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i agree Cultures with high power distance emphasize respect for power and authority and maintaining clear hierarchies between individuals. In this culture, everyone is expected to respect and obey people in higher positions in the social or organizational hierarchy. however, Gabriela as a leader must also act as a coach or mentor who encourages independent thinking and With a better understanding of the underlying reasons behind each other's behavior, in order for Gabriela and her team to be able to adjust their way of working, make adjustments to her management style so that it better matches her team's expectations and more effectively motivates her team to achieve their goals

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I agree with a culture that emphasizes hierarchy where the leader takes control and gives specific instructions and makes decisions.In this culture, employees are expected to respect leaders who have higher positions in the organization. However, a good leader doesn't just lead an organization.A good leader must be a good mentor and be able to adapt to the way his employees work. A good leader must be a good mentor and be able to adapt to the way his employees work to more effectively motivate the team to achieve common goals.

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I Disagree, because what Gabriela is experiencing is a clash of cultures, she is used to a more hierarchical framework where team leaders and managers take control and give specific instructions on how things should be done, Gabriela is different from her teammates, she should take the initiative to have an open conversation with them about their feelings.

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I agree with what Gabriela is doing because Gabriela faces big challenges in managing executives in Sweden due to cultural differences in leadership expectations.

Despite her success as a project manager in Brazil,Gabriela felt disrespected as a leader in Sweden,where her team members were used to more democratic decision-making.

Gabriela experienced disappointment because she often went against her instructions and gave open opinions,which was different from her previous leadership experience in Brazil.

Inspired by Geert Hofstede's concept of 'power distance',these cultural differences reflect the transition from a high power distance culture (Brazil) to a low power distance culture (Sweden).

Gabriela must take proactive steps to understand cultural differences and have open conversations with the collective,creating a deep awareness of expectations and values ​​on both sides to resolve conflicts and increase collaboration.

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Disagree, because what Gabriela experienced was a culture clash, she was used to a more hierarchical framework where team leaders and managers took control and gave specific instructions on how things should be done.Gabreile had to change her way of performing from the team in Brazil, Gabriela different from his teammates, he must take the initiative to have open conversations with them about their feelings. a good leader must be a good mentor able to adapt to employees to more effectively motivate his team to achieve common goals

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Ravesya Putri Izzatul Jannah (2301050006) 

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Ravesya Putri Izzatul Jannah (2301050006) 

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I agree with the importance of managing cultural differences in multinational teams, as highlighted in Gabriela's experience. Her journey from Brazil to Sweden underscores the challenges faced when leadership styles clash due to differing cultural norms. Initially confronted with frustration and misunderstandings, Gabriela's proactive approach of initiating open dialogue with her team proved instrumental in fostering mutual understanding and adaptation. This narrative underscores the necessity for leaders to embrace cultural sensitivity and flexibility to cultivate a cohesive and productive work environment, where diverse perspectives are valued and leveraged for organizational success. So I agree with Gabriella's training style which also adapts the training style in Sweden, because after all she will train a team that comes from a very different culture and has a very different approach when she trains in Brazil.

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I agree that cultural expectations and leadership styles have a significant impact on a leader's success in a multicultural environment. Gabriela's experience managing a team in Sweden highlighted the clash between her hierarchical leadership style and the team's preference for a more democratic approach to decision-making. Understanding and adapting to these cultural differences is essential for effective leadership. By embracing diversity and adjusting leadership styles accordingly, leaders can create a harmonious and productive work environment where team members feel valued and motivated to achieve their goals.

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I agree with what Gabriela did in addressing the cultural differences and having an open conversation with her team. By actively seeking feedback and engaging in a dialogue, Gabriela demonstrated her willingness to adapt and find common ground. This approach created an environment of trust and collaboration, allowing her to gain a better understanding of her team's working preferences.

However, it is important to acknowledge that addressing cultural differences and managing a diverse team can be challenging. It requires patience, empathy, and a willingness to learn from different perspectives. Gabriela's decision to have an open conversation and seek feedback shows her commitment to overcoming these challenges and fostering a more inclusive work environment.

Ultimately, Gabriela's efforts to bridge the cultural gap and adjust her management style were essential in fostering a more inclusive and productive team dynamic. By understanding and accommodating her team's preferences, she was able to create a supportive and motivating work environment that allowed her team to thrive.

In conclusion, I believe that Gabriela's actions in addressing cultural differences and having an open conversation with her team were commendable. Through her willingness to adapt and understand her team's perspectives, she was able to create a more inclusive and productive work environment.

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I agree with Gabriella's thoughts on combining culture and habits.

because she was able to realize the cultural differences between herself and her team, she took the initiative to have an open conversation with them about their feelings towards her leadership.

because what Gabriela is experiencing right now is a cultural clash in expectations. and also the difference in the work pattern that Gabriel adopted, namely that it is more flexible and in his self-control, which is firm and not long-winded in his current work environment.

