Sustainable learning and change in international teams: from imperceptible behaviour to rigorous practice

Claudia Heimer (Ashridge Consulting Ltd, Freiburg, Germany)
Russ Vince (Research Unit for Organizational Learning and Change, Bristol Business School, Bristol, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 April 1998


This paper outlines the authors’ experience of working with international cross‐cultural teams, and is an attempt to address the question about how international organizations can give rise to a sustainable capability in which generations of teams build on each other’s experience. The paper outlines some of the behavioural dynamics, both constructive and destructive that seem to occur in international teams, and focuses on ways of working through the destructive dynamics. The paper suggests that sustainable learning can happen when organizations and teams engage with the “cultural whirlpool” that their internal diversity creates; when they maintain ongoing cross‐cultural conversations which bring cultural differences and understandings alive; and where they engage with the strategic moments that are afforded by their emotional and relational dynamics.



Heimer, C. and Vince, R. (1998), "Sustainable learning and change in international teams: from imperceptible behaviour to rigorous practice", Leadership & Organization Development Journal, Vol. 19 No. 2, pp. 83-88.

Download as .RIS




Copyright © 1998, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.