How AI can increase our cultural intelligence ⬆️

1. Access to knowledge - What used to take years of exposure, reading, and experience can now be accessed in seconds. Cultural norms, communication styles, and negotiation preferences are no longer limited to experts. This gives individuals and organisations the opportunity to understand WHY people behave in certain ways, not just HOW they behave, which is the foundation for intercultural learning.

2. Preparation and personalised support - AI can help us to anticipate differences before they show up in real time. Instead of reacting to problems after they arise, we can shift to a more proactive approach and identify potential gaps ahead of time. It can also support us in SPECIFIC situations, whether preparing for a difficult conversation or an important meeting. Unlike fixed resources, such as books or search engines, AI adapts its support to the context we describe.

3. Communication clarity and self-awareness - In global teams, much of the communication happens through written channels, where messages are easily misinterpreted. AI can help reduce this risk by structuring messages and adjusting tone. More importantly, it can increase our awareness of how our communication may be received across cultures. It can flag insensitive language, highlight blind spots, and suggest alternative approaches before responding from our own cultural lens.
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How AI can decrease our cultural intelligence ⬇️

1. The data is not neutral - AI reflects patterns from existing data, which means it can reinforce dominant cultural narratives while underrepresenting others. If we rely on it without questioning, we risk adopting biased or oversimplified views of cultures. This is because AI can only generate responses based on what it has been trained on, and much of that data is shaped by Western and English-language sources. The risk is not just bias, but following a more homogenised view of the world, which is the opposite of genuine intercultural understanding.

2. Fewer real conversations - Discussing cultural differences at work is not the same as reading about them or talking with AI. Cultural intelligence is built through interactions with people, and sometimes through moments of discomfort. Engaging with AI may feel safer. We can prompt, reflect, and explore without risk. But building relationships requires us to step into conversations that are not always easy. When we discuss a sensitive topic with a colleague from a different background, apologise, recalibrate, and build mutual understanding and alignment, we develop the emotional and social capabilities required for deep cross-cultural engagement.

3. The risk of similarity - AI can help us adapt our communication, but it can also standardise it. When everyone uses similar tools to “optimise” how they sound, messages become more polished, but also more uniform. The nuance, personality, and cultural identity behind the message can become less visible. In cross-cultural work, this matters because cultural intelligence is not only about adapting to others, but also about bringing our unique perspectives into how we engage with them. If AI filters too much of that, we may communicate more smoothly, but lose part of the diversity that drives better thinking and higher performance.

In the end,

• AI gives us faster answers, but requires us to think more deeply
• AI prepares us for interactions, but cannot replace human-to-human conversations
• AI helps us adapt, but challenges us to remain authentic

Or as Writaparna Mukherjee said during one of my sessions: “AI will make us more culturally intelligent if we use it intelligently.” 💡

What is your view? Are we becoming more or less culturally intelligent in the age of AI? I would love to hear your perspective!

#CulturalIntelligence #GlobalMindsets #AI
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When I started working in the intercultural field, I thought the main objective of cultural learning was relatively simple: to help people from different cultural backgrounds work effectively together. While that is still important, over the years I have realised it’s so much more than that.​
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Cultural intelligence (CQ) isn’t just about working effectively across borders - it’s about supporting the development of other key skills needed for today’s and tomorrow’s workplace. In this article, I chose 5 core skills on the rise according to the latest World Economic Forum Future of Jobs Report 2025 and show how high CQ can support the development of each one of them.

1. Creative Thinking 🎨

People with high CQ tend to observe situations from multiple angles, which enhances their creativity. Every time they step into a culture different from their own, they are stretched to think differently and broaden their perspective by asking: “How else can we approach this?” Engaging with different cultures exposes them to diverse norms, values, and problem-solving styles, challenging their assumptions and default ways of thinking.

Over time, they learn to hold several perspectives at once, connect unexpected dots, and generate ideas that others might overlook. When you are constantly comparing, contrasting, and integrating different viewpoints, your mind becomes wired to connect ideas in new ways.

