Popular Icons of the Russian Culture

A discussion on popular cultural icons is never complete with Russia's contribution to the world of art and architecture. Nesting dolls, lacquer boxes, Faberge eggs, Khokhloma's...the list is endless. Here's a list of popular icons of the Russian culture.
- Orenburg Shawls: Russian artisans who've almost spent their entire lifetime learning the art of making fine hand knitted shawls have contributed to the popularity of the Orenburg shawl. As with everything Russian, this art too has a story behind it. This art finds it roots in the 18th century when wives of Russian military men stationed in the region started knitting shawls using the goat down thread given to them by the nomadic women in the Orenburg region.
The shawl is hand knitted using the down hair of the indigenous Orenburg goat and silk. In fact, shawls made using the traditional technique are so fine, that they can pass through a ring. Everything about these shawls is authentic, right from the Orenburg goat to the spindles that are hand carved.
- Samovars: Much like the Vodka, tea drinking is a part of the Russian ethos. In fact, tea drinking is an elaborate ceremony here, with the water being boiled in special metal kettles called Samovars. These large urn-shaped kettles were essential to every household. The Samovar has a metal pipe that runs vertically right into the middle of the urn. Before tea is made, this pipe is filled with fuel and set on fire. A teapot is fit on the urn to brew the tea.
Tea drinking as a tradition was introduced to Russia in the 17th century. When this tradition permeated to the middle class, tea drinking was an open air tradition. But the tea has to be protected from the cold Russian climate. Thus, the Tibetan practice of using Samovars was borrowed.
Today, intricate metal Samovars are a collector's item, with the exquisite ones being sold for hundreds and thousands of dollars. If the rare and antique ones are beyond your reach, you can buy the ones commonly available for as less as hundred dollars.
- Russian Porcelain or Gzhel: Gzhel porcelain derives its name from a village of the same name. This place is situated sixty kilometers from Moscow. Gzhel is known for its deposit of kaolin or white porcelain clay. This clay is suitable for the making of porcelain. Long before the place became famous for its white and blue crockery, the place was inhabited by peasants who chalked a living making roof tiles and household crockery. Things however changed with the introduction of majolicas or the art of making tin-glazed earthenware.
Today Russian porcelain or Gzhel porcelain is popular throughout the world, with people making everything from exquisite tableware to crockery, dolls, and vases.

Article Source: http://EzineArticles.com/6582524

Leading Culture Change From the Inside

I had the pleasure of moderating a panel discussion of organization development and change practitioners, whereby three seasoned consultants sha d:N nsights on culture change at a local professional meeting. Each of these individuals were seasoned internal consultants for major corporations or academic institutions, and each was responsible for initiating, facilitating, and overseeing culture change programs in their organizations. I was moved and inspired by their wisdom and wish to share some of that wisdom with others facing similar challenges.

Lesson 1. Build the Infrastructure, Be the Bridge

One of the panelists shared that he saw his role as helping to build the infrastructure for change. He described how culture change comes about with both a shift in thinking and in behaviors. While he can not control others' behaviors, he certainly can control his own. This was one of the key insights he had after attending institution-wide workshops and events regarding the new culture they were trying to build to execute the new organizational strategy. He kept the various large group meetings and training events top of mind whenever he was interacting with his clients. He would purposefully use language and model new ways of behaving and interacting. When appropriate, he would ask questions of his clients regarding the conclusions they had reached after being exposed to the institution's initiatives, and what they believed they could control or direct within their span of influence. He focused on synchronization - between his local constituents and clients and the university as a whole - so that the institution could begin operating in a more connected fashion. He summed up his actions in building this infrastructure by saying that his role was to be a bridge for his clients - between the clients' local agenda and the university's goals - to connect today's reality to tomorrow's possibilities.

As change agents for our organizations, our role often is to be the bridge between the old and the new. How we construct this bridge and the foundation upon which it sets directly impacts our clients' ability to traverse across it and reach the destination. This panelist's comments echo the sentiments of Charlie and Edie Seashore's work on self as an instrument and Edgar Schein's classic writings on process consultation. At our best, we can be a powerful medium to help our clients achieve the change they long for in their lives. At our worst, we can inhibit, block, and even prevent that change from happening. We have a great responsibility to uphold in this arena.

Lesson 2. Courageously Advocate for Alignment

The second panelist chose to share insights with the group on where he had "screwed up" culture change initiatives in the past. His cautionary tale included three potential traps for the change agent: 1) focusing on events, meetings, or activities as opposed to the entire journey and process, 2) putting HR in charge of a culture change program that ultimately needs to be driven and managed within the business, and 3) allowing existing policies and procedures to remain unchanged even in the face of misalignment to the new stated goals of the initiative.