And the way Brazil and Sweden work is different, so he tries to adapt. All the worries and frustrations that occur in Gabriela's work environment can be overcome well because of Gabriela's efforts to communicate with the manager team about the culture shock, and Gabriela wants to make these adjustments. So all of this can be handled with a process of adjustment, approach, interaction and improvisation in their way of working, namely between Gabriela and her team to be able to carry out their work goals so that they can run well and be able to run with a harmonious and aligned thinking pattern.

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I agree with Gabriela who was able to adjust her management style to better suit the expectations of her team. The different culture between the team she now leads and the previous team means that Gabriela doesn't feel respected as a leader. In fact, what Gabriela experienced was a cultural clash in expectations. Because she is used to leading the team, she wants his team to do everything according to what she wants. So, because Gabriela was aware of the cultural differences between her and her team. Finally, Gabriela opened up more to her team and now, Gabriela and her team are able to adjust their way of working.

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I agree that Gabriela, an immigrant and successful project manager in Brazil, faced cultural challenges when she was transferred to manage a team in Sweden. Accustomed to a hierarchical framework, she found it difficult to adjust to the flatter hierarchy and democratic decision-making style of her Swedish team.This culture clash, rooted in different perceptions of power distance, led to friction and misunderstandings. But through open dialog and understanding, Gabriela and her team were able to bridge the gap. By adapting her management style and fostering collaboration, Gabriela successfully motivated her team to achieve their goals in the new work environment.

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I don't agree with a hierarchical framework where the team leader and manager took control and gave specific instructions. I think everyone has the same position in society without discriminating between people's positions. In my opinion, in modern times, hierarchical frameworks are no longer as effective as before. Currently, everyone has the same opportunity to express their opinion regardless of position. So, having a hierarchy does not guarantee that someone's work will be good or run smoothly, but what's wrong with respecting our superiors and placing ourselves according to the existing situation.

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I agree with Gabriela's approach in addressing cultural differences within her team. Her proactive initiative to email her manager in Sweden and then engage in an open conversation with her team reflects a commendable effort to understand and navigate the challenges stemming from diverse cultural expectations. The initial clash between Gabriela's hierarchical leadership style, honed in Brazil, and the Swedish team's preference for a flatter hierarchy was a major barrier. However, Gabriela's willingness to acknowledge and confront this difference represented an important first step in resolving the issue. In addition, her team's openness during the conversation, which showed a preference for initiative and creative freedom, highlights the importance of effective communication and mutual understanding in multicultural teams. Although Gabriela's frustration was evident at first, her commitment to adapting her management style, as evidenced by the adjustments made subsequently, demonstrated a pragmatic and solution-orientated approach to addressing cultural gaps within the team environment. The team's desire for more autonomy and creative freedom became clear, explaining their discomfort with explicit instructions and their inclination towards collaborative problem-solving. In essence, Gabriela's journey demonstrated the importance of cultural intelligence, effective communication, and adaptive leadership in achieving synergy in a diverse and globalised workforce.

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I disagree, because I prefer to work in my own way but still follow the rules and work style that has initiative and space to be creative. Gabriella's style of working will make her subordinates feel pressured and feel like they don't have a voice to speak their mind. And when she spoke to her Swedish manager, he acted like a coach and told her to find her own solutions. This helps with human thinking. It may seem ignorant but it encourages independent thinking in us. Leaders do have the power and authority to take control of a team, but as a leader, you must also adapt to your subordinates and understand how the team you are leading works. Although at first Gabriella found it difficult to adapt, at the end Gabriella had an open conversation with her team to find a solution.

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I agree with a culture with a more hierarchical framework where team leaders and managers take control and give specific instructions on things. This culture usually means that a superior has the power to order his subordinates to carry out tasks, and usually superiors have strong control in decision making and carrying out tasks. However, because of the cultural differences between Gabriela and her team, Gabriela should not just be a leader who can only give instructions and tell her team to do things, but it is hoped that Gabriela can train and become a mentor who can encourage her team to share opinions and understand each other's culture, Gabriela can get closer to her team so that her team feels comfortable with her. Gabriela is also expected to understand the nature and way her team works and embrace the team so they can adapt to work in the same way. If Gabriela and her team's way of working is appropriate, Gabriela and her team will get maximum results and goals in accordance with their shared desires, and the project can be completed quickly.