2. Resilience, Flexibility and Agility 💪

People with high CQ tend to be more resilient because they are used to adapting to new environments. Working across cultures constantly exposes them to different expectations and diverse ways of doing things. Instead of resisting, they stay open and adjust their behaviour.

This ongoing adaptation trains them to stay flexible and emotionally strong. They recover quickly from misunderstandings or setbacks and continue moving forward, even in times of uncertainty. They are also more open to experimentation, step beyond their comfort zone, and grow through change.

3. Curiosity and lifelong learning 🔍

When you have high CQ, you don’t stop at “That’s strange”.  You dive deeper and ask, “Why is it done that way?” For example, why do people say yes when they mean no or why don’t people follow deadlines? You develop a genuine hunger to understand, and every cross-cultural interaction becomes a learning opportunity about others and about yourself.

Gradually, this constant exploration builds the muscle of curiosity and the desire to learn, unlearn, and relearn. It’s a similar mindset that drives continuous learning and the awareness that knowledge is never complete, especially in times of AI.

4. Leadership & Social Influence 👥

Leaders with high CQ don’t try to inspire and influence everyone in the same way. They recognise that people are moved by different things: some seek harmony, others clarity. Some want autonomy, others guidance and support. Some value directness, others diplomacy.

They know how to build trust differently by understanding the invisible cultural codes, and they are more inclusive by creating spaces where every voice feels heard. This is especially important in today's world, where Leadership is less about authority and more about influence and connection.

5. Analytical Thinking 🧠

Leaders with high CQ constantly refine their analytical thinking because they know that context is everything. By navigating the complexity of global environments, they improve their ability to analyse, interpret, and connect large amounts of information across cultures and markets. This helps them apply different strategies that consider multiple variables.

When it comes to people, they also see beneath the surface by linking observable behaviours to deeper cultural values and noticing nuances that others might miss. This depth of understanding enables them to see patterns and make better decisions, grounded in context rather than “universal” standards.

To summarize

Cultural Intelligence (CQ) doesn’t just help us navigate differences. It’s a strategic capability that strengthens many of the essential skills the future workforce needs. 
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• By learning to see situations from multiple angles, CQ improve creativity. 
• By adapting to new environments that demand behavioural change, CQ builds resilience and agility.
• By staying open to differences and eager to understand them, CQ ignites curiosity and lifelong learning.
• By recognising that people are influenced differently, CQ enables leaders to inspire diverse teams and drive high performance.
• By navigating global complexity and context, CQ refines analytical thinking

In my work with global leaders and teams across industries, these are some of the skills they consistently highlight as essential for their success in an increasingly complex world. What do you think? Which other future skills can be strengthened through high CQ? I would love to hear your thoughts. 

#CulturalIntelligence #GlobalMindsets #FutureSkills #WEF
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What is the key difference between the two?

• Psychological safety is about how safe people feel to SPEAK UP, share ideas, admit mistakes, and take risks without fear of negative consequences from others in the group.
• Cultural safety is about how safe people feel to bring and express their CULTURAL IDENTITY without fear of judgment, bias, exclusion, or racism.

Cultural safety was born in healthcare 

Have you ever gone to a clinic and felt you were treated differently, just because of your cultural background? Many people have.

The term Cultural Safety originated in New Zealand’s healthcare system in the 1990s, in response to significant inequities in Māori health.

Māori communities have faced serious health gaps for a long time, including shorter life expectancy, higher mortality at nearly all ages, and more chronic diseases compared to non-Māori. 

When patients face racism or discrimination in the healthcare system, it changes how they interact with it. Some avoid going to the doctor. Others don’t feel safe sharing their symptoms. And all of this leads to even worse health outcomes.

These persistent health inequities are well-documented and were a driving force behind the development of cultural safety in healthcare, where healthcare providers were encouraged not just to be “culturally competent,” but to create environments where patients feel safe to be who they are.

Cultural safety goes deeper

Cultural safety is a deeper layer of cultural understanding. It goes beyond being aware of other cultures or working well with people who are different from us.