This panelist was extremely candid in his appraisal of his own past performance, as he believed that earlier in his career he lacked the courage and conviction to "push executives to change policies that were not in sync with the new direction." Unfortunately, this is a common experience. Organizations on one hand advocate a new strategy and direction for their people, but on the other hand fail to set people up for success to achieve that strategy. One of the easiest ways to destroy an initiative is to actually encourage people to do things that undermine the new direction. Stephen Kerr's classic article. On the Folly of Rewarding A While Hoping for B, summarizes this phenomenon well. Essentially, it reminds us that people do those things for which they are rewarded. Not getting the desired behavior from your employees? It is quite possible that your policies, procedures, rewards, and consequences are out of alignment with stated goals and objectives.

Lesson 3. Eat the Elephant Ear, Not the Entire Elephant

Just the mention of the phrase "culture change" can stop people in their tracks. "What? You want to change how we do things around here? Good luck!" The third panelist quite eloquently explained how approaching culture change in bite sized pieces can be the fastest and most direct route to the goal. As part of a large retail corporation, this executive focused on culture change in concert with the launch of a rebranding strategy for one of its divisions. The culture change work was positioned as an enabler to allow the new strategy to take root and flourish. Because it was connected to real business goals and measurable results, it gained traction and attention. In addition, the rebranding was a success and consequently, the activities undertaken to help accomplish it were highly regarded. Sometimes eating the elephant can be overwhelming, so focusing on just the elephant ear at first - perhaps with a sprinkle of powdered sugar - can be much more appetizing and digestible.

In a few short hours, I gleaned valuable insights from these three leaders that would have taken me many years to acquire on my own. I hope their wisdom aids others who are helping develop and instill new cultures in their organizations.

Consider Culture When Going Global

Sooner or later, every company wishes to take their business around the world. Even a small flower shop in Wisconsin can expand and grow within markets around the world because of the modern technology that is available. Shipping companies can help take packages to the farthest points of the earth, and the Internet allows customers to find the products they desire no matter where they live just by browsing the Internet. Today, it does not matter where in the world you reside, you can buy products from nearly every other place on earth, if you chose to.

If a company is small and has taken business to the Internet for global sales, it must consider the changes in currency ratings, taxes and other financial aspects that come along with selling things globally. Most large corporations have an accountant or an accounting department that can handle these issues. For a small one or two-person company, consulting with an expert will assist in keeping things legal. There are some products that must have certain charges added or federal laws about the shipping, handling or pricing of the items. It is a good idea to make sure everything is legal, and what is being done is legit before any actual business is done.

Larger corporations might see the need for additional communication measures if they have decided to take their business overseas. This type of globalization usually requires actual brick and mortar locations in a new place. Executives and business owners may need to physically visit the new location and check out the new facility. If this is the case, company executives must make sure they are not crossing any barriers in language or culture while doing so. Many cultures have different customs and rituals of greeting, especially when it comes to commerce. The language barrier can be eliminated by having employees fluent in the tongue of the country or by having an interpreter present at all times.

Business owners must try to understand and respect any cultural differences they might encounter. They should always do research on the culture of the country they are seeking to move into. Companies should never try to force methods or procedures into the culture of the new location if they do not fit. Facilities should be designed and developed specifically according to the culture in which it will exist. This will help employees feel more comfortable and help them feel the need to give their best work to the company. They also appreciate the fact that a foreign company tried to base their decisions on the culture they have entered. It shows the employees that the company respects them and desires their trust and respect in return.

Overcoming the Pitfalls Associated With Mergers Culture

A difference may exist in a mergers culture when partners integrate to form a bigger corporation has led to the collapse of otherwise well intended ideas is not in doubt. Perhaps, the concern should now shift to how best to manage integrations so that past failures can be remedied and any further pitfalls avoided.

The term culture is used to refer to the managerial style that each partner in the integrated corporation has been used to. The tendency is to maintain the tradition that has been established in total disregard of the fact that a now bigger entity whose style is different has started. In most cases, opinion will boil down to the artifacts that are to be used in the corporate and the norms to follow. The value system and beliefs too will not be easy to harmonize as each of the previously independent companies may insist on carrying on with what they know has worked best for them in the past.

The clash can occur due to nationalities or organizational practices. It may result from the manner in which the personnel are used to functioning. The results of these are always disastrous to the integrated unit. It results in stress and the collapse of business. Regrets may follow and even irreconcilable differences arise. Each partner wants to maintain his attitude to customers and how he handles products.

