{"id":42553,"date":"2015-12-25T09:00:49","date_gmt":"2015-12-25T08:00:49","guid":{"rendered":"https:\/\/cruyffalumni.org\/johancruyffinstitute-2026\/managing-cultural-diversity-is-an-opportunity-for-success-not-a-problem\/"},"modified":"2026-06-02T07:29:36","modified_gmt":"2026-06-02T05:29:36","slug":"managing-cultural-diversity-is-an-opportunity-for-success-not-a-problem","status":"publish","type":"post","link":"https:\/\/johancruyffinstitute.cruyffalumni.org\/en\/the-magazine\/sport-management\/managing-cultural-diversity-is-an-opportunity-for-success-not-a-problem\/","title":{"rendered":"Managing cultural diversity is an opportunity for success, not a problem"},"content":{"rendered":"

Henk Verschuur<\/a>, manager of the Johan Cruyff Institute Amsterdam<\/a> and academic director of the Master in Sport Management, gives us the keys to understanding cultural diversity as a plus for effective management of a company<\/strong><\/h2>\n

WARMING UP<\/h3>\n

Well, one could easily say that there has always been cultural diversity<\/strong> and, to a certain extent, an equal interest in managing it.\u00a0In the beginning it was probably much more about how to manage different people whilst being on the top of the pyramid looking down and trying to get everybody to follow orders.\u00a0Buffering information, directives and written orders to make sure that everybody followed the rules of personal mimetic isomorphism, or in other words \u2018follow the leader\u2019, was the management mantra<\/a><\/strong>.\u00a0Nowadays, things seem to be rather more complex \u2013 people don\u2019t simply want to follow orders and need true recognition.\u00a0This is an invitation to make things simple again.<\/p>\n

PREPARING FOR THE MATCH<\/h3>\n

Webster\u2019s defines ‘culture’<\/strong> as \u201ca sum total of ways of living built up by a group of human beings and transmitted from one generation to another.\u201d\u00a0If we consider that for a minute we quickly come to the understanding that there is more than meets the eye.<\/p>\n

Let\u2019s take a professional top sports entity for instance. There are at least two internals:\u00a0the first being the configuration of the different parts of the organization, like bookkeeping, management, talent development department, \u2018A\u2019 team department, sales, etc, etc;\u00a0the second being the personal cultures like ethnic background, religion, moral standards, political orientation, social background, age and maturity, etc, etc.\u00a0It looks more than juggling 12 balls in the air, and probably it is.\u00a0Enter the world of Google and one gets confused by the myriad of methods, matrices and mottos, all with the aim of managing cultural diversity.<\/p>\n

\"Managing<\/p>\n

Processes of change follow the groundwork of brilliant minds like Mintzberg<\/a><\/strong>, and use those best practices to generate consensus about the things that we have in common and how to use them for the benefit of the enterprise<\/strong>.<\/p>\n

So how do you find your way in all these methods, matrices and mottos?\u00a0The first question you should ask yourself is \u201cdo I really need all of this?\u201d\u00a0Do you want to rely on a system or rather go for consensus? Or for a system that generates consensus?\u00a0What would be the strategy beyond strategy here? The strategy to design strategy and deliberate patterns of actions.\u00a0I think that many of us have been told by our parents \u201ctreat others the way you want to be treated\u201d, such a simple but quite difficult principle to uphold.<\/p>\n

If this is your commitment, the consequences are that you have to listen, to absorb and accept the opinion of those that are different from you.\u00a0Even when it is about which method you are going to choose to manage cultural diversity.\u00a0We should think in terms of \u201cwe\u201d rather than in \u201cI\u201d said Peter Drucker<\/a><\/strong>, and that still stands today.<\/p>\n

But it all starts with being willing to make choices aligned with those wise words.\u00a0Don\u2019t get me wrong here, I appreciate many of those tools, but if you compare a tool with an excellent car I\u2019d rather talk about the driver first.<\/p>\n

So let\u2019s first start with you, a manager holding a senior position with a large mandate.\u00a0Are you willing to appreciate diversity, embrace the opinion of an \u2018antagonist\u2019, take in different perspectives, even implement parts of different cultures, etc, etc.\u00a0If that\u2019s the case then you have the right competences to think about methods, mottos, matrices to help your organization to do the same.<\/p>\n

It is what I call the three Cs \u2013 commitment<\/strong>, consequence<\/strong>, consistency<\/strong>. If you say that you are committed and willing to embrace the consequences (also those who might be less convenient) then you are consistent.<\/p>\n

We all know that a consistent leader in sport, whether it is on a management level or on the pitch, will find loyalty in his\/her organization and a willingness to follow rules of engagement.<\/p>\n

THE MATCH<\/h3>\n

So now that we know that you can, what should your first step be?<\/p>\n

Again, I like to skip the methods for the first step and wholeheartedly advise you to just start with few simple principles.<\/p>\n

– Treat others the same way you would like to be treated:\u00a0<\/strong>Do you really listen to the opinions of others, even when you disagree? Do you not draw conclusions too hastily? Do you really appreciate that you are offered different perspectives? Try to analyze it.<\/p>\n

– Avoid just adding to the story without providing solutions:\u00a0<\/strong>Many years ago I was taught an interesting method, a story that I summarize with the typical phrase: ‘Someone bumped my car’. Imagine a colleague comes to a meeting at work saying that someone bumped his car and it has a dent in the door. The first thing that will happen is that people will share their experiences while, in reality, they don\u2019t contribute at all to providing a solution. Thus, the rule would be \u201cshare your opinion only when you can contribute to the process or provide a solution.\u201d<\/p>\n

– Always be consistent:\u00a0<\/strong>These parameters can also be applied when we talk about cultural diversity. As for the treatment of people, many of us tend not to listen to people with different perspectives or contrary opinions, on the grounds that they come from a ‘different’ culture. Nor do we realize that someone else can help solve a problem precisely because of their cultural difference; everything that is said or done in a meeting can be valuable. Finally, consistency generates more consistency. So, they are three principles for managing cultural diversity through the simple fact of complying with them.<\/p>\n

\"Managing<\/p>\n

SCORING THE GOAL<\/h3>\n

Johan Cruyff<\/strong> always advocates the principles of team work<\/strong> and the appreciation that everyone has their own qualities, in essence \u2018you can\u2019t do it alone\u2019.\u00a0Cultural diversity is not a problem but an opportunity to score the goal.<\/p>\n

If that is the engine that everyone acknowledges in your organization then methods might become less important.\u00a0Even hardcore science sees the value of living examples in an organization and the effects of consistent behavior that in many cases surpass rigid implementation.<\/p>\n

In my humble opinion, there is one step before the implementation process and that is\u00a0not about managing cultural diversity but\u00a0 MANAGING CULTURAL UNITY.\u00a0The culture that we could describe as taking our own responsibility.<\/p>\n

\"HenkHenk Verschuur<\/em><\/strong><\/p>\n

Manager of the Johan Cruyff Institute Amsterdam and academic director of the Master in Sport Management<\/em><\/p>\n

\u00a0<\/em><\/p>\n

 <\/p>\n

Academic Programs<\/h3>\n