• It’s about moving from understanding OTHER cultures to understanding how our OWN culture affects the way we see and treat others.
• It’s about taking the time to REFLECT on our own biases, attitudes, assumptions, stereotypes, and prejudices.
• It’s about recognising POWER dynamics and being willing to challenge the systems and structures that reinforce them.

In healthcare, cultural safety requires professionals and organisations to examine the impact of their own culture on clinical interactions, service delivery, and the factors that may be contributing to lower quality of care for some patients.

Applying Cultural Safety to the corporate world 

Over the years, cultural safety has expanded beyond healthcare and is now applied more broadly in fields like social work, education, and community services.

I believe these principles are also highly relevant and applicable in the corporate and business environments. So, how can companies create a more culturally safe environment globally?

We can start by asking 3 simple, yet powerful questions to assess whether our people and systems encourage cultural safety across the organisation:
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1. Do we give the same “service” to people in our organisation, no matter where they come from? Cultural safety at work means having equal access to resources and opportunities regardless of location, background, or identity.
2. Are we open to adopting local policies, or do we maintain a strong dominance of HQ practices? Cultural safety means respecting local contexts and allowing space for regional practices, instead of forcing one-size-fits-all rules from headquarters.
3. Are we creating space for multiple approaches, or do we expect everyone to adapt to one style? Cultural safety at work means people don’t feel they have to hide or worry about how their background might be perceived. They feel proud to bring their culture to work and safe to share it with others.

Final thoughts

How is cultural safety related to creating an inclusive and equitable work environment?

You can have equitable policies in place, but still lack cultural safety if people feel judged or excluded. You can also have ‘structural inclusion’, yet people may feel unsafe to be fully themselves, especially if they come from a marginalized background.

That's why Cultural safety is the GLUE that turns DEI into belonging. Because in the end, how we treat each other matters more than any policy or system.

When people feel safe to be who they are and bring their cultures to work, belonging becomes real and sustainable.

Cultural safety is not a destination or a skill to be mastered. It’s an ongoing process that requires continuous self-reflection and organisational commitment.

What do you do to encourage a more culturally safe space in the workplace?

#culturalsafety #globalmindset #inclusiveculture 

In the same way, when it comes to cultural training, some might view the increasing cultural diversity in workplaces as something that doesn't require much intervention, assuming everyone will naturally adapt. Others, however, might see it as an opportunity to invest in cultural training to help employees navigate cultural differences more effectively.💡

Let’s take a closer look at each of these approaches:

Why more is needed ⬆️

In the future, it is likely that more people will need cultural training because workplaces are becoming more diverse, with global teams collaborating across borders daily, which increases the potential for cultural clashes. This complexity requires greater cultural intelligence to navigate differences effectively.

Moreover, with the rise of remote work, employees interact with colleagues, clients, and stakeholders from various cultural backgrounds more frequently. This trend demands greater awareness and understanding of different cultural backgrounds, values, and communication styles. That's why the demand for cultural training will continue to grow.

Why less is needed ⬇️

As we become more interconnected, people are naturally gaining more exposure to diverse cultures through everyday interactions at work, in the media, and through advanced technology. Over time, this constant exposure can build a foundational level of cultural understanding and adaptability, which may reduce the need for formal training.

Additionally, younger generations entering the workforce, who have grown up in multicultural environments or digital spaces where cross-cultural interactions are the norm, may already possess a natural understanding of cultural dynamics. This organic learning could better prepare them to navigate cultural differences without requiring formal training.

The Conclusion?

Only time will tell! 😊

As we move forward, familiarity with working across cultures will continue to increase, there is no doubt about that.

While increased exposure and experience with different cultures can help individuals feel more comfortable and develop a surface-level understanding, it won't automatically equip them with the skills needed to effectively manage complex cultural situations and differences.

In fact, while exposure and experience are important factors, they may not be enough to master the deeper-level skills. As such, I believe the demand for cultural training will continue to grow and evolve, focusing on more practical tools and actionable frameworks to help individuals become more culturally intelligent in the workplace.

