At Cultural Impact, we are constantly reminded of the richness and complexity of teamwork when working across borders. Last week was no exception. We had the privilege of collaborating with 12 HR managers from across APAC—representing regions as diverse as New Zealand, Australia, India, Korea, and more—on a workshop focused on Team Psychological Safety (TPS) and its pivotal role in team development.
The session, held in vibrant Singapore, served as a melting pot of perspectives and practices. The participants dove deep into the challenges their teams face and discovered actionable insights for creating high-performing, resilient teams. Here are some of the key takeaways:
1️⃣ The Power of a Structured Approach
A structured methodology emerged as a powerful enabler for addressing team challenges. Many participants expressed how frameworks like TPS provide clarity, especially when navigating the intricacies of cross-border dynamics. These methodologies ensure teams stay aligned despite geographical and cultural divides.
2️⃣ Key Challenges Identified
- Reaction to Mistakes: Fear of making mistakes remains a barrier to innovation and trust. In many teams, mistakes are met with punitive reactions, which creates a culture of caution rather than creativity.
- Appreciation: Teams thrive when members feel valued, yet many participants observed a gap in recognition practices, leaving team members disengaged.
3️⃣ The Role of Leadership and Culture
- Leadership was identified as the linchpin in shaping team environments: HR leaders stressed that leaders must model openness and transparency to foster team safety.
- Leadership must also navigate layers of culture:
- National Culture: How teams in New Zealand embrace egalitarian approaches contrasts with hierarchical structures seen in parts of Asia.
- Corporate Culture: The translation of global values into regional realities often impacts cohesion.
- Functional Culture: Team norms vary significantly between departments, from sales to operations, creating additional challenges.
One of the most profound elements of the workshop was how it expanded the participants’ perspectives. When we talk about expanding worldviews, we’re not just discussing geographic diversity; we’re also delving into the nuances of human behavior—how individuals and teams interact, adapt, and evolve.
Through candid discussions, participants were able to learn how to appreciate differences by understanding cultural dynamics, enabling teams to bridge gaps and harness diversity as a strength. They also explored how to adapt behaviors, emphasizing the importance of expanding their repertoire to respond flexibly to various team dynamics—whether by offering more recognition in appreciation-starved teams or encouraging risk-taking in overly cautious ones. One of the standout moments was the shared realization of the importance of addressing the "naked truth," creating environments where teams can openly discuss real issues while respecting cultural nuances. This approach is essential for fostering trust, collaboration, and innovation.
The workshop ended on a powerful note: 91% of participants affirmed that more focus must be placed on team development. It’s clear that building strong teams isn’t just a goal—it’s a necessity in today’s interconnected, fast-paced world.
For organizations aiming to thrive, the question isn’t IF you should invest in team development, but rather HOW you can address challenges like reactions to mistakes and lack of appreciation while navigating the complexities of culture.
At Cultural Impact, we believe that by broadening worldviews and expanding behavioral repertoires, organizations can build teams that are not only resilient but also innovative and collaborative. After all, stronger teams build stronger futures.
What’s Next for Your Team?
What are you doing in your organization to support team development? How are you addressing the challenges of recognition and psychological safety? Let’s continue the conversation and work together to create environments where teams can thrive across borders.
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