Leading Multicultural Teams edition by Evelyn Hibbert Richard Hibbert Religion Spirituality eBooks
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Churches and mission agencies are increasingly characterized by cultural diversity. As a result, many Christians find themselves working as part of a multicultural team. Leading these teams is a complex challenge that requires team leaders to understand how to help multicultural teams thrive. Team leaders need to know how to help team members grow in particular qualities and acquire specific skills related to multicultural teamwork. This book integrates insights from the Bible, team theory, leadership, and intercultural studies to explain how leaders of multicultural teams can help their teams become enriching and enjoyable contexts to work in, at the same time as achieving their purpose.
Leading Multicultural Teams edition by Evelyn Hibbert Richard Hibbert Religion Spirituality eBooks
Just a few years ago, we could find very little that had been written about multicultural mission teams. A few would know of Lianne Roembke's work, Building Credible Multicultural Teams. Then in 2011, Sheryl Silzer of SIL published her book, Biblical Multicultural Teams: Applying Biblical Truth to Cultural Differences. Silzer's work focused on the formative nature of one's childhood home and how that experience has impacted one's view of what is right and wrong. Both are valuable resources, but neither focuses on helping the team leader build a strong multicultural team.Thankfully, this summer, William Carey Library published a brand new book on the subject -- Leading Multicultural Teams by Evelyn and Richard Hibbert. The Hibberts have served in both the Middle East and Bulgaria, and have experience in cross-cultural church planting and in leading multiple multicultural teams. Furthermore, for about 8 years, they served in the role as International Director for Equipping and Advance for a large mission organization, which involved providing missionary teams with on-the-job training. Evelyn completed a doctorate in education on the subject of multicultural team leadership, and Richard completed his PhD at Trinity International University in intercultural studies. So they are both highly qualified to write about multicultural teams and more specifically about leading them.
Leading Multicultural Teams is very thoroughly researched, as all the footnotes and pages of bibliography demonstrate. But it is very readable, practical and not as academic as Roembke's book.
The first section of the book discusses the various cultural differences that impact multicultural teams. Their research suggests that the following six cultural dimensions are most significant in understanding the conflicts that teams face:
Individualism versus collectivism
High-context versus low-context communication
Task orientation versus people orientation
Direct versus indirect communication
High power distance versus low power distance
High uncertainty avoidance versus low uncertainty avoidance. (Kindle location 623)
Team leaders need to be familiar with these differences, and more specifically how these differences are played out on their particular team. The Hibberts make it clear that it is unrealistic for a team leader to adjust his/her communication style to fit each individual culture in the context of a team meeting. Instead each member of the team needs to learn to respect the different cultures on the team, and the team needs to develop its own culture, a unique mosaic of the cultures on that team.
The book goes on to talk about how a team leader would help the team develop trust through the various stages of forming, storming, norming and performing. The Hibberts warn the team leader that the formation stage of a multicultural team is the most critical period and takes much longer than for a monocultural team. "Multicultural team leaders generally need to specially focus their attention on the relationships in the team for the first three to six months of the team’s life." (Kindle location 1343)
Not nearly everything in the book is uniquely for multicultural teams. A chapter is devoted to guiding the team leader through the various steps of clarifying the team's vision, values, goals and strategies.
"If the process of defining vision has been done well, team members will be passionate about their vision, continually communicate it, and passionately defend it. It will be constantly referred to and used to evaluate all team decisions and activities. It is the single most important element in defining the team’s identity and helping the team change from a group of individuals to a collective “we.”" (Kindle location 1900)
Another chapter talks about managing the different personalities, roles and gifts on the teams. Here the Hibberts argue that each personality type is essential, but they need to be kept in balance. "Where there are imbalances, the team needs to be aware of them and make an effort to correct the imbalance. One way of doing this is to encourage team members to develop ways of thinking that are less natural for them." (Kindle location 2332).
