But soft power includes a number of different activities, while a country`s relationship with the rest of the world includes of course both hard power and soft power. This is what emerges from this graph that shows the range of possibilities of a country with other countries, from aid to military action. You can infer from that that there is a clear overlap between certain aspects of cultural relations, cultural diplomacy and – another term – public diplomacy. Cultural contracts deal with the degree to which cultural values are exchanged between groups.  It broadens the theory of identity negotiations and the theory of reducing uncertainty by focusing the definition of the negotiating experience from the perspective of minority groups in the management of majority cultural norms. The theory of cultural contracts was developed in 1999 by Dr. Ronald L. Jackson, an identity scientist and professor of media and film studies at the University of Illinois at Urbana-Champaign. How should leaders think of the two types of cultural diversity studied in this study? One simple example is one way to identify the difference between composite cultural diversity and content diversity. On the other hand, a company that has too much cultural homogeneity may end up with a rigid culture that lacks diversity of ideas. Lack of cultural diversity in the workplace can undermine creativity and innovation, make it more difficult for companies to access new business opportunities and a company`s ability to attract and retain talent from different backgrounds. Each country must decide how it wants to confront the world in the 21st century and be seen by it – an arena increasingly crowded with competing, sometimes deliberately misleading information and projections.
Cultural diplomacy and cultural relations are an essential instrument of this commitment and it is important that each country and society take seriously the opportunities and challenges they entail. The researchers described corporate culture as divided when their critics evoked separate cultural themes, with little overlap between different critics – what the authors call “compositional heterogeneity.” Similarly, they viewed corporate culture as having different cultural themes, when their criticisms evoked a wide range of common cultural themes, instead of focusing on a small number of concepts – what the authors call “the heterogeneity of content.” What is the right balance between cultural agreement and diversity in corporate culture? And what is the impact on the real evolution of business for companies? Promoting cultural and intercultural dialogue for peaceful relations between communities An important principle of many effective cultural relations is their independence from the government, even if they can be financed entirely or significantly by the state. Thus the British Council – and other equivalents such as the Goethe Institute – are separated from the government of their country in legal and organisational terms.