>> Let's review what we have learned in this course about India.

First we will review the cultural dimensions as presented by Hofstede, Trompenaars,

and Meyer.
Then we will review in more detail how people in India tend to communicate, promote
trust,
lead others, and resolve conflict.
Let's start with cultural dimensions.
In India, there is a normal acceptance of the inequality
of power between the authority figure and the employees,
and a need for an authority figure to provide direction.
Management gives meaning to one's work life in addition to rewards
in exchange for employee loyalty.
Control is familiar.
Decisions are made in a top-down fashion.
Authority figures are shown deference and are not expected to consult the group.
Employees India tend to think of their workplace as traditional families.
The head of the family is expected to protect family members in exchange for
loyalty.
India is a somewhat masculine country.
It is common to flaunt one's success and wealth.
However, due to its religious society, over-indulgence is reined
in through concerns over humanity and restraint.
There is not much emphasis on leisure time or the indulgence of wishes and desires.
There is an acceptance of imperfection and being open-minded about unexpected
events.
Rules are easily adjusted.
With a mid-level score on long term orientation, ideas and beliefs are somewhat
fluid.
Truth is considered to be relative to the seeker.
Indians are flexible with their time and their dedication to sticking to plans,
but do place some importance on punctuality and follow-through.
Now let's review what we learned about communication in India.
In India communication is high context, sophisticated, and layered.
Reading between the lines is expected.
Less is put in writing, and more is left to interpretation.
If you work with Indian team members, remember that cultures
that prefer indirect feedback will spend time listening
to others' needs before driving decisions.
In hierarchical cultures such as India,
speaking out of turn is frowned upon.
As a project manager, you may need to employ a subtle approach to shine the light
on team members, such as assigning tasks that showcase unique skills and let the
quality
of the result give status to the person.
Staying curious and keeping direct unfiltered feedback in check is prefered.
Tolerance for uncertainty is also more likely to yield a "wait
and see" approach before judging.
Now let's review what we learned about trust and leadership.
In India, trusting is more relationship-based than task-based.
Pay close attention to connecting to people over time
and carefully strengthening your relationship.
This is a natural way to influence.
Expect an Indian team to favor affective trust, which arises from feelings
of emotional closeness, empathy, or friendship.
In India, potential conflict can be averted by establishing personal connections.
Sharing meals and getting to know each other outside of work strongly promotes
trust.
Top-down decisions promotes trust and respect.
Top-down decisions are seen as inherently validated and as saving time.
Participation by employees to contribute to decision making is seen positively
but not a primary driver of trust.
Encouraging participation excessively can be seen as weakness.
Indians are diplomatic leaders, who are valued for their nuanced
and sophisticated communication skills,
and their ability to keep business conversations pleasant, and feedback
constructive and caring.
Direct feedback and open debate can create bad feelings and is avoided.
Such leaders are expected to "read the air" very carefully and adjust their
behavior accordingly.
Indians can also be opportunistic leaders.
They are risk takers who are flexible with how to reach their goals,
thrive on ambiguity, and favor creativity.
Finally, let's remember that there's a lot more to understanding this culture
than what can fit in such a short video.
We hope that this will get you started on doing more research
and building your cultural intelligence.