Chapter 7 addresses managing conflict on the multicultural team. Following Mitchell Hammer's Intercultural Conflict Style Inventory, the Hibberts very helpfully show that different cultures engage in conflict in different ways. A culture will be located somewhere on the continuum of direct communication --- indirect communication, and at the same time, somewhere on the continuum of emotionally expressive --- emotionally restrained in conflict.
The Hibberts devote two chapters to describing the character qualities and skills that multicultural team leaders need to develop. This list is based on their extensive research, and has been adapted into a multicultural team leader inventory, found in the appendix.
The final chapter was the most applicable to me as a training director, since it talked about how organizations can support team leaders. The Hibberts argue that mission organizations should not only provide training in multicultural teaming, but also appoint someone to be a team coach. The team coach is not the team leader, and does not live on site. His/her role is primarily in training, mentoring and supporting the team leader in establishing its vision and in resolving conflict on the team.
"The role of a team coach is intensive at the beginning of the life of the team, but if coaches do their work well through team formation and storming, there will be fewer problems in the future and the coach will be able to concentrate on other teams." (Kindle location 3731)
"Leading Multicultural Teams" focuses on the process of teaming, rather than the work of the church planting team. If you are looking for a good book to address the church planting work, and the role of the team leader in directing that work, then I would highly recommend Daniel Sinclair's A Vision of the Possible: Pioneer Church Planting in Teams. But Sinclair does not say much at all about the challenges of helping a multicultural team to function as a synergistic team, and this is where "Leading Multicultural Teams" shines.
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Leading Multicultural Teams edition by Evelyn Hibbert Richard Hibbert Religion Spirituality eBooks Reviews
When I first heard of this book, I thought it sounded interesting and quickly recommended it to others. The blurb on the back promised an integration of “insights from the Bible, team theory, leadership, and intercultural studies to explain how leaders of multicultural teams can help their teams become enriching and enjoyable contexts to work in, at the same time as achieving their purpose.” It seemed a helpful resource for leaders, but since I wasn’t leading a multicultural team, I assumed that the book didn’t apply to me personally, and therefore didn’t read it myself. A year later, while researching multicultural ministry in the majority world, I casually flipped through the book to see if it offered anything helpful, and unearthed a goldmine of wisdom and insight.
Evelyn and Richard Hibbert have worked in multi-cultural teams in three continents, and their experience is reflected in not only the perceptive information they provide, but also the way they clearly communicate it throughout the book. For example, the graphic on the front cover is a symbol of multi-cultural teams. It is explained in the first chapter, and forms a basis for the understanding of team throughout the whole book. This use of shape and shading skilfully adds depth to the written explanation.
This book has many strong points. The text is easy to read. The authors integrate insights from multiple disciplines as they describe healthy multicultural teams. They also clearly demonstrate how organisations can support team leaders. A number of practical appendices for teams round out the book. As I see it, the major weakness of the book is its title, as it provides helpful insights for more than just the leaders of multicultural teams. All in all, Leading Multicultural Teams is a strategic, easy to understand resource for anyone involved in or supporting ministry in a multicultural environment.
Great book well written covering all bases.
This book is an excellent resource to those leading multicultural teams. The insight is tested and based on solid experience.
Many young people going overseas have no idea what it means to work effectively on a multicultural team. I wish I had this book before I spent 31 years in Europe working in multicultural situations.
Just a few years ago, we could find very little that had been written about multicultural mission teams. A few would know of Lianne Roembke's work, Building Credible Multicultural Teams. Then in 2011, Sheryl Silzer of SIL published her book, Biblical Multicultural Teams Applying Biblical Truth to Cultural Differences. Silzer's work focused on the formative nature of one's childhood home and how that experience has impacted one's view of what is right and wrong. Both are valuable resources, but neither focuses on helping the team leader build a strong multicultural team.
