Why Does Culture Matter

Does Culture Matter?

Although I may appear to be an outsider in this discussion between Americans and East Asians, the fact that I am present is crucial in a number of ways. What occurs in the United States and in Asia, I believe, is pertinent to what is going on in my area of the globe, as an African and as a Sudanese. I also consider myself as a global citizen and scholar, rather than simply as someone from the northern part of my nation who is a Muslim, with all of the connotations it entails, but as someone who attempts to make a difference with what I say.

This is the point I’d want to draw attention to.

As an African, I see globalization as a vehicle for the existing state of power relations.

Consequently, when we speak about globalization, we should not assume that it is always beneficial, progressive, or enlightening in its outcomes.

  1. Cultural factors influence globalization, economic and social rights, as well as civil and political rights, because the concept of rights itself is a cultural construct that has evolved over time.
  2. The institutions that are in charge of implementing rights are deeply ingrained in their own cultures.
  3. The contradiction at the heart of the question of culture’s significance is just that: the idea of rights is a cultural creation, yet its countervailing forces are equally deeply rooted in culture.
  4. As a result, because culture is frequently presented as being unique to non-Western countries, we have a tendency to treat it as if it were unique to other societies.
  5. We certainly have human rights issues with respect to women, religious minorities, and other groups of people.
  6. The cultural construction of American opposition to economic and social rights as human rights is a cultural construct.
  7. In order for what we say at these meetings and what we do as human rights advocates to have resonance, relevance, and efficacy in effecting change in our individual cultures, we must include culture as a serious consideration.

The fact that we are viewed as representing an alien cultural idea, namely “human rights,” has caused us to lose resonance in our communities.

As stated above, cultural norms and institutions are not only vulnerable to change throughout time, but they are also subject to varying interpretations at any particular point in time.

Among the issues at stake in the discussion over culture and its relevance are the issues of agency, representation, and legitimacy—yet none of these issues is predetermined in advance.

The interconnectedness is critical; every claim made on behalf of a culture is contained in a claim made on behalf of civil and political rights, and vice versa.

Rather than asking if there are Asian values or what their importance to human rights in general is, the topic of Asian values is about whose view of Asian values is regarded seriously.

What I’ve observed is a reluctance to engage with the cultural issue on the part of both campaigners and academics, out of a concern of opening the door to relativistic thinking.

Nonetheless, by doing so, we are acknowledging our failure to truly link to our cultures and communities in order to shift the way people think about what culture stands for, as well as about the cultural priorities and concerns that face us.

It is my hope that this twin process of internal cultural debate and cross-cultural conversation will help to create a better understanding of one another.

However, even with these rights, there are still structural impediments to dialogue, such as language barriers, limited access to communications, a lack of resources, political strife, and civil unrest, which reflect a variety of dependencies, including economic, military, and security.

We will also be unable to engage in a constructive conversation about human rights, either internally or outside.

The human rights paradigm otherwise becomes a natural extension of other types of hegemony, legitimizing the existing quo and legitimizing the status quo.

However, we are seeing the emergence of other types of cultures, which may be a result of globalization, such as the so-called growing global corporate culture, technological cultures, and security cultures, all of which are crossing international borders.

Why not promote a culture of human rights?

We may think of horizontal and vertical cultural structures, such that while we are anchored in our local communities, we are also sharing values and institutions and processes internationally.

This being the case, I believe that by promoting this human rights culture and translating it so that it resonates within our communities, we have a strong chance of making a positive change and turning the recommendations on our shopping list into a reality.

10 Reasons Why Culture Matters

Note from the editor: It has been an annual tradition for TLNT to compile a list of the most popular posts from the preceding year. Between now and January 2nd, we’ll be reprinting each of the top 25 items on the site. This is number 19 in the year 2016. Please see this link for the whole list. Taking care of your culture is not something you do once a year or even once a month. Taking care of your culture is a daily task that necessitates an investment of your time and attention, just as sleeping and eating are essential.

  1. Accountability, R elationships, andE steem are all important.
  2. Those in leadership positions do not get a pass; there are benefits and repercussions for sticking to and breaching company culture, respectively.
  3. Culture is formed through the sharing of common experiences.
  4. E – Self-Esteem This word refers to the act of recognizing the worth of another individual.
  5. It is impossible to care about culture if one does not respect one’s fellow citizens.
  6. Here are some ideas on the importance of caring for culture and why it is extremely necessary.
  7. Leaders must be able to produce outcomes.

