"“We can never grow to become great business leaders until we actively strive to embrace the behaviors and attitudes that feel most uncomfortable to us.”"

One of the core principles espoused by Charles Hampden-Turner is the belief that embracing behaviors and attitudes that feel uncomfortable is crucial for personal and professional growth. He emphasizes the need for individuals to step out of their comfort zones and actively strive to understand and appreciate opposing viewpoints. This approach, referred to as "dilemma theory," challenges the binary thinking prevalent in Western cultures and encourages the exploration of dilemmas as opportunities for learning and development.

Charles Hampden-Turner is a renowned consultant and author who has made significant contributions to the field of cross-cultural management. One of his notable contributions is the development of "dilemma theory," which provides a framework for understanding and managing cultural differences in organizations.

Dilemma theory, as proposed by Hampden-Turner, challenges the notion of viewing cultural differences as problems to be solved or resolved. Instead, he argues that cultural differences should be seen as dilemmas to be embraced and leveraged for mutual learning and growth. According to dilemma theory, effective management practices involve embracing the behaviors and attitudes that feel uncomfortable and exploring the tensions and paradoxes that arise from cultural diversity.

Hampden-Turner advocates for moving away from a binary perspective of right versus wrong or good versus evil when it comes to cultural differences. He encourages individuals and organizations to explore the underlying values and assumptions that drive different cultural perspectives. By embracing dilemmas and engaging in constructive dialogue, Hampden-Turner suggests that organizations can find innovative solutions that incorporate the best qualities of each cultural group involved.

The key idea behind dilemma theory is that by actively embracing discomfort and seeking to understand opposing viewpoints, individuals and organizations can navigate cultural differences more effectively. This approach enables them to create a corporate culture that leverages the strengths of diverse perspectives, leading to enhanced creativity, collaboration, and performance.

Hampden-Turner's work on dilemma theory has had a significant impact on the field of cross-cultural management and has influenced numerous organizations in their approach to cultural diversity. His insights have helped leaders and managers better understand the complexities of cultural differences and provided them with practical tools to bridge gaps, reconcile conflicting perspectives, and foster inclusive and productive work environments.

With Fons Trompenaars, Charles draws inspiration from various intellectual traditions, including the work of Gregory Bateson, Edgar Schein, and Pierre Wack. Their consultations are characterized by a combination of corporate guerilla theater, with Hampden-Turner adopting a gregarious comic role, and Trompenaars conducting in-depth interviews. Their approach focuses on fostering mutual understanding and learning, rather than seeking control or conversion.

Beyond their expertise in cultural diversity, Hampden-Turner and Trompenaars also offer insights into effective leadership. They argue that great business leaders possess the ability to embrace seemingly contradictory values in pursuit of long-term goals. Their book "21 Leaders for the 21st Century" profiles CEOs who exemplify this rare capability, highlighting the importance of balancing diverse perspectives and values.

The work of Hampden-Turner and Trompenaars reflects a blend of European and American perspectives. They acknowledge the American belief in the independence of personality from culture, which aligns with the aspirations of American companies seeking to become global players and reinvent themselves. Additionally, they express a fascination with Asian culture, particularly the Japanese concepts of shukanteki (subjectivity) and kyakkanteki (the guest's point of view), advocating for adopting the guest's perspective to bridge cultural differences.

A notable example of their work is the case of the AMD factory in Dresden, where cultural clashes threatened success. Through a series of meetings and discussions, Hampden-Turner and Trompenaars facilitated the integration of the American and German teams, leveraging their respective strengths and creating a multicultural style. This resulted in record-breaking production speed and successful chip redesigns, establishing a key competitive advantage for the factory.

With Charles, Fons has made significant contributions to the understanding and management of cultural diversity in business. Their approach, rooted in dilemma theory and a deep appreciation for cultural differences, offers valuable insights and practical solutions for companies grappling with cultural challenges in an increasingly interconnected world. Their work has helped numerous organizations bridge cultural gaps, reconcile conflicting perspectives, and harness the benefits of diversity.