Global adaptation processes

To be able to work in a global context people have to learn and adapt to cross cultural communication. For Kaul ‘learning’ shows more of a curve, where ‘adaptation’ shows more that you own that particular learning. Some adaptation is acceptable for people, for instance small things like using soda etc.

Other adaptation is more difficult. People adapt necessarily because of economics, because the job demands it. From the social engineering perspective in the global companies Kaul notices that people adapt to that flow periodically; when they go home, they leave that adaption at work. Every human being has the potential to adapt or not to adapt to things that can be done. Physically people have certain limitations and certain capabilities, but everyone can adapt.

The more we learn to appreciate the human being’s uniqueness in global adaptation processes, the more we’ll end up preserving it, argues Kaul. Certain processes have to be standardized, that’s how it works well. But within that, we will make room to accommodate strands that are different. Standardization opposes creativity Kaul argues. If you need an entire team functioning in a productive way, you do have to have a plan, how you proceed on things. Also, standardization helps in crisis for people to know what they have to do. Everyone cannot have the presence of mind or gets solution focused in a crises. But when you are discussing what could be options in a certain scenario that’s a time to be creative.

On a personal front Kaul thinks there are many times that we have to sort of subdue our own crisis and concentrate on what’s happening at work. It’s not easy and sometimes it is about acknowledging it and maybe getting some support at work.