Summary of When Teams Collide

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When Teams Collide book summary
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Rating

7 Overall

6 Applicability

7 Innovation

6 Style

Recommendation

Communications consultant Richard D. Lewis builds on his international experience to address a big stumbling block for global companies: the inability of people on multinational teams to cooperate. Members’ conscious or unconscious cultural assumptions lead to the danger of unintentionally offending (or being offended by) other members. Lewis warns of the hazards of stereotyping various nationalities, and then he takes that risk often, though he bases his descriptions of cultural inclinations on extended research into cooperation on multinational teams. He says understanding leaders can overcome team members’ widely differing organizational, linguistic and ethical perspectives. Your reaction will depend on whether you see his descriptions as illuminating or stereotyping. Lewis does provide practical steps for resolving cultural conflicts in 11 pivotal areas. Each chapter ends with case studies and includes well-intended but hard-to-interpret graphics. Fortunately, getAbstract finds the written text stands on its own.

In this summary, you will learn

  • How cultural differences among multinational team members affect their ability to cooperate and succeed,
  • How to understand contrasting cultural styles and national types, and
  • What 11 basic areas the leaders of international teams must master.
 

About the Author

Richard D. Lewis is the chairman of Richard Lewis Communications, which provides international cross-cultural and language training. He worked for five years in Japan as a tutor for the imperial family.

 

Summary

The Challenges Facing Multicultural Teams
The growth of multinational corporations has placed a new emphasis on international teams. The leaders of such teams typically must reconcile a variety of cultural styles that pull in different directions – Latin volubility, Nordic restraint, American...

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Contained in Knowledge Pack:

  • Knowledge Pack
    Dealing with Intercultural Conflict
    How to adjust your assumptions so you can work with anyone, from anywhere (in other words, where they come from it's rude to be early to a meeting).

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