I f a battle for supremacy of ideas ensues; it is signal that it time to manage the diverse shade of opinions that may lead to conflict and ultimate failure. First, recognize that mutual interest is what brought the various small units together. Avoid blame games and immediately get down to the basics of how the new entity can function as visualized.

A number of ways can be used to manage the culture so that eventually there is rapport and a functional company. Brainstorming as often as possible is one of them. The lines of communication should ever be open so that decisions are not made without the involvement of all the parties concerned.

Workshops at which ideas are exchanged can be organized at regular intervals. The level of communication should extend to newsletters and telephone so that no party feels he is in the dark on the happenings and decision making. Surveys among the staff in the form of questionnaires can be carried out from time to time to establish whether any progress towards perfect integration is being made. Not to be forgotten is the need for joint evaluation of achievements by the corporate and the formation of integration teams whose prime responsibility is to ensure the new out fit achieves the goals for which it was established.

Besides, it can be decided what role the past practices can play in the integration. The test is how to build links that will ensure that the merger is built on mutual understanding of all the parties involved. The most important of all is for patience to be exercised as acquaintance to the newly established outfit takes shape.

However, if proper analysis of all these issues is done before and after the integration fewer problems will be encountered. Working with a profession who understands the issues of mergers culture is highly recommended.

Book Review - "Culture to Culture" by Nan Leaptrott

Nan Leaptrott, an internationally renowned speaker and founder of Global Business Consultants, has written an indispensible aid for those entertaining activities in global mission work. Her Culture to Culture  should be required reading for anyone contemplating service on the mission field-it should be in all church libraries; a required part of the curriculum in Bible college and/or seminary; and given to all who are ordained as a missionary.

Why is this book indispensable? It cuts to the heart of what is the largest violation of intercultural etiquette-cultural insensitivity. Or, more to the point, the hubris and largesse which informs much of what Americans construe as mission work: the subtle belief that the American way is the only way things are done in this world. As Leaptrott is quick to point out, the fact of global westernization does not imply eradication of other cultures. Missionaries, therefore, should be very sensitive to the culture of any country to which they travel. When Jesus encounters the Samaritan woman at the well (John 9), her question "You are a Jew, and I am a Samaritan woman. Why are you asking me for a drink? (NLT)" underlines the idea that cultural sensitivity matters.

Culture to Culture gives the missionary an encyclopedic reference to culture; whether it is surface culture (what you see on onset) or reference culture (the nuances of culture which are not seen right away). Since culture influences beliefs/values, etiquette/behavior, human relations, communication, and time, any cultural gaffe could be devastating to the missionary enterprise. Ethnocentric obstinacy not only proves a superiority mindset - it could ultimately undermine the building of God's kingdom.

The book is divided into the following regions: Western Europe, Latin America, Arab Region, Asia/Pacific, Central/Eastern Europe, and Africa. Each region is subdivided into its respective country profiles. In each section, Leaptrott analyzes the country's religious history and influential governing principles. The missionary-in-training will understand hierarchy, level of preparation needed, punctuality expected, level of formality, and dress/dining styles of the host country. Specific alerts, such as "transaction alerts," or "interaction alerts," are offset and in boldface for emphasis. After a thorough guide to international dining, the author provides an extensive alphabetical country-by-country summary for quick reference.

Culture to Culture is an excellent resource to communicate proper protocol for

missionaries. In essence, missionaries should:

· Be informed

· Have a plan

· Build bridges

· Reflect Christ

· And, if doubtful - ask questions.

If the objective of mission work is to demonstrate Jesus, then missionaries should walk in gracious objectivity - otherwise, wanton subjectivity may keep others from ever seeing Jesus.

Japanese Culture Carries A Variety of Strong Influences That Can Be Utilized After Studying Abroad

Studying Abroad in Japan

If you're enrolled in college and are seeking ways to enhance your experience and gain new perspective, studying abroad is a great way to view the world from a different vantage point as well as improve your resume. Japan is an excellent place to visit due to its rich culture extending back to ancient times and its beautiful aesthetic tradition that prevails today. Students will find themselves in another world as they learn about the customs, food, art, recreation, work, school, and language that help to create Japanese culture.

Fashion Majors

If you are someone who aspires to work in the fashion industry, getting a firsthand look at the traditional garments from another culture can be a great way to inform your education. Japanese traditionally use a garment known as a kimono to wear during special occasions. Originally the word kimono referred to clothing in general, but over time is has been used exclusively used for the long flowing ceremonial garment that most of us have seen in images, museums, and on television.

As a fashion major it can be incredibly beneficial to understand the significance of a design and its evolution. As a garment artist, you will be inspired by the intricate ornate details that adorn the kimono and other significant Japanese attire.

