We are often told, “Don’t have stereotypes.”
But what if stereotypes are not something we can simply eliminate?
We rarely hear practical guidance on how to deal with them—especially in multicultural teams where collaboration and trust are essential.
Stereotypes are problematic not only because they distort how we see others, but also because they can easily turn into biases, avoidance, and even discrimination.
When Stereotypes Undermine Collaboration
When I was working in Jordan as an on-site manager for a bilateral project between Japan and Jordan, I witnessed how stereotypes quietly yet powerfully undermined trust and collaboration.
Even before meeting their Jordanian counterparts, my Japanese colleagues already held strong negative perceptions of Jordanian team members—largely shaped by second-hand stories from people who had previously worked in the Middle East.
When Stereotypes Seem to Be “Correct”
My Japanese colleagues often said:
・“Jordanian members never listen and always challenge us loudly in meetings.”
・“They disregard our plans and don’t know how to get things done.”
・“They promise to deliver, but rarely follow through.”
What made this especially challenging was that daily interactions after the project began often appeared to confirm these existing images of Jordanians.
The Dilemma of a Leader Standing Between Both Sides
For example, Jordanian colleagues frequently asked questions or shared their opinions during presentations.
From a Japanese perspective, interrupting a speaker is considered rude and disrespectful. As a result, such moments reinforced existing stereotypes and deepened mistrust and frustration toward Jordanian colleagues.
As the on-site manager standing between both sides, I tried to explain that asking questions during presentations often reflects strong engagement and genuine interest in the topic. However, some Japanese members perceived me as being “on the Jordanian side.”
This was when I realized how demanding—but also how critical—it is for leaders, especially servant leaders, to support mutual understanding without taking sides.
Why Stereotypes Are So Persistent
In social psychology, stereotypes and biases are distinct but closely related.
・A stereotype is a generalized belief about a group.
・A bias is an emotional judgment—such as like or dislike—that interferes with impartiality.
Our brains rely on stereotypes to simplify overwhelming amounts of information, particularly in unfamiliar situations. We unconsciously attach emotions and judgments to these simplified images, which makes them surprisingly resistant to change.
This is why stereotypes cannot simply be “switched off.” Short-term training or purely logical explanations are rarely enough.
A Personal Lesson from My Son
This issue became deeply personal to me when my family moved to Jordan.
At the airport in Tokyo, my nine-year-old son suddenly started crying. He told me he was afraid of Jordan and did not want to go. His fear stemmed from repeated media exposure about terrorism in the Middle East, which led him to believe that Jordan must be dangerous.
Even after arriving, his anxiety continued. He felt uneasy around men wearing traditional Arab clothing and became fearful in everyday situations.
At school, he complained,
“Jordanians are terrible. They’re aggressive and don’t respect others.”
What Changed Everything
About six months later, he said at the dinner table:
“I want to study Arabic so I can talk to my Jordanian classmates.”
When I asked why, he replied:
“They are assertive and naughty—but there are many classmates who are really kind to me.”
His stereotypes were not erased overnight. Instead, they were gradually rebalanced through real and sustained interaction.
What This Means for Global Leaders
This experience taught me a powerful lesson:
Overcoming stereotypes is not about denying their existence.
It is about recognizing them—and allowing lived experiences to challenge them over time.
For leaders and managers in global teams, the role is not to correct people’s perceptions, but to provide team members with opportunities to see their counterparts from different angles.
Two Practical Ways to Address Stereotypes and Biases
When Japanese colleagues became frustrated by frequent interruptions during presentations, I explained the attitudes and unspoken intentions behind those behaviors. This helped reduce their stress and embarrassment.
Some Japanese colleagues were then able to adopt a new perspective and interpret Jordanian behaviors more positively.
Not all Jordanian members behave the same way in meetings or in how they approach their work. Some do not interrupt presentations, while others are punctual and adhere strictly to schedules.
By focusing on individuals rather than groups, Japanese members began to notice Jordanian colleagues who shared similar values and attitudes. As opportunities for one-on-one interaction increased, they gradually became aware of common ground and shared values.
Mutual understanding at an individual level is one of the most powerful ways to loosen fixed stereotypes and biases.
Final Reflection
That, I believe, is how collaboration and trust truly begin in multicultural teams. This is not a one-day effort. It required persistent and continuous follow-up with Japanese team members to gradually strengthen collaboration and mutual trust.
