CIICPD 2023

Sociocultural factors, such as manners or attitudes to work, related to existing in-group bias occurred in the discussions as well. While reflecting on the international nature of the company and its so-called ‘melting pot’ vibrant dynamics, they highlighted the need for intensified attention to mediation and training in diversity management. One participant raised his predominantly negative experiences with Indian colleagues who reportedly are “only in 1 of the 100 cases efficient” rejecting that his “experience” was based on “prejudice” . Another one unveiled the internal tensions and reservations toward the German leaders using a remark about a French manager whom he saw as “more understanding to the Czechs than to the Germans” based on his frequent gossip, sharing “funny stories about the Germans” with the Czechs. One countered with an analogic experience he made in Germany, where, when working as an expatriate, he observed “the same first reaction as in Czechia” when research and development or designer teams in the German branch prioritised themselves against others. As shown above, in-group bias represents one of the biggest challenges to multinational companies. Managers, especially those from the middle management ranks, become mediators between their own teams representing the core for the company productivity and the quality of outcomes, and the top management setting up visions and being responsible for the success and progress of the company at a global scale. As such, managers responsible for leading teams within the complex organisational structure who want to positively contribute to the company as a whole, must be able to balance between strengthening the bonds, motivation, involvement and self-confidence of their teams and the principles of putting aside individual interest over the collective identity and good. Strong team bonds are the core of individual motivation, efficient team cooperation, involvement and fervour, building the company dynamics and results within the global competition. 3.1.6 Not Invented Here Creating a dynamic, progressive, and innovative company assumes not only inclusive teams, but also a willingness to accept ideas and inspiration from external resources. The ‘not-invented-here’ bias, i.e. circumspect attitudes towards external products, knowledge, ideas, or technologies, represents another barrier frequently affecting people’s decisions and inhibiting company progress. The tendency to prioritise internal resources over the external, even though they could be a valuable contribution to the organisation’s processes, was also evident from the discussions. First, the participants noticed the not-invented-here bias within the company itself, mentioning varied antagonistic tensions across teams or company departments when it comes to adopting ideas, or solutions from others. The participants complained that “anything not invented or implemented” in their own teams is frequently “not perceived positively” or refused by individuals from other teams who, on the other hand, believe that “they do it the best” and refuse to get inspiration or solutions from others. As pointed out by one of the higher rank managers, the “ homemade effect” , i.e. a widespread tendency to be closed or sceptical against solutions from other teams, “collaboration with other organisational units across the company has proved to be very poor”. What is more, based on his extended international experience, he also observed that this, as he put it, “unsatisfactory cooperation

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