Architecture and Landscape Design

The unique architecture that is found in Japan draws from the architecture of China while still infusing qualities inherent to the Japanese culture. This country also is home to many lush and well sculpted gardens that are as thoroughly considered as the building architecture. Someone who is planning to work as an architect or with landscape design will benefit from being immersed in the beautiful designs that are heavily loaded with both historical and religious symbols.

Artists

Anyone who is studying painting or sculpture has likely been exposed to images of traditional Japanese painting, calligraphy, or sculpture that are very unique and recognizable. The stylized nature of the art from this region lends itself to the uniqueness of this culture.

Sculpture has often been used historically to create religious figures of worship, which were mostly Buddhist in nature. Many artists used wood to create sculpture and woodblock prints. The history of art in Japan is rich and many people find the Japanese aesthetic to be a wonderful source of inspiration for their own work.

Japanese School System

The education system present in Japan is much different than the system in place in America. Unlike Americans, who are generally required to complete twelve years of school, there are only nine mandatory grades for Japanese students. Even though these students are only required to complete nine years, most go on to high school and even on to college. Being able to experience cultural differences such as this will offer you a new perspective on the way things are done in different parts of the world.

The Mediator's Toolkit: Cultural Competence - Transcending Culture Differences in Mediation

The concept of 'culture' has various meanings and definitions. One such definition is as follows: culture refers to "customary beliefs, social norms, and material traits of a racial, religious, or social group; also: the characteristic features of everyday existence (as diversions or a way of life) shared by people in a place or time" (Merriam-Webster). So, though culture is frequently interpreted in terms of characteristics related to national or regional origins of an individual or group, this perspective is limited.

Academics from areas of study including psychology, sociology, anthropology, business studies, and communications, consider how culture influences individuals' thoughts, actions and interactions. A respected professor emeritus at Maastricht University, Geert Hofstede, has published widely cited research in which he identifies ways of describing national cultures. As well, Hofstede considers the implications of national cultural characteristics on business-related practices and relationships. In particular, in his many studies, Hofstede submits cultures of countries and regions are describable along the following five dimensions: power distance, individualism, masculinity, uncertainty avoidance and long-term orientation. The central conclusion of Hofstede's research is that the way in which a country is characterized in terms of the five dimensions explains, if not predicts, business behaviours and practices of people in and from those countries or regions.

It is worth questioning the notion that the cultural characteristics of a country or a region will explain how all people in that country or region will think, act, or interact. At the same time, there does seem to be some validity to the notion that inattention to the cultural differences can offend if not compromise the success of relationships and interactions. For instance, in business school students are reminded that cultural differences can, perhaps in some cases more than others, influence business practices and affect success of cross-cultural business interactions. Classic examples include Japanese businessmen interpreting pointing using the index finger as an insult or a Chinese businesswoman giving a gift in order to establish a business relationship. A key takeaway from these generic examples of cultural differences and Hofstede's research is that successful interactions with people of different cultures than our own demands consideration of cultural differences and respect for these differences, at least in order to find a common ground upon which to build relationships and interactions.

A key implication of the definition of culture provided above and the discussion of Hofstede is that culture functions as a foundation for clustering people together based on common cultural characteristics and distinguishing them from others based on dissimilarities in their cultural characteristics. However, as per the definition of culture featured above, while a person's country or region of origin can influence that individual's culture, it is not the only influence on his or her cultural identity. Rather, cultural identity is shaped by a multitude of factors, including religious beliefs, ethnicity, schooling, social affiliations, social class, interests, gender identity, neighbourhood, profession, organization, department and workgroup in which one works, etc. The possible influences on an individual's culture, as such, are endless.

As a result, people from the same national cultural background may share certain cultural characteristics, but may have radically different cultural identities; this is because of the combination of cultural characteristics making up each person's respective cultural identity. Further, because an individual's cultural identity will influence his or her thoughts, actions and interactions, differences in cultural identities across parties in a communication or interaction can affect the effectiveness of their communications and interactions; this can happen in spite of having shared cultural characteristics, such as those related to religion or national background. For example, cultural differences can influence both assumptions and expectations of communicating parties to the extent that it leads to misunderstandings, to miscommunications and to conflict. As Geert Hofstede states: "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."

Not only do cultural differences reasonably contribute to, even cause, conflicts, but they can also affect the ability or willingness of interacting parties to resolve differences. More specifically, the influence of culture on an individual's perspective (i.e. assumptions, expectations, beliefs), can be so strong it blinds an individual to the existence of alternative points of view. In effect, cultural differences can contribute to the unwillingness of parties in an interaction to admit there might be another way of perceiving a situation or set of circumstances. In some cases, cultural differences can contribute to the inability for parties in an interaction to see another perspective on a conflict or dispute. So, not only do cultural differences across disputing parties influence how each party thinks, acts and interacts, but it also affects the potential for discord and the possibility and success of dispute resolution efforts.

