Page 15 - Harnessing the Strengths

xiv ■ Background

the second part of the book. The clashes that result from
cultural differences can be divided into several main cat-
egories. On the basis of our experience, we have divided the
“battlefi eld” into seven dilemmas. Each dilemma can, in
turn, be sub-divided into other dilemmas, variations on the
main theme. The dilemmas clearly illustrate situations in
which people in an intercultural context run into problems
in practice. However, problems unto themselves are not
very interesting; what is really important are the solutions.
That is why we look mainly at the manner in which servant-
leaders deal with these dilemmas and the way in which they
combine the opposing poles, thereby strengthening them, in
order to fi nd the best possible solution.
We have noticed several things about this process.
First, we have observed the universal character of the dilem-
mas. Precisely because both sides of the dilemma have posi-
tive aspects, people in every culture vacillate between both
extremes. The differences between cultures exhibit them-
selves in the ways in which the dilemmas are approached.
The second thing that became apparent was the effective-
ness of the steps taken. Third, we observed large diversity
in approaches and, fourth, the presence of a red thread
through the various solutions. All of these points are easily
explained. Servant-leadership is so effective in dealing with
culture differences because of its cross-border character. It
is not a dogma or a blueprint—exactly the opposite. It is
a classic example of “out-of-the-box” thinking. Every cul-
ture, organization, or department can apply the concept in
its own way. That also explains diversity, while the common
thread is the core commitment to being of service and to
mutual trust. The freedom, the result of servant-leadership,
is what makes this method perfect for fulfi lling its function
as a bridge.