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TransnationalManagement Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]
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Welcome to:
Cross-Cultural WorkshopSeptember, 2015
Masters in ManagementAlicia Marn MuniesaTMA Worldamuniesa@tmaworld.com
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The world ischanging Key drivers:
Globalization of markets andcustomers
Intensifying competition
Competitive advantage is tiedincreasingly to innovation,problem-solving, andintellectual capital
A more diverse workforcethat needs inspiring andretaining
Greater cross-bordercollaboration with clients,
colleagues and partners withdifferent working styles andexpectations
As we operate in anincreasingly internationalenvironment, we mustdevelop the skills to buildsuccessful relationshipsglobally, as well as locally.
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Overall learningobjectives To:
Recognize the key factorscontributing to cross-culturalcompetence
Apply a model of culture toanalyzing the impact of culturaldifferences on core businessactivities
Identify appropriatestrategies and practices formanaging cross-culturalcommunication and working
challenges
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Todays Agenda
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1. Your challenges, common mistakes
2. What is culture?
3. Defining culture, and applying a model to generate mutualunderstanding: the TMA World Cultural Profile
Relating
Regulating
Reasoning
4. What options do we have and which attributes do we need?
5. Conclusions and key takeaways
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Challenges and common mistakes
Relying too heavily onstereotypes
Not checking assumptionsabout similarity/difference
Not checking interpretations ofmeaning/simplifying
Not learning some of theothers language
Bluffing that he/sheunderstands
Talking before listening andthinking
Rushing to judge others
Showing a lack of interest inanothers culture
Thinking that everyone elsereally wants to be like them
Being too intolerant ofambiguity and uncertainty
Always thinking our wayis best
Pushing too hard to try andchange the other culture
Failure to prepare
Not handling frustration well;getting impatient and losing
ones temper
Going too fast/slow for others
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Culture defined
CULTURE:A shared pattern of preferredvalues, beliefs, attitudes,assumptions, and behaviours thatdefine the way of life of a group.
Some Alternative Definitions: The software of the mind
The personality of a group
A groups operating system
The way we do things
around here
Water for the fish
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What is culture?: The culture iceberg
Assumptions,
Attitudes,
Values
Behaviour,
Language,
Symbols
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The Danger Zone: Stereotypes
TendenciesThe open circle
MODIFIABLE
ObservationsOpen to information on
individual variations
StereotypesThe closed circle
FIXED
OpinionsClosed to information on
individual variations
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The cultural lens
We do not see the world as it is, but as we are.
Self Cultural lens Worldview
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The TMA World Cultural Profile
Reasoning
Relating
Regulating
Cultural Lens
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Relating
Regulating
Reasoning
The TMA World Cultural Profile
Risk Taking - Risk Avoiding Behaviour
Tight - Loose Use of Time
Shared - Concentrated Power
Dimension Cultural orientationsTask - Relationship Focus
Explicit - Implicit Communication
Individual - Group Identity
Linear - Circular Processing
Facts - Thinking Emphasis
Simple - Complex Explanations
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How we manage
Risk Taking
Tight
Shared
Risk Avoiding
Loose
Concentrated
Regulating
How we interact
Task
Explicit
Individual
Relationship
Implicit
Group
Relating
How we think
Linear
Facts
Simple
Circular
Thinking
Complex
Reasoning
The TMA World Cultural Profile
Your Cultural Profile
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Country Navigator e-Tool (powered by LearnSpace)
Personal Cultural Profiling
Information about more than 87countries / 100,000 people in DB
Flightpacks
12 month-access
http://countrynavigator.learnspace.com/security/login
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Looking through the TMA World Cultural Profile
Dimension: RELATING
Expectations on how to interact appropriately with others
Cultural orientations
Task
Impersonal. Lets get down tobusiness. Rules before relationships.
Relationship
Personal. Can I trust you? Are youloyal? Relationships before rules.
Explicit
Meaning is stated directly.Say what you mean, andmean what you say.
Implicit
Meaning often has to be inferred fromwhat is said and not said, and bodylanguage.
Individual
Me before we.
Group
We before me.
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Key takeaways: RELATING
Expectations on how to interact with others
Adapting to the Task Way
Get down to the business specifics as quickly as possible
Dont take the relatively impersonal interaction of yourcounterpart to be disrespectful and uncaring
Dont take the impersonal rules before relationshipspreference as a lack of trust in you
Adapting to the Relationship Way
Build-in lots of time for getting to know you activities. Control thefeeling that this is a waste of your time
Be prepared to answer personal questions
Understand the degree to which you can bend the rules to localcircumstances and relationships
Adapting to the Explicit Way
Do not be personally affronted by direct, blunt statements
Put things in writing if you find speaking directly to be toochallenging.
Meet in an informal setting where you may feel morecomfortable speaking your mind.
Adapting to the Implicit Way
Soften direct instructions with statements like May I suggest, orPerhaps we might. Ask rather than tell
Read between the lines was that Yes really a Yes?
Never give direct criticism, especially in public
Adapting to the Individual Way
Give individual praise, recognition, and rewards.