Thankfully, this summer, William Carey Library published a brand new book on the subject -- Leading Multicultural Teams by Evelyn and Richard Hibbert. The Hibberts have served in both the Middle East and Bulgaria, and have experience in cross-cultural church planting and in leading multiple multicultural teams. Furthermore, for about 8 years, they served in the role as International Director for Equipping and Advance for a large mission organization, which involved providing missionary teams with on-the-job training. Evelyn completed a doctorate in education on the subject of multicultural team leadership, and Richard completed his PhD at Trinity International University in intercultural studies. So they are both highly qualified to write about multicultural teams and more specifically about leading them.
Leading Multicultural Teams is very thoroughly researched, as all the footnotes and pages of bibliography demonstrate. But it is very readable, practical and not as academic as Roembke's book.
The first section of the book discusses the various cultural differences that impact multicultural teams. Their research suggests that the following six cultural dimensions are most significant in understanding the conflicts that teams face
Individualism versus collectivism
High-context versus low-context communication
Task orientation versus people orientation
Direct versus indirect communication
High power distance versus low power distance
High uncertainty avoidance versus low uncertainty avoidance. ( location 623)
Team leaders need to be familiar with these differences, and more specifically how these differences are played out on their particular team. The Hibberts make it clear that it is unrealistic for a team leader to adjust his/her communication style to fit each individual culture in the context of a team meeting. Instead each member of the team needs to learn to respect the different cultures on the team, and the team needs to develop its own culture, a unique mosaic of the cultures on that team.
The book goes on to talk about how a team leader would help the team develop trust through the various stages of forming, storming, norming and performing. The Hibberts warn the team leader that the formation stage of a multicultural team is the most critical period and takes much longer than for a monocultural team. "Multicultural team leaders generally need to specially focus their attention on the relationships in the team for the first three to six months of the team’s life." ( location 1343)
Not nearly everything in the book is uniquely for multicultural teams. A chapter is devoted to guiding the team leader through the various steps of clarifying the team's vision, values, goals and strategies.
"If the process of defining vision has been done well, team members will be passionate about their vision, continually communicate it, and passionately defend it. It will be constantly referred to and used to evaluate all team decisions and activities. It is the single most important element in defining the team’s identity and helping the team change from a group of individuals to a collective “we.”" ( location 1900)
Another chapter talks about managing the different personalities, roles and gifts on the teams. Here the Hibberts argue that each personality type is essential, but they need to be kept in balance. "Where there are imbalances, the team needs to be aware of them and make an effort to correct the imbalance. One way of doing this is to encourage team members to develop ways of thinking that are less natural for them." ( location 2332).
Chapter 7 addresses managing conflict on the multicultural team. Following Mitchell Hammer's Intercultural Conflict Style Inventory, the Hibberts very helpfully show that different cultures engage in conflict in different ways. A culture will be located somewhere on the continuum of direct communication --- indirect communication, and at the same time, somewhere on the continuum of emotionally expressive --- emotionally restrained in conflict.
The Hibberts devote two chapters to describing the character qualities and skills that multicultural team leaders need to develop. This list is based on their extensive research, and has been adapted into a multicultural team leader inventory, found in the appendix.
The final chapter was the most applicable to me as a training director, since it talked about how organizations can support team leaders. The Hibberts argue that mission organizations should not only provide training in multicultural teaming, but also appoint someone to be a team coach. The team coach is not the team leader, and does not live on site. His/her role is primarily in training, mentoring and supporting the team leader in establishing its vision and in resolving conflict on the team.
"The role of a team coach is intensive at the beginning of the life of the team, but if coaches do their work well through team formation and storming, there will be fewer problems in the future and the coach will be able to concentrate on other teams." ( location 3731)
"Leading Multicultural Teams" focuses on the process of teaming, rather than the work of the church planting team. If you are looking for a good book to address the church planting work, and the role of the team leader in directing that work, then I would highly recommend Daniel Sinclair's A Vision of the Possible Pioneer Church Planting in Teams. But Sinclair does not say much at all about the challenges of helping a multicultural team to function as a synergistic team, and this is where "Leading Multicultural Teams" shines.
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