A question that might arise is: what does this have to do with mediation? As has been suggested, a key source of conflict is different perspectives. As also suggested, different perspectives often arise out of cultural differences. Thus, a mediator's ability to navigate the cultural differences across disputing parties is paramount for success of dispute resolution. That is, a mediator facilitates discussions across parties in spite of cultural differences that contribute to barriers to understanding and communication that led to the dispute in the first place. And, this ability to navigate cultural differences is necessary if a mediator is to assist in discovery of a resolution that appeals to all disputing parties. In effect, 'cultural competence' is an essential skill in a mediator's toolkit.

Cultural competence is a term that refers to the capacity for an individual or group of individuals to navigate cultural variations with sensitivity and poise. Cultural competence is a central skill a mediator must master. Cultural competence refers to a mediator's ability to: (a) understand how culture and/or cultural differences permeate a dispute; (b) find ways to overcome cultural differences insofar as to find points of agreement to build on in dispute resolution efforts. As such, the mediator is charged with the critical task of facilitating the dispute resolution process in a way that respects cultural differences, but that focuses on resolving a dispute to satisfaction of all parties.

To conclude, whether culture is derived from country of origin or a multitude of other sources, it has an influence on thoughts and actions of people. Given these influences, culture can be seen to have a prominent role in and influence on people's interactions, including their disputes. If the crux of the mediator's role is to assist disputing parties to find points of agreement from which to build dispute resolutions, and to do so in spite of cultural differences, cultural competence is one of the essential capabilities in a mediator's toolkit. Cultural competence is not about a mediator suppressing, explaining, or paying lip service to cultural differences that exist between parties in a dispute. Cultural competence is about acknowledging implications of cultural differences for a dispute and its outcomes, and then transcending them in a respectful and productive manner to arrive at an optimal resolution for all disputing parties.

Argentine Culture: Styles of Tango Dancing

As you spend time in Spanish language school in Argentina, you will quickly find that dance and music are both quite important to the culture. You can learn a lot about a country by paying attention to the types of art that are pervasive. This article will explore dance in Argentina and the importance of this art form to the culture.

Of course, even before you arrive to learn Spanish in Buenos Aires, you will most likely know that the tango is the most popular form of dance in the country. This is indeed one the most famous things to come out of Argentina to date. There are many clubs throughout the city where you can see the dance performed and, of course, also learn how to dance tango with a partner. Many students arrange to take these classes as an extracurricular activity outside of their classes.

Essentially, tango involves two partners walking together to music with each person keeping his or her feet close to the floor. Partners also need to show each other the feelings that they get from the music. There is a difference between ballroom tango taught in schools and Argentine tango. In Argentina, tango isn't just one type of dance. It embraces various styles that vary based on factors including who is dancing and where the dancing takes place. Since some improvisation is involved, people have changed the dance based on their various needs.

Every day when tango is danced, it takes on different forms and styles. There are always some basic steps that are part of tango. However, the dance varies depending on factors like speed. Another difference between tango that might be taught in classes in North American and Argentine tango is the way the embrace is performed. With ballroom tango, the partner's upper bodies are held apart from one another. On the other hand, in Argentina, the dancer's chests are tight together.

When you attend Spanish language school in Argentina, in addition to learning how to dance you might also want to check out the annual competition that takes place in Buenos Aires. Dancers from all over the world participate in this inspiring showcase.

If you take a look at the history of tango, it becomes clear that it adapted in tune with Argentine society. It is a unique part of the country's cultural history. When you learn Spanish in Buenos Aires, you will soon come to understand that tango is a diverse art form that continues to evolve to this day.

Icons That Are Reminiscent of Russian Culture

Plenty has been written about Russia and its culture. From Russian dolls to Faberge eggs, and lacquer boxes, there's so much that the country has to offer. Here are lists of things that are iconic and reminiscent of Russian culture.

Russian Ushanka Fur Hat: What's the first thing that comes to the mind, when the mind conjures up images of the quintessential Russian? Needless to say, it's the Russian hat. Literally known as the ear hat, these hats protect Russians from the harsh cold winters. Originally, these hats were made from the fur of animals such as rabbits, arctic fox, mink and muskrat. Today, these are commonly made from artificial fur. The cap has earflaps around the hat, which can be either folded up or tied at the top of the hat, or tied at the chin. These caps are known to protect the head, ears and the chin of the wearer. The Russian militia also popularized the use of these hats as they were commonly worn by white officers, also called kolchakovka. In fact, they popularised its use to such an extent that it is still worn by the Russian police and military. The price of these hats, range from just over $10 to more than a few hundred dollars. These hats are very popular and favored by everyone including women, men and children.