What are your thoughts? Do you think the demand for cultural training will grow or decrease in the future? 🌟

#future #culturaltraining #culturalintelligence #globalmindset

Recently I had an interesting conversation with Dr. Yaacov Tzori about where culture is "located." When he asked me, "Where is culture?" I confidently said, "In the mind," basing my argument on Hofstede's work and the well-known metaphor: "Culture is the software of the mind."
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Recently I had an interesting conversation with Dr. Yaacov Tzori about where culture is "located." When he asked me, "Where is culture?" I confidently said, "In the mind," basing my argument on Hofstede's work and the well-known metaphor: "Culture is the software of the mind."

Then he challenged me and said, "I think that culture is embedded in the brain, while the choice regarding our behaviour and thinking is made by the mind."

I didn't expect this response, but it immediately raised my curiosity, and I was no longer sure where culture really is - in the brain (hardware) or in the mind (software).

As our discussion progressed, I realized this is a complex question that touches on the intersection of neuroscience, psychology, anthropology, and maybe even philosophy.

Let’s have a quick look at both perspectives:

Why is Culture in the Mind?

In simple words, culture is like the "software" of our minds because we are not born with it. Culture is a set of shared beliefs, values, and practices that we learn, similar to how we learn a new program.

It can also be changed and "reprogrammed" through exposure to new environments. Just as you can update software, people can change their cultural perspectives when they experience new things or live in different places.

Culture is not a physical thing you can touch. It operates at a more abstract level. However, it influences how we see the world and guides how we think and behave in our daily lives, much like how a computer program tells a computer what to do.

This view aligns with the idea that culture is primarily a cognitive construct, existing in the realm of ideas and mental representations.

Why is Culture in the Brain?

In simple words, culture is "hardwired" into our brains, like the hardware of a computer, because our cultural experiences can actually shape our brain's structure and how it works.

For example, studies have found that people from cultures that value emotional regulation and social harmony may have thicker prefrontal cortex areas linked to self-control and decision-making.

Additionally, studies in cultural neuroscience show that cultural backgrounds can influence brain activity patterns. Scientists have found that people from different cultures can have different patterns of brain activity when doing the same tasks.

Finally, our brains can physically change in response to our cultural experiences by forming new neural connections and modifying existing ones. This is called neural plasticity.

This perspective emphasizes the physical, neurological basis of cultural influences.

And the answer?

Eventually, I didn’t find a definitive answer to where culture is located. Perhaps the question itself might be flawed. In essence, asking whether culture is located in the brain or the mind might be a false dichotomy.

Culture likely exists at the intersection of both, with the brain providing the physical basis for cultural learning and expression, while the mind serves as the cognitive and experiential interface through which we engage with culture. Thus, culture is embodied in the brain but expressed and transmitted through the mind.

Where do you think culture exists?

 

#culture #brain #mind #culturaldiversity #globalmindset
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What is more important: following the rules or making your customers happy?

And how is that related to culture?
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Over the weekend, I took my two boys to the mall for ice cream. While we were in line, my elder son mentioned that he preferred ice cream from another place. Since my younger son and I were more interested in the ice cream from the shop we were at, I decided to let my elder son buy his ice cream elsewhere and join us later.

He came back happily with his ice cream and joined our table. However, one of the staff approached us and informed me that they don’t allow customers to sit with ice cream from another shop. My son stood up and went outside with his ice cream. I stayed with my younger one, who didn't fully understand where his brother disappeared to.

Initially, I felt disappointed. I couldn't understand why there is such a strict policy, especially when two of us had already purchased ice cream from their shop.

I decided to suspend my judgment and further investigate my emotional reaction. I realized that the source of my disappointment is because in my home country, no one would really care about it, and sitting together as a family is more important than following the rules. Additionally, I recall growing up in a place where service excellence is linked to flexibility, and a more adaptable approach based on individual needs.

Then, I 'forced' myself to look at it from a different angle. I knew that in other cultures, service excellence is not necessarily about flexing the rules but is more related to a strong emphasis on order, consistency, and uniformity. I even asked myself, what if they allowed everyone to bring an ice cream from another shop? How would this place look?

