Case Study: Instilling Pro-Social Behavior in a Diverse Team

Background

Maria, a department manager at a global technology company, was tasked with leading a team of professionals from diverse cultural and geographic backgrounds. Her department, which consisted of individuals from the United States, South Africa, China, Brazil, and Germany, was responsible for developing an international product that required constant collaboration across time zones. Maria, a firm believer in teamwork, wanted to foster pro-social behavior in her department, encouraging her team to support each other, share knowledge, and work together harmoniously.

However, she soon realized that her efforts were met with varying degrees of resistance. Cultural differences in communication styles, views on hierarchy, and individualism versus collectivism made it difficult for the team to embrace the pro-social behaviors Maria was trying to instill.

The Initiative

To promote collaboration and mutual support, Maria organized a team-building session where she discussed the importance of pro-social behavior, explaining how helping others, sharing ideas, and supporting team members could improve overall performance. She emphasized that everyone should feel comfortable offering and asking for help, and she encouraged open communication.

Maria introduced a “team support” program where employees could nominate their peers for small acts of kindness, such as helping with a difficult task or offering guidance. She also initiated weekly team meetings where employees could share their progress and discuss any challenges they faced, hoping that this would foster a culture of open dialogue and mutual assistance.

However, despite her efforts, the initiative faced several challenges due to the cultural dynamics within the team.

The Challenge

A few weeks into the program, Maria noticed that some employees were enthusiastically engaging in the pro-social behaviors she was promoting, while others seemed hesitant or uninterested. During a team meeting, she decided to address the issue and opened the floor to discuss the team's perspectives on collaboration and mutual support.

Team Conversation

Maria: “I’ve noticed that some of us are engaging in the team support program, but I’d love to hear your thoughts. How can we make this work better for everyone? What are the challenges you’re facing?”

Thomas (Germany): “I think the program is fine, but in my experience, it’s better to focus on the work and get things done. If someone needs help, they should just ask. I don’t see why we need formal recognition for what is essentially part of the job.”

Lerato (South Africa): “I disagree, Thomas. In my culture, it’s important to recognize people for their efforts. When someone helps me, it feels right to acknowledge that publicly. It strengthens relationships. We have to support each other as a team, not just focus on our individual tasks.”

Li Wei (China): “I understand both sides, but in China, it’s considered rude to ask for help unless it’s absolutely necessary. We’re taught to handle our problems on our own to avoid burdening others. I wouldn’t feel comfortable asking for assistance unless it was a last resort.”

Sofia (Brazil): “In Brazil, we’re very collective. I don’t mind helping others, and I enjoy it when we share and work together. But I’ve noticed that not everyone is comfortable with that. I think we should be more open about how we’re feeling and if we need support.”

David (United States): “I think we should encourage more collaboration, but also respect personal boundaries. It’s great to help, but I don’t think we should force it. Some people, like me, work best independently and only collaborate when necessary.”

Maria: “I hear all of you. It seems that cultural differences are playing a significant role here. We all have different perspectives on what it means to support each other and when it’s appropriate to ask for or offer help. I’m wondering, how can we create a balance that works for everyone?”

The Dilemma

Maria faced a significant challenge. While some team members, like Lerato and Sofia, valued public recognition and collaborative work, others, like Thomas and Li Wei, were more task-oriented and reserved when it came to offering or seeking help. The team’s cultural diversity, while a strength, was making it difficult to create a unified approach to pro-social behavior.

Maria needed to find a way to foster a supportive environment without alienating those who were uncomfortable with the approach. Should she continue pushing for a formal system of recognition and support, or should she adapt her strategy to accommodate the individual preferences and cultural norms of her team members?

The Question: What should Maria do to create a culture of pro-social behavior in her diverse team, considering the different cultural norms and preferences? Should she implement a flexible approach or stick to a unified system? How can she ensure that all team members feel comfortable and included in the process?