Training Industry Magazine - Spring 2022 - 31

does represent a range of behaviors,
and the individuals within any specific
culture will differ in how strongly they
display the tendencies. For example,
gender roles and differences in nonverbal
communications are treated only
indirectly. It is difficult to fully represent
a comprehensive framework due to
cultural complexity and the impacts of
education and training.
The CDLF contains descriptions of
eight key cultural dimensions which
may provide learning leaders with
insights on how to approach learning
initiatives based on their knowledge
of cultural backgrounds. These include
the following: equality vs. authority,
individualism vs. collectivism, nurturing
vs. challenging, stability vs. uncertainty,
more logical vs. more reasonable, focus
on causality vs. focus on systems/
situations, clock focus vs. event focus,
linear time vs. cyclical time.
While not all of the dimensions need to
be considered and addressed in every
learning design initiative, it may be
useful to review the general framework
which allows the learning leader to
prepare for potential differences
among learners (specifically in globally
impacting training initiatives). The CDLF
may also be used by learning designers
to understand and be aware of their own
cultural biases.
Overcoming Cultural
Awareness Challenges
Though learning leaders can arm
themselves with cultural awareness,
there are still unique challenges that
remain. They include separating learning
behaviors that are based on deeply
entrenched cultural values against those
that may be more superficial. It is easy
to make false assumptions when we
attribute ways of thinking and behavior
to the wrong sources of influence (as
these can be attributed to human nature,
culture or personality). It is also easy to
over-generalize conclusions about a
particular culture from a few individuals
when their behaviors may be personalitydriven.
The CDLF may help in avoiding
false assumptions. However, it's important
to note that people have the ability
As learning leaders,
we are all in this together.
to compensate for their own cultural
conditioning when they participate in
another culture by adopting specific
behaviors from that culture.
Given
all
the
challenges
outlined
above, where does this leave us as
the purveyors of learning, instruction
and quality knowledge transfer? We
can navigate through some of these
challenges by increasing our own
awareness, challenging our biases and
by adding a few key practices to our
learning design toolkits. Suggested
practices include:
ɐCreating flexible learning design
using different learning modalities
and opportunities from opposite
ends of the cultural dimensions to
meet in the middle. For example, selfpaced
learning or sessions that allow
learners to add inputs anonymously or
through polling.
ɐTaking time to research trainees'
cultures and backgrounds and
collaborating with leaders and
managers who have a strong
understanding of those groups to
participate in developing or reviewing
learning initiatives.
ɐBuilding in a plan to conduct a pilot
launch of specific initiatives that
can be scaled after initial feedback
is provided by a smaller group of
representative trainees.
ɐBeing observant and aware of what is
happening during training sessions.
How
are
trainees
participating,
interacting and behaving? While this
is even more challenging in remote
learning situations, it's important to be
able to assess and pivot as needed.
While some of this information may
be overwhelming, remember that
awareness is a key starting point. Start
small and keep evolving your learning
toolkit. Keep up with learning research
and learning modalities, challenge
your own assumptions, continue to
understand bias and use your trusted
network of advisors to compare notes.
As learning leaders, we are all in this
together. We can and should continue to
learn from each other as we contribute
to building the culture of learning at our
respective organizations.
Neha Trivedi, MA, CPTM, is a certified
coach who leads enterprise learning
strategy and colleague development at
Alight Solutions. She provides thought
leadership for learning transformation by
identifying needs and creating plans that
enable business functions to reimagine
their approaches for optimized learning
solutions. Email Neha.
TRAINING INDUSTRY MAGAZINE - SPRING 2022 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
| 31
https://www.trainingindustry.com/magazine