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I agree with Gabriela decision that team leaders and managers take control and give specific instructions on how things should be done. In this culture people practice respecting superiors. An important reason why leadership is important is as a foundation for building a strong team. Apart from that, Gabriella as a leader must be able to coordinate her staff and employees and be a good and friendly leader towards her staff and employees. and in my opinion it would be better Gabriela

As a successful project manager you must be able to adapt to cultural differences in leadership expectations in both Brazil and Sweden

by taking on the role of coach, encouraging him to find his own solutions rather than giving direct instructions.

After open communication and understanding cultural differences, she was able to adapt their work style, thereby increasing collaboration and motivation.

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I disagree about what Gabriela does and thinks about the concept of leadership where only the leader has the authority to manage a project. Because in the current era, leaders are people who invite and move a field but not with an authoritarian model. In this era, cooperation between leaders and staff is very influential in the success of the project being created. Because the real task of a leader is to be a listener to his members and discuss a problem with members, so that there is no gap in the position and comfort of members who are in the field.

Translated with DeepL.com (free version)

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I agree with the steps taken by Gabriela in dealing with the cultural challenges in her new team in Sweden. Gabriela has demonstrated wisdom and a willingness to learn from difficult situations, and she has taken appropriate steps to understand and address the cultural differences underlying her team's behavior.
Including having open conversations with them and listening carefully when they express their concerns. Gabriela also showed a willingness to change her management style to better suit her team's expectations. With a better understanding of the underlying reasons behind each other's behavior, Gabriela and her team were able to adapt their way of working. Gabriela can then make adjustments to her management style to better match her team's expectations and more effectively motivate her team to achieve their goals.
Thus, the steps taken by Gabriela in facing cultural challenges in her new team in Sweden demonstrate wisdom, a willingness to learn, and an ability to adapt. These are appropriate and effective steps in overcoming cultural differences in the workplace.

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Jauhar Syafiq Arkan Zhafron (2301050035)

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Jauhar Syafiq Arkan Zhafron (2301050035)

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I agree with cultures that emphasize respect for the power of authority maintaining clear hierarchies between individuals. In this culture, employees are expected to respect leaders who have higher positions, but good leaders are not only able to or lead an organization. Leaders must also act as coaches or mentors who encourage independent thinking with understanding and are able to adapt to employee work to be more effective and motivating to achieve common goals.

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I agree that awareness of cultural differences is very important. The cultural differences in Brazil and Sweden make Gabriela feel unappreciated by her subordinates in Sweden. Gabriela is used to a more hierarchical framework where team leaders and managers take control and give specific instructions on how things should be done. Meanwhile, her new subordinates are used to leaders act as coaches or mentors who encourage independent thought and expect to be challenged. These two things are so contradictory that they both feel unappreciated by each other. With Gabriela's awareness of these cultural differences, Gabriela finally took the initiative by inviting her new subordinates to communicate about her leadership. After communicating with her new subordinates, Gabriela was finally able to find a solution to this cultural appeasement. Inshort, awareness of cultural differences is very important in overcoming various problems. This awareness can also make us think more openly in making decisions when facing a problem.

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I agree because moving to a new job requires a better understanding of the underlying reasons behind each employee's behavior, and making adjustments to the culture and management style to be more appropriate and effective. Cultural differences can cause various unpleasant things, because as a leader you should be able to control those under you, and Gabriela should coordinate with those under her to create a harmonious and effective work space.

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I disagree with Gabriella's idea of a more hierarchical framework where team leaders and managers are in control and give specific instructions on how things should be done.

Although it worked well for her and her team in Brazil,Gabriella should also be able to adjust to how her new team works in Sweden.According to Gabriella,she didn't feel respected as a leader.Her new staff would question her proposals openly in meetings,and when she gave them instructions on how to carry out a task,they would often go about it in their own way without checking with her.When she announced her decisions on the project,they would continue giving their opinions as if it was still up for discussion.It is natural for Gabriella to feel a culture clash in terms of expectations,it must be felt by her team as well because they are not used to a more hierarchical framework,because they usually do not have to be told what to do,they are happy to have more space for initiative and creative freedom.

Gabriella was right to invite her team to open up to each other,and with their current understanding,they were able to adjust to each other's way of working.

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I agree with a Gabriela did it, because as we all know, The team must be based on teamwork to achieve certain goals, This does not match the story of Gabriela's teamwork, where Gabriela has a new team in Sweden after having a successful team in Brazil for a long time, and Gabriella is not used to her new team in Sweden, nor does she agree with her job as manager in Sweden. tends to choose to discuss with subordinates to find solutions or vision and mission and this is one of the factors that makes Gabriella's teamwork start to become out of sync, unconsciously Even though Gabriela wants a leader like a president or government, in terms of culture, all of them have their own characteristics and are not the same from one country to another and in my opinion, even with all the differences in Gabriela's new team, Gabriela still has to adapt in order to achieve this. the goals of the team itself. So in my opinion, what Gabriela did was right, namely taking the initiative to adapt to the conditions of the team in Sweden, even though it was different from the habits of the team in Brazil, no matter what, Gabriela had to obey the rules. According to my knowledge, team must be making teamwork to achieve goals, So, for example, if there is no teamwork, the goals she want to achieve will not be achieved. therefore it is necessary to adapt and adjust to a new team or a different team in the context of cultural differences. So Gabriela must be obey with their policy, law of team, and the team has to be democratic and democratic and must take the initiative to adapt to other regions, in order to achieve the desired success.

