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Develop an irreplaceable human
edge in technology
As our team expands across different regions, the ability to collaborate across
cultures is is more important than ever.

20
Office locations
30
Office locations in Joined by virtual and
across the globe five years part-time hires
 Organizational
Dimensions

Seniority/ External Division/

years of department/ unit/
Dimensions
service group
Marital status Social status

THE DIVERSITY WHEEL Internal

Economic
Dimensions
Parental status
status
Work
Gender Age Union
Learnings from the diversity wheel should be applied in content/
affiliation
field
your daily interactions with team members as an effort to Thinking
Faith & Profession/
foster inclusivity and cultural awareness. This practical spirituality Physical ability Style Sexual
work
orientation
application promotes a collaborative, innovative workplace
culture, directly benefiting productivity and interpersonal Nationality/
Functional level/ Race Recreational
Education ethnicity
relations. classification habits Job classification

Appearance Geographic
dress location

Professional
Management status classification/
certification
 THE DIVERSITY WHEEL

Organizational
Dimensions
Internal
Dimensions The Core
are largely out of our control but
External Dimension
Dimensions
have a powerful impact on is how we think and communicate
behaviors and attitudes

Internal
Dimensions

Organizational External
Dimensions Thinking Dimensions
Style are largely within our control and are
are largely defined and influenced by
choices formed by environmental,
the group or organization in which we
social and cultural factors &
work.
experiences.
 CULTURAL COMPETENCE The Cultural Competence Continuum guides teams to foster inclusivity, enhancing soft
skills like communication and empathy. By valuing diversity, teams become more
CONTINUUM innovative and collaborative.

CULTURAL CULTURAL CULTURAL CULTURAL CULTURAL CULTURAL

DESTRUCTIVENESS INCAPACITY BLINDNESS PRE-COMPETENCE COMPETENCE PROFICIENCY

Forced assimilation, Racism, maintain Differences ignored, “treat Explore cultural issues, are Recognize individual and Implement changes to
subjugation, rights and stereotypes, unfair hiring everyone the same”, only committed, assess needs of cultural differences, seek improve services based
privileges for dominant practices. meet needs of dominant organization and advice from diverse upon cultural needs of
group only. group. individuals. groups, hire culturally organization and
unbiased staff. individuals.
 THOMAS-KILMANN CONFLICT MODEL
HIGH

COMPETING COLLABORATING
Focus on getting your Come together to develop a
perspective accepted mutually beneficial solution
ASSERTIVENESS

You Them You Them

COMPROMISING
Reach a consensus that is acceptable to all

You + Them

You Them You Them

Take a step back from the Accept the perspective of other

conflict and let it play out party to call a truce

AVOIDING ACCOMODATING
LOW

LOW COOPERATIVENESS HIGH

 ACTION

More open
+7
Plan and implement the change. Express enthusiasm for masking necessary changes

+6 ACCOUNTABILITY
Own your part in the issue. Make yourself accountable to others.

+5 ASKING QUESTIONS
Ask for more information and examples. Express curiosity and openness about your role in the issue.

+4 AUTHENTICITY
Be genuinely curious about the issue and how to resolve it,

+3 APPRECIATION
Thank others for the message, regardless of delivery

+2 ACTIVE LISTENING
Summarize key points with minimal interruptions, judgement or personal opinion

+1 ATTENTION
OPENNESS- Show interest in what is being shared through open body language and facial expressions.

DEFENSIVENESS
SCALE -1
AFFECTION
Pretend to listen, but really planning your rebuttal.
ARGUMENT
-2 Give lengthy explanations & arguments. Focus on making yourself appear right & others appear wrong.
AVOIDANCE
-3 Provide excuses and justification for everything. Interrupt other instead of letting them speak.
ANNOYANCE
-4 Interpret feedback as a personal attack. Express irritation & resentment through tone of voice & closed body language.
More defensive

ACCUSATION
-5 Blame of shift responsibility to others.
ATTACK
-6 Use anger, intimidation, or emotional manipulation to shut down the conversation.
ARTIFICIALITY
-7 Pretend you’re going to act on feedback when you have no intention of doing so.
 NEGOTIATION TACTICS

DISTRIBUTIVE COMPROMISE INTEGRATIVE

 Focus on immediate results  Focus on earnings sharing  Creating joint earnings

CHARACTERISTICS

 Rigid thinking
 Harm the relationship in the process
 Search for “largest piece of the pie”
 Focus on individual goals
 Winning at any cost
 Preserve the current and future relationship
 May result in partial gains for both sides
 Alternative to collaborative, to avoid win-lose
 Both parties distribute gains and losses
 Discussion based on the pursuit of common interests
 Long-term relationship
 Thinking “with” and not “against”
 Maximization of gains on both parts Result in more
innovative solutions

 Search for opponents’ weaknesses  Give and take  How to build trust
TACTICS

 How and when to make the 1st offer?  Split concessions between the two sides  Communication study
 Overcoming objections  Intermediate solutions  Focus on interest rather than positions
 Use of techniques for reading body language  Work with the possible agreement zone (value of entry  Brainstorming ideas
 Rigid attitude, threats and exit of the negotiation)  Consider cultural differences

Immediate results do not focus on the relationship Long-term results and relationship
 Your behavior (e.g.
facial expressions, tone
Your thoughts of voice)
and feelings “BLIND SPOT”
Your impact on
AWARENESS them
Your intentions
Their story
about you
 THE FEEDBACK MATRIX

COLLABORATIVE INVESTIGATIVE
SUBJECTIVE

“Let’s work on this together.” “How do you think you are coming across?”

This feedback requires humility on the part of the feedback giver This is the kind of feedback that requires the most dialogue and
and a willingness to engage with and teach the recipient a new way investigation. It is truly a two-way partnership between the giver and the
of doing things. recipient. It requires the most investment on the part of the feedback giver.

INFORMATIVE CORRECTIVE
OBJECTIVE

“I want to point this out to you.” “How can we make sure this does not happen again?”

This is the most straightforward type of This kind of feedback requires great tact. While the “bad behaviors”
feedback as it is simple, incontrovertible and are likely obvious, the root cause is not. A balance of directness and
not personal. empathy in needed.

HARD SKILLS SOFT SKILLS

SKILLS Soft Skills
84%
Overall
86%
Cultural
89%
Match Match Score Match
SCORECARD

CULTURAL
SOFT SKILLS MATCH RATE SCORECARD MATCH RATE SCORECARD
TRAITS

Assessed: +53% Assessed: +53%

Strong fit Strong fit
Communication Deliberation
(113%) (94%)
Ideal: +33% Ideal: +33%

Assessed: +50% Assessed: +50%

Exceeds ideal Strong fit
Leadership Collaboration
(117%) (114%)
Ideal: +22% Ideal: +22%

Assessed: -11% Assessed: -11%

Time Below ideal Exceeds Ideal

Energy
Management (79%) (79%)
Ideal: +22% Ideal: +22%
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