Resumo de Eurodiversity - George F. Simons

EuroDiversity

The popular understanding of cultural diversity usually refers to differences of colour, ethnic origin, gender, age, sexual or religious preferences. And managing cultural differences has become one of the most challenging enterprises of our time.

In his book, EuroDiversity, Dr. George F. Simons informs us that cultural diversity is related to a vast range of cultural differences requiring attention to facilitate living and working together effectively. But, as Simons argues, diversity can be a source of inspiration for individuals and organisations, if properly managed!

Thus, for managers, the first step in managing cultural diversity, effectively, is increasing one?s general cultural awareness and developing a more positive corporate identity. But this requires a different way of thinking, a paradigm shift, so to speak. It requires organisational transformation; not just simple revision of corporate strategies and policies.

The story gets better as the analysis progresses. Simons situates his work within the inter-nation framework of cultural diversity in the European Union. And talks at length about the nature of culture; seeing the challenges of diversity as European themselves see them. ?Cultural diversity is expressed in the coexistence and exchange of culturally different practices and in the provision and consumption of culturally different services and products?, he quotes from the Declaration of Cultural Diversity issued by the European Union?s Committee of Minsters (733rd meeting, December, 2000).

Consequently, Simons is able to assert the premise that cultural diversity cannot be expressed without the conditions for creative free expression and freedom of information existing in all forms of cultural exchange.

On the commercial level, the book sees cultural diversity in the post-modern era as a corporate ?must?, forced upon organisations by an increasingly diverse marketplace and the need to make the growing multicultural workforce creative, productive, and competitive. But warns against complacency!

Simons is at his best when he reflects on the history of assimilation and specific strategies for managing diversity. He argues that while the European Union as a whole is extremely multicultural, its member states and regions are traditionally far more monocultural than the United States and Canada.

Thus, there is enormous pressure to assimilate. And Simons? book tells us that even in a country with such a strong liberal reputation as the Netherlands, the pressure on new immigrants to learn the national language and culture is much stronger than would be politically possible in the United States or even Canada. But all is not lost, yet! We learn that businesses, of course, benefit from these policies by getting workers who are easier to communicate with and train.

Finally, the book offers prescriptions for managing cultural diversity; emphasising that to live together and work together, people must become shapers and owners of common, reliable, and inclusive cultural contexts.

Thus, in Simons intellectual universe, managing diversity means becoming experts at creating and maintaining sustainable social contexts both within and between existing cultures and organisations.

The book should be read by all those interested in the dynamics of cultural diversity; including students, managers, and researchers.

In simple terms though, managing diversity means effective communication and acceptance of difference; talking to each other in a meaningful way.

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