If we look at the 11 cultural dimensions of Trompenaars and Hofstede (Kroesen, 2014), there are a few applicable to our project. Cultural dimensions that are both enablers and barriers can occur.
A dimension, which is seen as a barrier in our project, is power distance. Instead of seeing hierarchy as a negative thing, it is actually essential in our project. The fact that there is no hierarchy between the employees and the management, results in lack of achievement. Both the workers and the security are slacking off their jobs.
Besides the lack of hierarchy, there is also a lack of innovation. At the moment no one of the employees is stepping to up to run the workshop properly. They all stick to their old habits and look for the easy way out. Especially their attitude can be a big barrier in the project. By triggering an intrinsic sense, for example showing them what they can achieve, we feel that their confidence level will rise and their dedication to the workshop will grow at the same time. Also encouraging status by achievement, will give a positive effect on their work ethos. These three dimensions (i.e. voluntarism, affective and status by achievement) can be seen as enablers. The combination of these three will give the most optimal results for this project.
Another reason for the workshop not to run optimally is because of the way they are running the business, namely synchronic. Although they try to keep track of their inventories and sales, there is still room for improvement. This barrier could be turned into an enabler, when orders are done more sequentially instead of synchronic. By bringing structure to the workplace, the workshop will have a clear view on the cash flows of the workshop. And eventually use this information for future investments.
The most important thing to keep in mind is that the workshop is an already existing business. All the employees and management team know each other; we will probably be seen as ‘invaders’. By respecting this strong sense of collectivism, it can be used as an enabler in the project. To receive mutal respect, we must communicate in a diffuse way. With this we mean that we must not only show interest in the workshop, but also in their personal lives, and try to understand their habits and respect them.
When the carpentry workshop is up and running, this will result in more profit. This profit can give a boost to the ecomomy of the local community in Okana. Bit by bit it will help in becoming a civil society.
Kroesen, J.O., 2014. Planetary Responsibility: An Ethics of Timing. Wipf and Stock.