The culture of an organization is constantly in service of the business outcomes achieved through strategy.

It is substantially more difficult to generate outcomes if you do not understand and care about your organization’s culture.

Over the course of four years, they replaced an equal number of executives in the position of SVP of Human Resources (SVP HR).

They were each armed with directives from the CEO as well as a slew of brilliant ideas.

Every leader was bound to failure unless they first understood the culture of the organization and then tailored their approach to the new environment.

To the organization’s benefit, the current SVP is considerate and sensitive to the distinctiveness of the organization’s culture.

Organizational culture either increases or decreases employee motivation.

The science of motivation has consistently demonstrated that money is not the most important incentive for most people.

Encourage these elements of motivation in your organization, and your highly driven staff will repay you for it by increasing their level of output.

Culture draws the proper kind of individuals.

The inverse benefit is that it deters the incorrect individuals from approaching you.

Consider the company Zappos, which has a well-publicized culture.

This helps to simplify the hiring process.

In line with the company’s philosophy, Zappos Insiders is a social network that was built specifically for employees.

When it comes to bringing individuals into their company, the very procedure they use ties with the organization’s culture and either draws or repels people from it.

” for a contrasting point of view.

An successful work culture is essential for unleashing a company’s potential for growth.

Why not pay attention to culture and use a business lever that costs you nothing to achieve your objectives?

5.

“The bottom line for leaders is that if they do not become mindful of the cultures in which they are enmeshed, those cultures will control them,” according to Edgar Schein.

6.

Culture is the hidden ingredient in your recipe.

Founder Herb Kelleher researched and duplicated the tactics of California-based Pacific Southwest Airlines, which was the inspiration for Southwest.

7.

Your culture will not eat your strategy for breakfast, lunch, or dinner, but it will serve as an accelerator or an impediment to your success, depending on how you approach it.

He was in charge of a strategic change (a significant branding), which eventually resulted in a 51 percent decline in the value of the company’s stock!

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Take good care of your culture, but beware: it may bite!

A strong culture needs fewer regulations.

Recently, I worked with a leadership team that was having difficulty getting several teams to operate in unison.

What they discovered was that their shifting culture had left the workforce in such a state of bewilderment that they were either stuck in a holding pattern or stomping on toes since they didn’t know the norms of engagement when they arrived.

9.

When it comes to delivering business results, culture is a superior gauge and the correct emphasis for executives.

One of the primary reasons that M A programs fail is a lack of understanding of culture.

In my current position, I’m working with a technology business whose leadership team has identified that their organization’s culture is not “acquisition friendly.” The CEO is deliberately concentrating on the culture, doing an evaluation, and developing a strategy for intervention in order to position the company to be successful when it is ready to purchase.

Culture care is a vital success element for M A, whether it is implemented as part of the pre-acquisition planning or as part of the integration strategy.

This article originally appeared onCulture University.

What is it that distinguishes the highest-performing organizations from the others? Is this a clever strategy? Superior items, perhaps? Better people, perhaps? While it is possible that they do, any benefit quickly fades if it is not founded on something more basic. a factor that allows a competitive advantage to be sustained and expanded over time That something is referred to as culture. What exactly is culture? What individuals do and how they do it is the starting point for culture.

  • The cumulative effect of what is done and how it is done is what ultimately defines the performance of an organization.
  • As the captain of the Titanic discovered a bit too late on that fatal night in 1912, 90 percent of an iceberg’s mass resides beneath the surface of the water.
  • In the same way that a captain navigating icy seas must grasp that most of what counts in an organization cannot be seen, anybody attempting to comprehend its culture must recognize that most of what matters cannot be seen.
  • There are four reasons why culture is important.
  1. The relationship between culture and performance has been established. A top quartile culture (as measured by our Organizational Health Index) generates a return to shareholders that is 60 percent higher than the median company and 200 percent higher than the bottom quartile culture. Culture is inherently difficult to replicate, as evidenced by our research of over 1,000 organizations with more than three million employees. Because of the increasing speed of invention, goods and business models are always under threat of being copied. When operating in this environment, a healthy culture that adjusts naturally to changing situations and finds new methods to win is the ultimate competitive edge. Organizations with healthy cultures are better equipped to adapt. In a world where the only constant is change, organizational culture becomes even more crucial, since companies with high-performing cultures thrive on the continual flux of the environment around them. The contrary is also true: unhealthy cultures do not adapt effectively to new situations or circumstances. According to our study, 70 percent of transformations fail, and 70 percent of those failures are attributable to culture-related challenges. Unhealthy cultures result in underperformance, if not worse, in the organization. Over time, not only can unhealthy cultures promote poor performance, but they may also be the source of your own downfall. As daily headlines demonstrate, culture has the ability to knock corporate behemoths to their knees.