Russian Khokhloma: The Russian art of making wooden utensils and painting them in bright colors of red, black and gold to obtain the perfect finish is one of the most popular icons of Russian culture. In fact, these are known to be in the must- buy list of people visiting Russia. The art is known to have been originated in the 17th century by people in the Nizhniy Novgorod province. The area didn't have much of arable land, but was still bestowed with many trees. The people took advantage of this and perfected the art of woodwork. Thus, various dishes of daily use, like cups, saucers, scoops and spoons were made using the available wood. These were brought to be sold in the Volga Fair, where they were admired for their beauty.

Today, besides traditional colors of black, red and gold, green, brown and yellow too are used. The art of making khokhloma derives its name from a village of the same name. Connoisseurs of Russian culture are known to collect spoons, cups, dishes, and other kitchen utensils

Culture in Postcards

There are countless different types of postcards produced by commercial printing companies nowadays and these include but are not limited to products like photo postcards and wedding postcards. Now each of these sheets of paper and card are not only tools used by different businesses and companies in promoting their trade (although this is one major aspect); what is interesting is that depending on the country or the general area where a specific postcard is printed and sold, there are lots of things that a person can learn from the postcard regarding the culture, traditions, history, and other facts about a certain place. This is because with postcard printing, the postcard templates are designed so that the final product will perfectly fit a certain area.

High quality printing is not only concerned with the colors and paper quality of a postcard. It is also equally concerned with including relevant content, even if a postcard only contains so little. Especially in tourist destinations, postcards are imbued with certain cultural touches that help people learn just a bit more. One example of the things that can be included in postcards is illustrations and short descriptions of festivals and celebrations that are regularly held in a certain town or city. This intrigues people and makes them want to experience the cultural celebrations first hand, which is definitely a good example of effective postcard printing marketing.

Another, and perhaps more common, example is the use of famous landmarks-both natural and man-made-that a place is famous for. With this particular example, text is significantly less important as compared to the pictures and illustrations, because it would take a well-shot and well-edited picture to make customers want to see it for themselves. Just by looking at these pictures, people who receive the postcards will get a bit of insight as to how people in that area lives and what practices and traditions they may have.

Speaking of practices, there is also the more informative and text-based type of postcard which gives short tidbits on local mannerisms and common sayings in the local tongue. While a postcard cannot be expected to contain entire articles and in-depth explanations regarding different cultural facets of a community, it is entirely possible to give very tiny glimpses on how people act within the area. This is helpful especially to visiting tourists who simply want to do some postcard mailing while at the same time learning new things.

Postcard printing is not completely a matter of publicity and marketing even though it may seem so at first glance. Experienced professionals in this field are aware that another side of commercial printing is in broadening people's knowledge while at the same time holding their interests long enough to get them to actually buy products made from various postcard templates and designs. Culture is a topic which is oftentimes forgotten or brushed aside in favour of other more trivial topics, but it is good to know that a small printing product like a postcard is still able to incorporate this in some way within the trade. It may not be too often, but it certainly happens.

Transforming Organizational Culture

Why should you transform your organizational culture?

Organizational cultures tend to remain fixed even though time passes and the world changes. To stay competitive, business leaders need to ensure that the internal organizational culture of their company stays up-to-date and does not lose touch with the world.

To illustrate the need to transform, consider that only five years ago, social networking was not a significant force in the workplace. Now, many progressive companies use Twitter as a business tool.

Do your employees in general understand how the new social networking technologies function, or do they tend to be older, less tech-savvy workers and not too interested in what's new? Since the Internet is making most marketplaces global, there is a definite need to keep the workforce updated to stay competitive and "connected" to the customer.

Inadequate leadership is often to blame for an outdated organizational culture. In some cases, the business leaders themselves may be the core of the problem. Senior management members in many companies tend to be older, an artifact of the time required to effectively manage the business functions at a senior level. Even so, implementing the right business structures should ensure that the organizational culture does not get stuck in the last century.

When implementing drastic changes, it is usually not enough to provide only training; entirely new mindsets are required. A new way of thinking must be instilled in the workforce. In such cases, outside help can assist with implementing these cultural changes. Outside coaches, or other individuals with the proper mindset, understanding, and experience can be brought in to help.

Below are some sample employee questions.

- Would you consider yourself happy or unhappy with your job?