It always amazed me how STICKY culture is – even after over 15 years of living in Singapore, my root culture stays strong and follows me even without my permission! :-) 

Connecting my story to research, it illustrates a typical tension between Particularism and Universalism – an important cultural dimension that influences our approaches to rules and regulations, coined by Fons Trompenaars.

In cultures with a high degree of particularism, context and individual circumstances often outweigh a standardized set of rules or principles, and decisions are made based on the specific situation and the people involved.

In contrast, cultures with a strong universalistic orientation emphasize the application of consistent rules and principles to ALL individuals and situations, regardless of personal relationships or context. 

Clearly, in this case, the ice cream shop's strict policy reflects a universalistic approach, where rules are applied consistently to all customers. While my son accepted the rule without complaint, it made me reflect on the importance of finding a balance between strict rules and individual circumstances, especially in relation to service expectations in a multicultural environment. 

What are your thoughts? Is it possible to ensure fairness and consistency without overlooking the unique situation? And what solution would you advise in that case?

#serviceacrosscultures #culturaldiversity #globalmindset #culturalintelligence
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Last week, I had the opportunity to attend a thought-provoking session organized by SIETAR Europe about the value of cultural dimensions.
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Cultural dimensions provide a framework for understanding and comparing diverse cultural values that shape and influence various aspects of human interactions at work (and beyond). 

The key question that was brought up for discussion was: "Are the dimensions we use for intercultural education and training 'more helpful' or 'more unhelpful'?”

It was very interesting to witness that the responses were a mix of helpful and unhelpful (while some said both).

I can't speak for others, but based on my observations working with the corporate world over the past 15 years, here are my three insights I would like to share about cultural dimensions: 

1. Cultural dimensions reflect the REALITY around us.

How do I know this? 

From conversations I have had with many clients from various industries and backgrounds who openly share their experiences working in a global business environment.

Most of the time, they are not aware of the terminology we use in research, but when I listen to their stories and observations, I can recognize which cultural dimension the challenge they describe is about (if at all). After all, understanding the cultural values that influence people's behaviours is one of the core pillars of our work as interculturalists.

For instance, when leaders share with me that their team from a specific location lacks initiative behaviours or struggles to solve problems independently, I can hypothesize that this gap in expectations may be related to cultural dimensions of collectivism-individualism or high/low power distance.

2. It’s not about how helpful or unhelpful the tool is, but about how we use it. 

One thing to keep in mind is that the purpose of cultural dimensions is not to stereotype individuals or nations but to help understand human behaviours within their cultural contexts.

What we need to do when working with these tools is to use them wisely instead of following them blindly. This is similar to how we use AI tools for writing or Google Maps for driving. If you mindlessly follow Google Maps for navigation without much thought, instead of reaching your destination, you might end up in unexpected places, like a muddy field. And cultural maps work in a very similar way. While they can provide useful guidance, it's important not to rely on them entirely; otherwise, you may get lost.

3. The perceived value depends on where you are in the journey.

Experience is valuable, but sometimes it can lead us to lose sight of the value of things. When I started my professional journey in this field, I found immense value in the research on cultural dimensions. It allowed me to connect my personal work experiences with theories. It’s not surprising that people who discover these dimensions for the first time often find them very insightful and useful at work. 

However, if you work with them for many years, you might become more aware of their limitations rather than their value. You could also become so used to them that you may fail to recognize their importance (this could happen with marriage, too! :)

Reflecting on these three insights, my key advice would be to learn to live in harmony with the bright and dark sides of cultural dimensions. And to remember that although they are designed to help us understand the world around us better, these categorizations might also create divisions and lead to separation.

One thing for sure – whether helpful or not, it might be challenging (and even impossible) to have cultural conversations without talking about cultural dimensions.

Do you have mixed feelings about working with cultural dimensions? Feel free to share your observations from working with these tools. 

How do you resolve conflicts?

And how does culture influence your strategy?
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A few weeks ago, I had a disagreement with a very close friend of mine. We held very different views regarding certain behaviours at work. We tried to discuss it twice – once via text messages and once in a video call. However, each time we began talking about it, she asked to end the conversation, leaving me confused and unable to find a quick resolution to continue being good friends.

