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Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership Essay

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Approaches to Reconciling Dilemmas

Relationships between people in multicultural teams cannot avoid cultural biases. Their emergence is quite simply explained by the lack of a common background and differences of opinion among representatives of different cultures. Because people see the same situation from different perspectives, dilemmas arise.

One of the most effective ways to solve dilemmas is reconciliation. In this approach, each of the parties involved tries to satisfy the needs of the other (TEDx Talks, 2013). This is based on respect for each other’s cultural differences, understanding each other’s needs, and expressing a desire to cooperate. Thus, to solve a problem, it is necessary to connect opposing points of view and find an outcome that will be beneficial for everyone.

Illustrating the Inside/Outside Concept

Dilemmas often arise in societies that adhere to an inside culture. In such conditions, all opinions are divided into those that belong to outsiders and subjective ones. An outsider’s opinion will be less important during decision-making than a subjective opinion (TEDx Talks, 2013). An example of inside would be families that have their own value system and share views on basic concepts.

Outside culture is more open to a diversity of opinions. This allows one to build effective relationships both within the team and outside it.

Strategies for Mutual Understanding of Peach and Coconut Cultures

The concepts of peach and coconut are often used to explain these concepts (TEDx Talks, 2013). Peach represents outside culture, in which people are open in communication with others and quickly let them into their space. An example of peach culture is the American Society. On the other hand, Coconuts are more withdrawn, like the Germans, and less willing to interact with others. To find common ground between people from different cultures, they need to be aware of their differences and respect each other’s values.

Personal Feedback and Reflections

The video raises important themes in dealing with dilemmas in a multicultural environment. Despite the existence of guidelines and theories of leadership, they are only a theoretical basis, which often requires tailoring in real conditions. At the same time, the video provides a more applicable explanation of the theory. The concepts used by Trompenaars, like laughter and respect, are understandable and relevant to anyone, regardless of culture (TEDx Talks, 2013). In addition, the speaker emphasizes the importance of servant leadership for combining opposite viewpoints and finding mutually beneficial solutions.

Reference

TEDx Talks. (2013). [Video]. YouTube. Web.

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IvyPanda. (2025, April 21). Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership. https://ivypanda.com/essays/cultural-biases-and-dilemmas-in-multicultural-teams-resolving-conflicts-with-leadership/

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"Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership." IvyPanda, 21 Apr. 2025, ivypanda.com/essays/cultural-biases-and-dilemmas-in-multicultural-teams-resolving-conflicts-with-leadership/.

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IvyPanda. (2025) 'Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership'. 21 April. (Accessed: 29 May 2025).

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IvyPanda. 2025. "Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership." April 21, 2025. https://ivypanda.com/essays/cultural-biases-and-dilemmas-in-multicultural-teams-resolving-conflicts-with-leadership/.

1. IvyPanda. "Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership." April 21, 2025. https://ivypanda.com/essays/cultural-biases-and-dilemmas-in-multicultural-teams-resolving-conflicts-with-leadership/.


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IvyPanda. "Cultural Biases and Dilemmas in Multicultural Teams: Resolving Conflicts with Leadership." April 21, 2025. https://ivypanda.com/essays/cultural-biases-and-dilemmas-in-multicultural-teams-resolving-conflicts-with-leadership/.

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