- What do you like most about your job?

- What do you like least about your job?

- Does your manager have reasonable expectations for your job performance?

- Have you had any major letdowns while working here?

- What suggestions do you have for your immediate manager?

- Do you feel adequately compensated for the work you do?

- What suggestions do you have for senior management?

- Do you find anything offensive in the workplace, and if so what is it and how should it be changed?

- Do you think the overall organizational culture is positive (or negative)?

- What makes the culture here positive (or negative)?

- What changes could be made to improve the work environment?

- Do you feel that you are adequately trained to function in your current capacity?

- If you feel you are not trained adequately, what training would improve your level of skill in the area(s) of deficiency?

- Do you feel your job assignments are challenging or too easy? Why?

- What tools or technologies do you feel are lacking in the workplace?

How Culture Relates to Business Cards

There are several things that affect how business cards are made and how they are used. The world is no longer simply a bunch of islands and continents separated and independent from each other, and in each country there are certain cultures and social rules to be followed. Printing today already takes into consideration these local traditions and practices in order to created the perfect commercial printing products. With business card printing, the perfect card would probably be a card which is usable in any country and which will not offend any culture or country when used. Culture has a significant impact on what a business card will turn out like, and all of the other different aspects behind the creation and implementation of the card.

There are different things which would be considered as offensive or vulgar in different countries, cities, and towns, and these things must be properly taken into consideration when a person wants to make cards. Business cards may be small unlike other products like magazines or even postcards, but printing businesses and customers still have to be aware of culture and take care not to offend potential clients in the future. For example, certain words and pictures may seem harmless, witty, and funny to one culture, but taken in another context, it could very well be offensive to another. You do not necessarily have to account for each and every culture on this planet, but at least try to do some research on the ones that you will most likely be doing business with.

Another thing about culture and quality cards is that culture affects not only how business card design templates are made also how they are distributed to different people. Some countries will have more stringent and rigid procedures while others will be pretty loose and forgiving when it comes to business card etiquette. Either way, local traditions are a significant factor which determines whether or not a business card should or should not be given to certain people and how to properly hand them over.

Lastly, culture determines whether or not a card is actually an important tool in the first place. Cheap cards are not the only way to sell yourself to potential clients and customers, and in other places, cards are not the primary method of doing so. It has something to do with how the people view different interactions and the process of getting to know clients and customers which means that in other places, the use of business cards is not really widespread and is limited to a certain extent.

Culture is not the only affecting factor to cards and the use of cards. There are certainly many others and they are far too many and complicated to mentioned and explain in a single sitting. Business card printing is a relatively old trade and people have grown to understand cards at least in their local use. Having said all of this, understanding how culture comes into play when it comes to business cards is a good way to start learning all about this commercial printing product.

Building Teamwork Into Your Corporate Culture

You have likely heard that "Teamwork" is the key that can unlock the productivity and create the positive culture you desire.

You have likely heard analogies like "the great redwood forest, which consists of trees that are upwards of 350 feet high, only exists because of the intertwining of the very shallow roots system" - and these trees that have survived for centuries have done so through the teamwork that your company needs to construct.

You have likely heard other many acronyms, analogies, and sales pitches that also trumpet the value and benefits of teamwork.

What you likely have NOT heard, though, is how exactly you can accomplish this legendary task that so many leadership experts have claimed is the oxygen that your corporate environment needs in order to flourish.

And yet, just as you marvel at a magician's impressive ability to make the rabbit appear from inside the hat and wonder how it was done, you likely have found yourself at times wondering how other companies create the rapport, trust, and morale that great teamwork inspires, while your people just don't seem to have been dusted with that same fairy dust.

The truth is that teamwork is not magic. It truly is an achievable and powerful tool that allows your people to accomplish far greater things through interdependent relationships than they ever will as lone-rangers or cliquish silos.

Like any great coach will tell you - success is simple, but never easy.

Leaders in most any field would agree that success is the result of simple things being done exceedingly well. It isn't knowing what to do that is difficult, but the actual doing, and paying attention to details, that separates the high achievers from the masses.

Building teamwork into your organization's culture is no different.

Some leaders will SAY that they want the benefits the a culture of teamwork offers, but never invest the time or resources into actually accomplishing what they know is important. That is like saying you want a bridge to get you from point A to point B, but never providing the materials or workers to actually build it!

Building teamwork into your corporate culture is a process that requires an investment of time and attention, but it will provide a tremendous return on your investment.

The process begins with your decision to do something.