Reflecting on that experience and considering our diverse cultural backgrounds, I realized that although we both have extensive experience working in a global environment, the cultural factor remains strong and should never be overlooked.

Here are three insights I have gained from this uncomfortable situation:

Insight #1 – How comfortable are you with conflict? 

This experience reminded me of our different comfort levels with conflicts. Individuals from certain cultures deal with conflict easily, while others find it more difficult. 

I grew up in an environment where conflicts and debates are common. Many times, despite direct confrontation, both parties understand that disagreement is integral to relationships and can even deepen them if managed properly. It's as if there is a psychological safety net beneath every disagreement, protecting the relationship.

Insight #2 – What is your conflict resolution strategy?

Research shows that people from diverse cultures may use different conflict resolution strategies, ranging from competing, compromising, accommodating, or avoiding styles to discussion or engagement styles (depending on the model). 

I am not saying that culture is the only factor here - our personality, relationships, and context also influence our conflict-resolution strategies. 

In my culture, people are more likely to use an ENGAGEMENT strategy to resolve conflicts. They lay all cards on the table, share views openly, disagree, argue, and may even become extremely emotional. 

The danger of this strategy in a multicultural environment is that it can be perceived as aggressive, causing others to lose face, and it might even be seen as a personal attack rather than addressing the situation.

In my friend’s culture, people are more likely to use an AVOIDANCE strategy, which is characterized by inaction. Showing a strong preference for avoidance is more common in collectivist cultures, where people strive to minimize disruption, preserve group harmony and relationships, and prevent an escalation of conflict. Direct confrontation is perceived as unnecessary and even immature, and people may wait for a better time to address the conflict (a valuable lesson in patience for me!). 

The risk with this strategy is that individuals who are not familiar with it may interpret the act of walking away or being unresponsive as a sign of indifference or lack of care towards them or the relationship.

Insight #3 - My biggest mistake! 

A few days later, I had my biggest "aha" moment and I realized the mistake I had made. My friend and I became so close that I couldn’t see her culture anymore! 

I felt so comfortable and safe with our friendship that I expected her to unconditionally accept my conflict resolution style without making any adjustments to it. I forgot that we grew up in very different cultural environments with different value systems. 

Learning to embrace behaviours and mindsets we are not comfortable with is at the core of my work. I believe that regardless of our style, we should always strive to step beyond our cultural habits and transform conflicts into meaningful dialogue.

What is your preferred conflict resolution strategy? And how do you close the gap in a culturally diverse environment?
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A few months ago, I attended a parents-teachers meeting at my 7-year-old son’s school. One of the teachers, a Singaporean Chinese, began the meeting by saying how deeply impressed she is with my child’s academic progress and inner motivation to learn. A wide smile began to appear on my face but that warm feeling did not last long, as her tone of voice suddenly changed, and she noted:
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“However, there are few issues to consider. First, your child tends to over-participate in class discussions. And secondly, he does not follow instructions and often does things in his own way contrary to teachers’ direction”.

I listened to her carefully and promised her that I will address these issues ASAP. On the same day, I received a call from my mother-in-law and decided to share with her the content of the meeting and the teacher’s observations. Her reaction was not entirely what I expected - she immediately exclaimed “THAT IS FANTASTIC!”

I was somewhat puzzled, so I immediately queried: “Why are you saying that”? Her answer was quite revealing, she says to me: “Meital…if your child is over participating it means he is a bright student and if he doesn’t always follow instructions it shows he has a strong and independent mind. I think he will be a great inventor and an inspiring leader…”

Well, living and working in Singapore for the last 12 years I needed some time to organize my thoughts and reconnect to the long-held fundamental beliefs underlying the Jewish education system for many generations. The reason my mother-in-law was ecstatic is because in the Jewish culture, people value “voicing opinions” and “thinking for oneself” as some of the most important qualities to encourage in children. In her cultural context – my-mother-in-law perceived the teacher’s observation as extremely positive and reassuring.

