2020, October 19) Storytelling Can Make or Break Your Leadership. Harvard Business Review. Retrieved from https://hbr.org/2020/10/storytelling-can-make-or-break-your-leadership