Creating healthier and more productive cultures is a topic that we will go into further depth about in future postings, so stay tuned.

Why does culture matter?

Wabi sabi is a Japanese design idea that emphasizes simplicity and naturalness. It refers to the beauty found in things that are transitory or flawed. The glaze on a Japanese porcelain bowl is a superb example of something crafted by hand, as opposed to anything that comes off of an assembly line, which is defective. What makes them beautiful is that they have flaws that make them unique. The same is true for individuals. It is the culmination of all of our flaws that makes us both vulnerable and attractive at the same time.

The concept of life as a journey lies at the heart of our creative work.

The concept of a “work in progress” informs our website’s design strategy as well.

As leaders, as companies, and as individuals, we wanted our website to represent the path of continuous development that we are all embarking on. We think that it is the defects that give it a human, and hence lovely, quality.

Why Does Workplace Culture Matter?

Why Organizational Culture Is So Important Today written by Dan Williamson Student Services Manager, School of Applied Liberal Arts and Social and Education Sciences, and Instructor at the School of Business, Technology, and Advanced Manufacturing What exactly is workplace culture, and why is it so vital to have one? In most definitions of workplace culture, something to the effect of how a company fosters common values, belief systems, attitudes, and/or assumptions among employees is mentioned.

  • Without a question, it’s a mouthful, and it may even appear complicated at first glance, but when you get right down to it, it’s really not that complicated at all.
  • Does the proverbial “scent in the air” make you want to run away or does it make you want to come back for more?
  • Are employees putting in their time from 9 a.m.
  • with passion, or are they just putting in their time?
  • In general, employees who work in an environment with a positive workplace culture will be more engaged and productive because they like their jobs and feel supported.
  • What is it about workplace culture that is so important today?
  • Millennials and Generation Z are two groups of people that I’d like to present to you.
  • And they have a lot of objectives and expectations for themselves.

Additionally, they seek feedback (both positive and negative), place a high value on a healthy work-life balance, and advocate for advancement opportunities — openly and unapologetically — some would argue a little earlier than previous generations, who were taught to “earn your stripes” and “pay your dues” before asking for a promotion or raising their salary.

  • They have a can-do attitude and a work ethic that is unrivaled in the industry.
  • If this does not take place, they will go.
  • As a result, staff retention suffers as a result.
  • In addition, firms with employees who are able to look in practically any direction for a possible “better match” — whether it is for more money, better benefits, or alternative possibilities — will find it even more challenging to retain top talent.
  • What strategies do you use to keep your workplace culture healthy and vibrant?
  • Employee satisfaction surveys, in my experience, consistently place good communication at the top of the list or near the top of the list of priorities.
  • All of these things are important: providing updates and overviews, meeting deadlines, and communicating business messaging.

Some quick suggestions include being wary of email overload, requesting that managers hold brief stand-up meetings for critical messages, and becoming comfortable with texting — not everyone can get to their email as quickly as they would like, but a brief text message can be the most efficient in certain situations.