Expect to compete with colleagues. Dont be too modest
Develop your assertiveness. Dont be rushed or intimidated
Adapting to the Group Way
Give praise and recognition to the group rather than single
individuals
Build in time for consensus-building when making decisions. Workto fulfill team goals
Do not be competitive with your colleagues. Demonstrate loyalty
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Looking through the TMA World Cultural Profile
Dimension: REGULATING
Expectations on how to manage our work together
Cultural orientations
Risk Taking
Make change happen;act decisively. New is good.
Risk Avoiding
Avoid change. Steady, but sure.Stress continuity.
Tight
Be punctual, control time.Time is money.
Loose
Be flexible, go with the flow.Things will happen in their own time.
Shared
Distribute power and authority withinthe group.
Concentrated
Focus power and authority on specificpeople in the group.
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Key takeaways: REGULATING
Expectations on how to manage our work togetherAdapting to the Risk Taking Way
Embrace the unknown as providing potential opportunities
Demonstrate your ability to take initiative and makecalculated risks
Become comfortable with the trial and error approach
Adapting to the Risk Avoiding Way
Expect to operate within clearly defined roles with many rules andprocedures
Dont take unnecessary risks or ask others to do so. Security is apriority
Expect to engage in rigorous planning and scenario planning
Adapting to the Tight Way
Be punctual and efficient. End meetings at the agreed time
Compartmentalize your time commitments and time-controlyour activities, so that your productivity is measurable andpredictable
Clarify upfront how much time is available for each party
Adapting to the Loose Way
Be punctual, but dont become upset if the meeting doesnt begin
or end on time. Recognize your counterpart may have differentpriorities
Stay focused on building relationships not meeting arbitrarydeadlines
Dont be a slave to schedules
Adapting to the Shared Way
Become comfortable challenging your boss if you have adifferent view
Expect individual freedom: take the init iative
Learn how to influence and persuade without formal authority
Adapting to the Concentrated Way
Use appropriate titles and demonstrate respect and deference tothose in authority
Recognize that information will not flow as freely in a hierarchicalsystem. Develop a network to help you
Make indirect suggestions rather than question leaders openly. Beloyal
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Looking through the TMA World Cultural Profile
Dimension: REASONING
Expectations on how to think about problems and present solutions
Cultural orientations
Linear
Analytical, step-by-step processtoward solution.
Circular
Focus on exploring and integratingperspectives in a relativelyunstructured way.
Facts
Emphasis on data and concreteexperiences.
Thinking
Emphasis on reasoning, concepts, andlogic.
Simple
Focus on essentials with little context.
Complex
Focus on developing a detailed,contextual understanding.
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Key takeaways: REASONING
Expectations on how to think about problems and
present solutionsAdapting to the Linear WayBreak a problem down into small chunks, and identify asimple, systematic process for solving it
Dont over-analyze problems. Focus on action and gettingresults
Present your ideas logically rather than as they occur to you
Adapting to the Circular Way
Understand that your counterparts may see the world as beingmore complex than you
Visualize the big picture and not just the individual bits and pieces
Be patient with the more organic process of arriving at decisions.Dont show frustration or push too hard
Adapting to the Facts Way
Support your ideas with relevant data
Structure your projects so that there are always measurableoutcomes
Work from the specific to the general
Adapting to the Thinking Way
Use data to support logical argument and theory. Dont try to letdata speak for itself
Respect the idea that there is nothing so practical as a goodtheory
Demonstrate your value as a thinker
Adapting to the Simple Way
Focus on conclusions, possible action points andrecommendations. Get to the point quickly
Distinguish between nice to know and need to know
Keep it brief!
Adapting to the Complex Way
Be patient with explanations that appear lengthy or overly-detailed
Listen actively and dont lose concentration. Let the argumentevolve
Understand the depth of context required and provide it
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Strategy - five key options
Adapt
Blend
Co-create
Divide
Enforce
ADAPT
I/we adjust behaviours to accommodate the other
BLEND
The best approach is a mix of your way and my way
CO-CREATEWell develop a new way that works for both of us
DIVIDE
You do it your way, and well do it our way
ENFORCEWe have to do it this way
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10 personal attributes for Cultural Intelligence
Do you displaythis attribute?
(10 = always,1=never)
Adaptability Ability to adjust to changing circumstances and situations
Cooperation Willingness and ability to work with others for mutual benefit
Curiosity &Learning
Desire to find answers to questions like who, what, where, why, and how?
EmpathyBeing aware of and sensitive to the feelings, thoughts, and experiences ofothers
Objectivity Ability to look at people and viewpoints without bias
Patience Willingness and ability to give others time to learn and adjust
Perceptiveness Ability to accurately identify differences and similarities between people
Resilience Being able to keep going despite difficulties and setbacks
SelfAwareness
Understanding ones own habitual ways of thinking and behaving and theirpotential impact on others
Warmth Ability to generate good feelings in relationships
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Beginning tomorrow, I will
Start...
Stop...
Continue
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Key takeaways
Assume differences until similarity is proven.
Understand your own cultural orientations and their impact.
Understand the orientations of the other culture(s) and theirimpact.
Familiarize yourself with the other cultures customs, traditions,body language, etc.
Set realistic objectives and timeframes.
Work with a culture rather than against it and create value out ofdifferences.
Relate to individuals not stereotypes.
Listen, observe, think, and then talk.
Keep learning. Learning to understand other cultures is an ongoingprocess.
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What you say about people from another culture
often says more about you than about them.
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Thank You
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