Talent, Teamwork, and Intelligence in Nursing

Sometimes it occurs to people that acting alone will help them avoid issues. This might occur when you are working alone on a challenging assignment and believe that explaining your approach or seeking assistance would just make you work harder. Going it alone could be more straightforward in some circumstances. However, more often than not, collaborating with others has enormous advantages, particularly when those folks have opposing viewpoints to your own.

Society shapes everybody’s perspective on the world they were up in. Every culture has its own customs, beliefs, and values. However, culture has an impact on more than simply how we relate to one another. It may also have an effect on how you handle conflict, solve issues, and make decisions. This is partially a result of cultural norms and expectations; for instance, while certain cultures have a tendency to avoid conflict, others could view disputes as a constructive approach to settling differences. While certain cultures could respect deliberate and lengthy decision-making, others might reward prompt and forceful action (Earp & Shaw, 2017). Even how you understand information might be influenced by your cultural background.

Engaging with others whose cultural ideas differ from your own helps improve problem-solving abilities. Teams of students from several social groups were better at solving issues than teams of students from just one social group. Building your self-awareness and social intelligence is an essential step in making decisions since it enables you to comprehend not just your own cultural standpoint but also that of those around you. Your capacity to interact with others successfully will grow as your knowledge of cultural prejudice does.

Bias, or one’s biased point of view, is essential to everyone’s psychology. The result of individual, historical, and cultural factors is biased. It is a potent element that drives both our conscious and unconscious perceptions of the world and everything in it. Cultural underlying assumptions and taught value judgments, actions, beliefs, and routines changed. They become ingrained and are difficult to release. This is why the decisions and judgments that shaped our ethos come to mind when we encounter disparities that cast doubt on our deeply held ideas and beliefs.

The USA has a flat organizational structure, except when decisions need to be made. The culture is democratic in that people are allowed to question authority, but it is also unexpectedly top-down in that priorities are frequently hurried up, and managers occasionally make rash decisions in order to get things along. This decision will not be challenged after it has been made. American commercial dealings with other cultures may suffer as a result of this fixation with speed. Decisions might take quite a long time to make, and rushing the other party puts you in a vulnerable position. Decision-making is more likely to rely on social considerations that will enhance organizational performance than the individuals in Scandinavian societies. Decisions in Sweden are determined by agreement, which might take a while. Since there was much discussion before the choice was reached, it usually will not alter once it is reached. Everyone is on board by the moment a decision is made.

It is crucial to emphasize to students that regardless of background, everyone is inspired by the exact wants and requirements; the only thing that differs is how these needs and aspirations are expressed. In order to make each culture’s obvious distinctions seem less intimidating and to increase the success and effectiveness of this type of specialized instruction, it is essential to reveal our shared beginnings in a fair, considerate, and respectful way. It would thus be possible to compare confirmations, birthday parties, and harassment in colleges and universities as initiation rites into maturity.


Earp, B. D., & Shaw, D. M. (2017). Cultural bias in American medicine: the case of infant male circumcision. Journal of Pediatric Ethics, 1(1), 8-26.

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