  • How do you motivate and reward your employees when bonuses aren’t a realistic component of the budget structure and 10 percent wage hikes are considered unreasonable?
  • Make use of your PTO in innovative ways.
  • Sure, locking the doors on a busy day may not always be feasible, but early dismissals on calmer days tend to be more effective.
  • Try to provide the creative aspect of things to the workers.
  • It is OK to seek suggestions, but it is critical to give the employees a sense of ownership so that they feel valued, trusted, and involved.
  • Incorporate themes into casual-dress Fridays (football jersey day, twin day, wear red day, etc.).
  • Office door decoration contests (again, our team came up with this one!) are a great way to bring the office together around the holidays and to foster friendship.
  • Although there are no “one-size-fits-all” solutions, following even one or two of these suggestions is critical to maintaining happy and healthy working settings.
  • More information on Goodwin’s Management and Leadership program may be found by clicking here.
  • In addition to having a Bachelor of Arts in Communication and an MA in Education, he has more than 16 years of experience working in higher education, with particular expertise in career education.
  • Besides that, he is a professor in the Management and Leadership program at Goodwin University, as well as in the General Education Department.

He has previously taught Organizational Communications, Interpersonal Communications, Public Speaking, and an introductory course in psychology to undergraduate students.

Does culture matter?

It is the purpose of this study to evaluate the literature on culture and economy, with a particular emphasis on the epidemiological approach. Using an epidemiological method, researchers examine the differences in outcomes across various immigrant groups who are all living in the same nation. Although immigrants’ cultures are likely to differ, they are likely to share a shared institutional and economic context. This enables one to distinguish between the effects of culture and the initial economic and institutional conditions that caused them.

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Why Culture Matters at Work

The great majority of the employees and company executives who have spoken with me over the years have consistently stated that culture is the most important thing to their organizations. The cultural environment, in contrast to the physical and technical surroundings, is not something that can be seen, tasted, touched, or breathed in. This is the only atmosphere in which you can feel comfortable. That sensation is either the pit in your stomach when you don’t want to go to work or the thrill and butterflies you get when you are looking forward to going to work each morning.

  • The culture of a business impacts how workers are treated, what goods or services are developed, what partnerships are formed, and even how employees go about their daily tasks and responsibilities.
  • It is impossible for a technical environment to exist without the real items that the organization has deployed.
  • However, corporate culture is like air; it surrounds all of the workers who work there, even if they aren’t always conscious of what is going on around them.
  • In other words, what does the actual cultural context look like?
  • The same way you want to feel good about bringing a significant other home to meet your family for the first time and want them to approve of your choice, employees want to feel good about their employer.
  • Everyone feels cherished.
  • It means that their work is appreciated, their presence is noticed, their ideas are listened to, and they are compensated appropriately for the work they put in.

When employees have a real sense of purpose, they feel connected to the organization and are more likely to put in their best work because they want to, not just because they need to.

Employees feel like they’re part of a team.

It could be geographically or within a department or a group of people tasked with solving a certain problem.

Believes in diversity and inclusion.

In an inclusive environment, employees are free to be themselves and share their unique points of view.

When we find something good, no matter if it’s a restaurant or a movie, we naturally want to share it with others.

Ability to learn new things and given resources to do so and advance.

Development programs, training, and new technology can encourage employees to learn something new and keep them engaged and moving forward.

Sticky situations may arise at work, but the best organizations treat their employees fairly.

Executives and managers are coaches and mentors.

Today, executives and managers are on the ground, interacting with employees to encourage them and coach them through their jobs and careers.

Employees can’t focus at work if they aren’t taking care of their physical and mental health.

By focusing on these elements, organizations can actively create strong cultural environments that represent their values and make their company a great place for employees and customers. Check out my latest book formore on this subject.

What Is Organizational Culture and Why Does It Matter?

It is the set of common values and beliefs that guide the behavior of employees inside a corporation that constitutes organizational culture. Additionally, the conduct of the company falls under the purview of the organization’s culture. In recent years, there has been a growing understanding of the significance of an organization’s culture. In this case, the increased importance placed on the employee experience, the customer experience, and alignment with a brand’s mission and values are all factors to consider.

  1. A major goal of this degree program is to assist students in developing leadership abilities that are focused on enhancing every element of a business.
  2. The primary means of influencing repetitive behaviors is through monetary or non-monetary incentives, as well as fines or punitive actions.
  3. They encourage rivalry and conformity, which can motivate a workforce to achieve the desired outcomes in a method that is easily quantifiable.
  4. Modern firms, however, must be adaptable and ready to pivot at a moment’s notice in order to sustain a competitive edge in an environment of volatility, uncertainty, and apparently constant upheaval.
  5. As part of their expectations for today’s consumers, they also want individualized communication and experiences, as well as constant and responsive product enhancement.
  6. Corporate cultures that foster creativity and collaboration, as well as employee-customer engagement and alignment, are important factors to consider for business executives who want to cultivate transparent organizational cultures.