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I agree with what Gabriela did to her team. because as a leader it must be able to adjust to the culture that is usually applied in the team's area. Although there are significant differences in leadership culture between Brazil and Sweden, both have their strengths and weaknesses. While Brazil may be more effective at managing hierarchy and reaching quick decisions, Sweden tends to excel at building team collaboration and facilitating innovation. It is important for leaders to understand the cultural context in which they operate and adapt their leadership style according to the dominant values in their work environment. Thus, the differences in leadership culture between Brazil and Sweden reflect variations in values, norms, and expectations in the work context. Intelligent adaptation to the local culture is key to success for leaders operating in multicultural environments.

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I agree that there are cultural differences in individuals when visiting a new place, such as Gabriela's move in managing the team from Brazil to Sweden faced significant cultural differences. While in Sweden, managers took on the role of coach and focused on helping team members find their own solutions. However in Brazil, the leader acts as a mentor who encourages independent thinking and expects to be questioned. After realizing the cultural differences between herself and the team, to find out what they thought about her leadership. Therefore, after Gabriela and her team were able to adjust their working style which led to increased collaboration and goal achievement after they had an open dialog.

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I agree with Gabriela's team, about giving them the space to take initiative and have creative freedom, because every human being has strengths, and giving them trust in the work, believing that they will be able to do it well, because as they said, they are used to doing work in a way like trying to challenge or make changes to a decision.

However, there is no justification for how the subordinate team treats Gabriela with disrespect, after all, Gabriela is still their leader.

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I agree with Gabriela's efforts to have open conversations with her entire team. Cultural differences greatly influence work potential in Brazil and Sweden. This difference can be seen based on the management styles of the two countries. Brazil has a directive management style. Who was able to make Grabela successful for himself and his team in Brazil. Meanwhile, Sweden has a more hierarchical management style that is flatter and decision making is more democratic. This is what makes Grabelas wrong in dealing with his new team, because there are cultural differences and he is not yet familiar with the new culture, which causes misunderstandings between the leader and his team. In my opinion if you have the same goal, the company must work together and be open when taking action. The leader is the one who organizes everything, but the team must ask the leader first about their duties. As a team, you should not just do your job without asking the leader first. Management styles in Brazil and Sweden differ, with Brazil being more directive and Sweden more democratic. Grabelas struggled to adapt, leading to team misunderstandings.

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In this story, I agree with several things, and I also disagree with several things, here are the reasons:

Disagreement with Cultural Adaptation Some may argue that Gabriela should have insisted on maintaining her hierarchical management style, asserting her authority as a leader regardless of cultural differences. They might suggest that accommodating the preferences of her Swedish team could compromise efficiency and clarity in decision-making.

Agreement with Manager's Approach Another perspective could be to fully support Gabriela's Swedish manager's coaching approach. This viewpoint might emphasize the benefits of empowering employees to take ownership of their work and collaborate more effectively, regardless of cultural backgrounds.

Critique of Manager's Response Alternatively, some might criticize Gabriela's Swedish manager for not providing more direct guidance or intervention when she raised concerns about her team's behavior. They may argue that a clearer directive from the manager could have resolved the issue more efficiently, rather than relying on Gabriela to navigate the cultural differences entirely on her own.

Emphasis on Communication Skills Another perspective could focus on the importance of effective communication skills in bridging cultural gaps. This viewpoint might suggest that both Gabriela and her team could benefit from improving their ability to express their expectations and concerns openly and respectfully, regardless of cultural differences.

These are just a few alternative viewpoints that one could consider when analyzing Gabriela's situation. Each perspective offers unique insights into the complexities of cross-cultural communication and management.

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I agree with what Gabriella did because she was able to find a way out of the differences between herself and her team.
when Gabriella felt disrespected, she messaged her manager about issues she was having with her team but it didn't match the culture and expectations. This more directive management style worked well for him and his team in Brazil, but did not translate so well to his new team in Sweden. Even though at first Gabriella had difficulty adapting, in fact she was able to solve the problem, she was able to adjust her management style to achieve common goals.

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I don't agree because Gabriela is used to the work culture in her area, namely the hierarchical framework, when she moves to another place she has to adapt the culture in that area so that the project she gets can run well and her work team also gets better performance.