Training Industry Magazine - Spring 2022

Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2022

Putting the Learner First
Table of Contents
From Change Management to Resiliency
What to Consider When Evaluating EdTech Products
Prioritizing the Employee Experience
Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Enable Expert Performance With Adaptive Learning
Taking the Virtual Route to Leadership Training
Culture’s Influence on Global and Remote Learning
The 5 Paradoxes of Leading in a Hybrid Workplace
3 Steps For Successful Remote Onboarding
The Future of Work Requires Development Equity
Making the Leap: Correlation to Causation
L&D’s Role in Developing Company Culture
Better Selling Starts with Better Business Acumen
Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
The Burnout Revolution
How Sam's Club Is Training and Retaining Current and Future Leaders
Reclaiming Development
Mindset Strategies for Business Growth in 2022
Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Company News
Training Industry Magazine - Spring 2022 - Intro
Training Industry Magazine - Spring 2022 - Cover1
Training Industry Magazine - Spring 2022 - Cover2
Training Industry Magazine - Spring 2022 - CT1
Training Industry Magazine - Spring 2022 - CT2
Training Industry Magazine - Spring 2022 - Putting the Learner First
Training Industry Magazine - Spring 2022 - 4
Training Industry Magazine - Spring 2022 - 5
Training Industry Magazine - Spring 2022 - Table of Contents
Training Industry Magazine - Spring 2022 - 7
Training Industry Magazine - Spring 2022 - 8
Training Industry Magazine - Spring 2022 - From Change Management to Resiliency
Training Industry Magazine - Spring 2022 - 10
Training Industry Magazine - Spring 2022 - What to Consider When Evaluating EdTech Products
Training Industry Magazine - Spring 2022 - 12
Training Industry Magazine - Spring 2022 - Prioritizing the Employee Experience
Training Industry Magazine - Spring 2022 - 14
Training Industry Magazine - Spring 2022 - Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Training Industry Magazine - Spring 2022 - Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Training Industry Magazine - Spring 2022 - 17
Training Industry Magazine - Spring 2022 - 18
Training Industry Magazine - Spring 2022 - 19
Training Industry Magazine - Spring 2022 - 20
Training Industry Magazine - Spring 2022 - Enable Expert Performance With Adaptive Learning
Training Industry Magazine - Spring 2022 - 22
Training Industry Magazine - Spring 2022 - 23
Training Industry Magazine - Spring 2022 - Taking the Virtual Route to Leadership Training
Training Industry Magazine - Spring 2022 - 25
Training Industry Magazine - Spring 2022 - 26
Training Industry Magazine - Spring 2022 - 27
Training Industry Magazine - Spring 2022 - Culture’s Influence on Global and Remote Learning
Training Industry Magazine - Spring 2022 - 29
Training Industry Magazine - Spring 2022 - 30
Training Industry Magazine - Spring 2022 - 31
Training Industry Magazine - Spring 2022 - The 5 Paradoxes of Leading in a Hybrid Workplace
Training Industry Magazine - Spring 2022 - 33
Training Industry Magazine - Spring 2022 - 34
Training Industry Magazine - Spring 2022 - 35
Training Industry Magazine - Spring 2022 - 3 Steps For Successful Remote Onboarding
Training Industry Magazine - Spring 2022 - 37
Training Industry Magazine - Spring 2022 - The Future of Work Requires Development Equity
Training Industry Magazine - Spring 2022 - 39
Training Industry Magazine - Spring 2022 - 40
Training Industry Magazine - Spring 2022 - 41
Training Industry Magazine - Spring 2022 - Making the Leap: Correlation to Causation
Training Industry Magazine - Spring 2022 - 43
Training Industry Magazine - Spring 2022 - 44
Training Industry Magazine - Spring 2022 - 45
Training Industry Magazine - Spring 2022 - L&D’s Role in Developing Company Culture
Training Industry Magazine - Spring 2022 - 47
Training Industry Magazine - Spring 2022 - 48
Training Industry Magazine - Spring 2022 - 49
Training Industry Magazine - Spring 2022 - Better Selling Starts with Better Business Acumen
Training Industry Magazine - Spring 2022 - 51
Training Industry Magazine - Spring 2022 - 52
Training Industry Magazine - Spring 2022 - 53
Training Industry Magazine - Spring 2022 - Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
Training Industry Magazine - Spring 2022 - 55
Training Industry Magazine - Spring 2022 - 56
Training Industry Magazine - Spring 2022 - 57
Training Industry Magazine - Spring 2022 - The Burnout Revolution
Training Industry Magazine - Spring 2022 - 59
Training Industry Magazine - Spring 2022 - How Sam's Club Is Training and Retaining Current and Future Leaders
Training Industry Magazine - Spring 2022 - 61
Training Industry Magazine - Spring 2022 - 62
Training Industry Magazine - Spring 2022 - Reclaiming Development
Training Industry Magazine - Spring 2022 - 64
Training Industry Magazine - Spring 2022 - Mindset Strategies for Business Growth in 2022
Training Industry Magazine - Spring 2022 - Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Training Industry Magazine - Spring 2022 - Cover3
Training Industry Magazine - Spring 2022 - Cover4
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