How Can Leadership Work to Improve Organizational Culture in the Workplace?

Organizational culture can and can be developed by leaders who clearly express what that culture can and should be, while also encouraging others to share in their vision. Involving employees in the building of culture helps to foster a sense of belonging. Leaders who are authentic display and embody the behaviors and values that they like to see in others. They encourage creativity, employee engagement, and productivity by recognizing employees’ accomplishments one-on-one and in a group setting.

  • Taking these measures helps to create a trust-based culture in which every employee has a voice and their views, ideas, and contributions are valued and respected.
  • Taking a growth-oriented attitude to mistakes and disagreement can assist to guarantee that continual development is maintained and improved upon.
  • When taken to its logical conclusion, such alignment might result in homogeneous groupings, which restricts variety.
  • Organizational brand purpose and shared culture may also be integrated by leaders through the integration of common values and culture.
  • This fosters a sense of belonging, mutual appreciation, and alignment, resulting in increased customer loyalty and the ability for staff to participate in real customer interactions.
  • Employee morale may be boosted, customer service can be improved, and a company’s goal can be realized if executives cultivate such a culture inside their organization.
  • The Leadership MBA program at Florida Gulf Coast University is unusual in that it places a strong focus on developing a cross-cultural, people-oriented approach to leading and influencing that is built on authenticity and ethical decision-making.
  • Sources: Achievers: Organizational Culture: What It Is, Why It Is Important, and How It Can Be Improved The Associated Press reports on culture.

Business Plans: 13 Ways to Maintain a Strong Company Culture as Your Business Develops Customer Experience Can Be Improved by Blending Brand and Culture, According to Forbes 5 Ways to Maintain Your Company Culture During Expansion (Inc.)

What is Organizational Culture & Why Does It Matter?

“How we do things around here” is reflected in the culture. It is the common assumptions that a group has developed as a result of its collective triumphs through time that are important. Culture is a strong and sometimes unconscious combination of factors that has an impact on both individual and group behavior. Organizational culture is important because cultural components influence the strategy, goals, and operational procedures of a company, among other things. Leaders must grasp the critical role that culture plays in the performance and success of their organizations if they want to increase performance and success.

The creation of organizational cultures that are supportive of the organization’s mission, goals, and strategy facilitates communication and coordination while also providing a way of coping with change and conflict when they occur.

Call or email Onzelo at 832.377.1031 if you are ready to jump start or accelerate your route to high performance.

How Does Culture Matter in the Face of Globalization?

Experimenting with many cultures has become not only feasible, but also vital and inescapable as a result of globalization. This essay examines how individuals respond to and adjust to the rising globalization and diversity in their lives. We contend that responses to diversity and intercultural engagement are not universal and are molded by one’s own cultural experiences. The entrance of other cultures and peoples gives a frame of reference through which to reconcile and negotiate these inflows.

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Culture and individual variations, such as a belief in the essentialism of race, are investigated in terms of how they influence reactions to intercultural encounter.

Culture as priming; essentialist theories of race; globalization; intercultural interaction; lay theories of race; multicultural identities; multiculturalism; multiple cultural exposure

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When Does Culture Matter in Marketing?

The study investigates the conditions in which culture has an impact on consumer purchasing decisions. As a result of information being digested in a superficial and spontaneous manner, cultural biases have an impact on purchase behavior. You’ll need to upgrade your PC. You go on to the internet and spend some time carefully examining the websites of several vendors to discover which one is the greatest match for your requirements. You’re convinced that you’ve made up your mind. Then, while you’re speeding down the highway, you come across a billboard advertising a completely other computer.

  1. What exactly is going on?
  2. In other words, the cases in which culture matters—and the ones in which it does not—are discussed in detail.
  3. Donald Briley of the University of Sydney and Jennifer Aaker, the General Atlantic Professor of Marketing at Stanford Graduate School of Business, have published a paper on this complicated and under-examined topic.
  4. If you saw that roadside billboard, you were probably impacted by advertising that was tailored to your unique cultural background.
  5. According to an experiment conducted at a California university with an ethnically diverse student body, Anglo and Asian American students at a Welch’s grape juice commercial were asked to see advertisements for the product.