The value of education and continuous learning is strongly embedded in many cultures. However, the whole process of learning could not have been any different. Apparently, holding distinct belief systems, combined with other cultural values, impact the methodology of how knowledge should be acquired and transferred.

Learning Through Obedience

When I took my first academic course with a Singapore-based institution, I found the whole learning experience as very different compared with my studying in Israel. One of the key differences I immediately noticed is that the number of questions asked during class time was noticeably fewer (and most of them were asked by me!).

What I was not aware of at the time is that in Singaporean society, the hierarchy and harmony aspects of Confucianism considered it disrespectful to question the teacher in front of the entire class. When the teacher speaks and exhibits knowledge, the students should not interrupt but listen attentively and only the teacher could ask questions of the students to test their ability to think and analyze. No wonder that later on, when we received our group assignment, nobody wanted me in their group…

The process of questioning authority in Asian cultures might be seen as having a negative outcome for several reasons. Firstly, it may lead to loss of face if the question is too simple, too difficult, or irrelevant; secondly, it may be seen as implied criticism of the teacher, who should have pre-empted any relevant questions if he or she had prepared the lesson properly; and thirdly it may be seen as wasting valuable class time of fellow students. The preferred strategy is to piece the puzzle by oneself, but if unable to do so, then seek guidance outside of class time, where potential negative consequences are minimized in a one-to-one situation.

The potential for misunderstandings and hidden conflicts is ever-present. while some educators teaching in Asia may be wondering; “why isn’t anyone asking any questions?” and perhaps (wrongly) presume that students are not engaged or understand the material, these students may be seeing themselves as fully engaged in the learning process by listening intently to the teachers, showing respect, and avoiding interruptions. 

Learning Through Debate 

In comparison, attending a class in an Israeli university, you will be surprised to find out that it is acceptable and even desired for students to “interrupt” the teacher. Very often students raise their hands while the teacher is still talking to express disagreement or a need for further clarification.

Questioning authority (or otherwise known as healthy disrespect of authority) is an entrenched Jewish tradition and the roots of this learning style trace back to biblical times. From the forefathers through Moses and the later prophets to the rabbis of the Talmud (a book of questions and debate), Jewish leaders have not shied away from challenging God Himself.

In the Israeli society, characterized by egalitarian and debatable elements, the “argumentative” mindset is perceived as positive for several reasons. First, it allows teachers to gauge the level of understanding in students; secondly, it sharpens students’ personal skills at reaching depth in understanding concepts; and thirdly it enables challenging and clarifying what are presented as set assumptions. As the old joke goes - Jews always answer a question with another question.

The potential for misunderstandings is also present here. While the Jewish students may be perceived by others as disrespectful, resistant and disobedient, these same students may see themselves as fully engaged in the learning process by “debating” and not accepting things as they are.

Developing a Global Learning Mindset

There is no doubt that our early experiences with learning in childhood shape the way we behave and interact with others later in the workplace. As the world is getting more and more interconnected and diverse - organizations should learn to embrace and see the value in various learning approaches.

A “compliant style” benefits organizations by allowing people to pay more attention necessary for learning (especially in today’s world when the attention span is shortened than ever before). It also ensures efficient learning by avoiding interruptions and allowing teams to discuss and progress work tasks and projects as planned. 

An “interruptive style”, on the other hand, may also benefit organizations by allowing people to dive deeper into material and concepts - potentially enhance the ability to solve problems and come up with new ideas and thoughts – an essential skills set for the development of creativity in an innovative work environment. 

Global Learning Mindset is about learning to maintain a healthy balance between different learning styles whilst recognizing that no one mindset is optimal in all circumstances. Knowing how to synergize diverse cultural styles, even when these appear inherently contradictory, will help in attaining maximum benefits for today’s learning organizations.



“There is no real end point to learning about and experiencing new cultures. Developing a Global Mindset is a life-long journey, not a destination or a stop along the way. Developing awareness, keeping an open mind and having a non-judgmental approach will enable humanity to benefit and grow through this journey together”.

(Meital Baruch, Consultant, Global Mindset)​
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