All GREAT teams, whether overtly identified or not, have the following in common:

1. Goals and Gear
2. Rapport and Relationships
3. Expectations and Encouragement
4. Accountability and Adjustments
5. Toasts and Transfer

These steps are the HOW of building the teamwork you want. Once you have defined the goal, the most important and overlooked step in the process is the second step, which includes establishing quality rapport and relationships.

Without providing your people time and opportunity to recognize the strengths and needs of each of its members, your people will likely stumble through or struggle with the other more obvious steps that follow.

These steps are all part of a process that can be facilitated through engaging and enjoyable teambuilding activities- and these activities can each also aid in improving the communication of expectations and establishing the HOW of defining team roles and fostering peer accountability.

An experienced facilitator can navigate your people through situations and fun experiences that allow them to lead, to listen to, and to learn about each other.

The growth of your organization will come because of what you do to bring your people together far more than because of what strategy you choose.

What your organization does, and how well they do it, will be been tremendously influenced by the relationships and morale that develops through planned activities and events designed to create that shared vision and camaraderie you desire.

Building teamwork into your organization begins with acknowledging the need and taking action to address the issue by providing your people the opportunity to clarify their goals, to build relationships, to establish expectations, to hold each other accountable, and then to celebrate successes along the way.

If you are truly interested in your organization enjoy the benefits it provides, though, you must be willing to invest the time and resources required. It isn't magic, and there is no secret involved. You build teamwork into your organization by following this five part process.

It takes time to change a culture, but with dedication and a commitment to follow this path your organization will soon be pulling rabbits out of hats and enjoying the productivity, morale, and trust that great teamwork provides.

As an experienced coach, author, speaker, and team-building facilitator, Sean Glaze entertains, informs, and influences audiences with a unique blend of dynamic content, interactive activities, and practical action steps.

The Tea Culture of China

Have you ever wondered why so much attention is paid to tea ceremonies in the East? If you have ever traveled to either China or Japan, then you have no doubt encountered the cultural phenomena of tea drinking. China is the origin for the tea drinking cultures of most of East Asia. It is one of the oldest and longest lasting practices which most of these cultures have in common. When one examines the historical evidence intelligently, it is not hard to discover that the consumption of tea got started in China. Tea itself is a native to southern China. In order to appreciate the ways in which tea drinking can turn your Asian home or office into a beautiful place, it is necessary to explore the unique practice carefully. Tea drinking may have gotten its start in China but is was in no way limited to that region. Tea has been a vital part of the experience of many Asian cultures since then.

In Tang times (618-906 CE) tea became a national drink with an established custom in Buddhist monasteries. The idea was to prevent drowsiness in the monks during their times of lengthy meditation. In terms of archeology, tea has been found buried in several tombs with the dead. It was considered a "good" of the Han dynasty (206-220 CE) in the afterlife. There is also strong evidence which suggests that tea drinking began in China even before the time of Christ.

It was during the Three Kingdoms period (220-265 CE) Zhang Yi detailed in his book the specifics of tea production. The description was mostly related to the way tea was produced in both Sichuan and Hubei provinces. This included the processing of tea leaves into tea cakes. The poet Lu Tung (795-835 CE) wrote the Song of Tea. The song proclaimed the superior benefit of tea drinking. It was also about this same time Lu Yu (760-800 CE), the greatest authority on tea, wrote "Chajin" (The Classic of Tea). Ever since its debut, this writing has consistently remained the single most authoritative manual for tea consumers. It likewise describes the tools required to harvest leaves and process tea. In addition, the utensils to brew tea and a list of tea producing areas along with their respective gradings are included.

So how did China influence other Asian cultures to adopt tea drinking? Japanese monks Kubai (774-835 CE) and Saicho (767-822 CE) took a journey to China in 804. Their assumed goal was to study Chan or "Zen" Buddhism. This would take place in Tianmushan, Zhejiang province. However, this specific locality was very popular for tea production as well. Therefore, when the monks returned to Japan not too long after their visit they began tea plantation in their homeland. They brought necessary tea seeds with them back from China to do this. Naturally, this was in addition to introducing the Japanese people to Zen Buddhism.

During the early Heian period (794-1185 CE), Japanese literati adopted the custom of tea drinking from Tang China. The Japanese started to drink tea during social gatherings. Often, these social gatherings were accompanied by activities enjoyed by the educated and cultured members of society. These activities usually included such things as composing, reciting poetry, and playing music. It is easy to understand how tea drinking would thrive in this kind of social atmosphere. To make the point clear, it is obvious that China's tea drinking and production of tea leaves gained influence in much of East Asia a very long time ago. It is almost like a social glue which permeates the entire region today. In the contemporary Asian home or office tea, along with its needed utensils, makes a very pragmatic and friendly contribution to the decor!

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