In terms of their attractiveness, half of the advertisements were “promotional.” To put it another way, they concentrated on the benefits that might be had from drinking the juice — for example, “Welch’s grape juice may lead to better energy levels, is delicious as well as energetic, and is enjoyable to drink.” All of the other advertisements made “preventive” appeals, in which they highlighted problems that could be avoided by drinking Welch’s grape juice — for example, “Welch’s grape juice can lower the risk of certain cancers and heart disease, helps keep arteries clear so that blood can flow freely, and is healthy to drink.” The findings were both interesting and informative.

When asked about their first reactions to the advertising, Asian American participants strongly preferred the preventative messages; Anglo Americans, on the other hand, strongly preferred the promotional messages, considering them as more effective.

Chinese subjects, on the other hand, who tend to place a high value on safety and security, as well as more interconnected ways of perceiving the world, were supposed to concentrate on the negative effects of their actions or decisions.

However, as individuals participated in more careful consideration, the discrepancy between the two groups disappeared. When asked to be more thorough in their judgments, there were no statistically significant differences in the two groups’ ratings of the advertising’s efficacy.

Cultural vs. Personal Knowledge When Making Consumer Judgments

Cultural impacts on consumer purchase decisions are investigated in the context of various scenarios. When information is processed quickly and spontaneously, cultural biases can have an impact on purchase behavior. The machine you currently have is not up to scratch anymore. You go on to the internet and spend some time carefully examining the websites of several vendors in order to discover which one is the greatest match for your requirements. So you’ve come to a decision, right? While driving down the highway, though, you come upon a billboard advertising an other type of computer.

  • Was there a miscommunication here?
  • In other words, the cases in which culture is important—and the ones in which it is not.
  • Donald Briley of the University of Sydney and Jennifer Aaker, the General Atlantic Professor of Marketing at Stanford Graduate School of Business, have published a paper on this complicated and under-examined topic.
  • If you saw that roadside billboard, you were probably impacted by advertising that was targeted to your specific cultural background.
  • During a pilot research conducted at a California institution with a varied ethnic population, Anglo and Asian American students were invited to see advertising for Welch’s grape juice, which they did.

The attraction of half of the advertisements was “promotional.” To put it another way, they concentrated on the benefits that might be acquired from drinking the juice — for example, “Welch’s grape juice may lead to greater energy levels, is delicious as well as energetic, and is enjoyable to drink.” All of the other advertisements made “preventive” appeals, in which they highlighted problems that could be avoided by drinking Welch’s grape juice — for example, “Welch’s grape juice can lower the risk of some cancers and heart disease, helps keep arteries clear so that blood can flow freely, and is healthy to drink.” Insightful conclusions were drawn from the study’s findings.

In the survey’s instant response section, Asian Americans strongly preferred the preventative messages; Anglo Americans had the opposite reaction, believing the promotional messages to be more successful.

However, because Chinese subjects have a strong desire for protection and security, as well as more interconnected ways of perceiving the world, it was assumed that they would focus on the negative effects of their actions or decisions.

However, as individuals participated in more in-depth debate, the discrepancy was eliminated. When asked to be more thorough in their judgments, there were no statistically significant differences in the two groups’ ratings of the advertising’s efficacy.

Implications and Significance of the Research

The findings of this study have significant ramifications for the branding and worldwide marketing activities of consumer-oriented businesses. After all, preconceived beliefs about cultural differences serve as the foundation for many worldwide marketing communications campaigns as well as global brand management initiatives. Indeed, the perceived relevance of cultural concerns has grown in recent years, aided by new technologies that enable marketers to contact customers across national borders and across generations.

Take, for example, the efforts of Nike, IBM, and Google.

For example, according to this research, marketing messages that are based on culturally particular values may be most effective when commercials are quick and targeted (e.g., online banner ads, roadside billboards).

For example, despite the fact that multiple research have revealed that cultural differences are extremely important to consumers, other studies have found that such differences are not always present.

According to the findings of the current study, this might be attributable to variances in the situations in which individuals submit their replies.

When does personal knowledge take precedence over social and cultural norms?

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