近年来，世界各地大学的国际学生数量显著增加，学习群体也越来越多样化。多样性可以促进群体中创造性和创新性结果的观点被广泛接受。(奥斯丁,1997;Bantel & Jackson, 1989;McLeod, Lobel & Cox 1996)。研究表明，跨文化群体的思维过程可以通过几种不同的方式表现出来，包括所提供的观点和选择的数量，以及成员之间共享独特信息的程度。然而，作为一个多元化团队的一员，如何应对文化差异和不同的沟通方式成为最大的挑战之一。多样性,因此,似乎是一把双刃剑,增加创造力的机会以及分组成员将不满意的可能性和无法认同集团来自不同文化背景的人用不同的方式查看和了解世界,和这些差异的同化成一个多元化的集团可能会使他们采取一种方法,让他们看不同的观点并生成替代解决手头的问题。Hofstede将文化描述为大脑的集体编程，它将一个群体或类别的人与其他群体或类别的人区别开来。他的理论旨在解释文化差异通过六(6)维度:权力距离,个人与集体主义,男性化与女性化,不确定性规避,短期与长期,和放纵诉克制,试图解释不同的通信在不同团队使用IBM在1970年代进行的一项调查显示,与其他调查后补充。
In recent years, the number of international students in universities across the world has significantly increased, giving rise to more and more diverse study groups. The idea that diversity can promote creative and innovative outcomes in groups is widely accepted. (Austin, 1997; Bantel & Jackson, 1989; McLeod, Lobel & Cox 1996). Research has shown that the thinking process of inter-cultural groups is demonstrated in several different ways, including the number of perspectives and alternatives offered and the degree to which members share uniquely held information. Nevertheless, navigating through cultural differences and different styles of communication becomes one of the biggest challenges as a member of a diverse team. Diversity, thus, appears to be a double-edged sword, increasing the opportunity for creativity as well as the likelihood that grouped members will be dissatisfied and fail to identify with the group People from different cultures view and understand the world in different ways, and the assimilation of these differences into a diverse group might make them adopt an approach that allows them to look at different perspectives and generate alternative solutions to the problem at hand. Hofstede describes culture as the collective programming of the mind that distinguishes the members of one group or category of people from the others . His theory aims at explaining cultural differences through six (6) dimensions: power distance, individual v. collectivism, masculinity v. femininity, uncertainty avoidance, short-term v. long-term, and indulgence v. restraint, that attempt to explain differences in communications in diverse teams using a survey conducted by IBM in the 1970’s, and with other surveys that later supplemented it.