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Multiculturality and Global Identity of the Global Indonesians
Dr. Hana PanggabeanFaculty of Psychology
Atma Jaya Catholic University of Indonesia
Topics
1 Indonesia in Global Context
2 International Exposure and Intercultural Competence
3 Multiculturality and Global Identity
4 Methodology
5 From Multiculturality to Global Identity
6 Recommendations2
“Indonesia belongs to fast growing economies” 2011 Asian Development Bank Report "Realizing the Asian Century
“From 16th to reach 7th in 2030.”2012, McKinsey Global InsDtute: The archipelago economy Unleashing
Indonesia's potenDal.
“Posi5ve economic growth among the new emerging economies”
2009 Goldman Sachs, Global Economics Paper No.192
“Between 2004-‐2012…high GDP growth has been a great achievement” Indonesia Finance Today: Indonesia’s economic review 2004-‐-‐-‐2012
“Indonesia’s economy will likely break into the top 15 in the world in the next decade or so”2013 Boston ConsulDng Group Report: Growing Pains, LasDng Advantage: Tackling Indonesia’s Talent Challenges.
World economics reports predict positive future for Indonesia in the new global economy
Indonesian Predictions (1)
4
To build world-‐class labor forces2011 Asian Development Bank Report
Low innova5on & crea5vityGlobal InnovaDon Index
Boston ConsulDng Group & INSEAD, 2011
Indonesian Challenges : People Quality
5
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The Eight Building Blocks of Talent and Leadership����������������������������������������������������������������������������������������������������������ƽ��������������������������ǀ����������������������������
Senior management Middle management Entry level
20202011
1.0
1.5
2.0
0.0
0.5
Millions of people Millions of people Millions of people
Demand Supply
15
20
5
10
0
20202011
5
020202011
25
20
15
10
With shortage of leadershipskills and global exposure,quality gap is larger than
quantity gap
Shortages in both quantityand quality will worsen
Quantity gap will widen.Quality gap remains a big
challenge
–6%
–13%
–56%
5%
–17%
0%
Sources:�����������������������������ƾ���������������������������������ƾ������ƾ�Tempo; Globe Asiaƾ����������������������������ƾ��ǀ�ǀ��������������ƾ������������������ƾ��������������������������ǀ
�ĝčĎćĎę�ȵ�ǜ���������������������������������������
Acute shortage of local & global talents
2013 BCG Report
Asian Global LeadersAsian Global LeadersAsian Global Leaders Vietnamese 3
Chinese 45 Bangladeshi 1
Asian Indian 37 Filipino 1
Japanese 17 Malaysian 1
Korean 6 Singapore 1
Pakistani 3 Sri Lanka 1
6
Asian Global Leaders 2010
Source : Leadership EducaDon for Asia Pacifics Inc. (LEAP)’ s report in 2010 (Asianweek, 2011).
Indonesian talents are r e g a r d e d a s h i g h l y c o m p e t e n t , h i g h l y demanded for internaJonal assignments, yet rare to find in global job market.
(Discussions with HR Directors of word class companies, Singapore, March 2012)
?
6
Research Objectives
To explore cultural iden>ty transforma>on from mul>cultural towards global iden>ty , which can
contribute to enhance understanding of Indonesian mul>culturalism
7
Technical knowledge & skill
Mo5va5on
Stress tolerance
Respect for differences
Harmony preserva5on Self Control
Awareness of communica5on
symbols
Language skill
Verbal & non verbal expression AUribu5on
process of informa5on
Cultural empathy
Intercultural Sensi8vity
Intercultural Communica8on Competence
“To be effective in another culture, people must be interested in other cultures, be sensitive enough to notice cultural differences, and then also be willing to modify their behavior as an indication of respect
for the people of other cultures”
(Bhawuk and Brislin, 1992)
Intercultural Competence
Intercultural Competence & Sensitivity
The Benefits of Intercultural Contacts
Go Beyond Comfort Zone“Saya di educated dibimbing, dibina gitu menjadi seperD sekarang. Kalo saya ga keluar dari Indonesia, mungkin saya (akan selalu) takut salah, Ddak ada jam terbang …”
10
Self-‐evalu8on on own culture“Pola pikirnya juga lebih berubah.. kalau di Indonesia saya gak peduli sama yang lebih di bawah, baik adik kelas, pembantu, atau supir. Kalau di Amerika, wah orang-‐orang ini, masih lebih peduli sama mereka yang dibawah,... nah dari sana pola pikir saya beda, lebih mengalah, lebih peduli sama pembantu juga supir…”
Independency“...gak minta uang terus sama orang tua kerjanya juga mulai dari ngeruk salju.. uang jajan habis kemudian baru berasa wah cari uang itu sulit ya.. padahal kalau di Indonesia itu minta uang sampai berantem.”
Self-‐cri8cal“Jadi menurutku memang beda ya antara mereka yang hidup mandiri, sama yang hidup dikelonin sama keluarganya. Jadi beda responsnya. karena mereka hidup sendiri di luar negeri. Harus tanggung jawab sendiri. Kalau di sini kan bangun siang, makanan udah siap, gitu ya. kalau di sana, bangun siang, gak makan tuh ampe siang...”
State of the art of IC Studies (1)
….only a few examine the reflecDve process to build IC
INTERCULTURAL COMPETENCE
Cultural Intelligence Developmental Approach
Situa5onal Approach
Structural ApproachCogni5ve, affec5ve,
behavioral, integra5ve
Perspec5ve of Intercultural Sensi5vity
11
State of the art of IC studies (2)
Introspec*on++Self/reflec*on+Interpreta*on+
Intercultural+Contacts+
(re)+nego*ate++(re)+construct++
Cultural+Iden*ty+
Intercultural+Competence+ 12
Holmes & O’Neill, 2012
The Person
• Cultural idenJty: ‘a genuine culture that forms the person’s basic idenJty during the earliest periods of socializaJon’.
• MulJcultural IdenJty:• Develops through enculturaJon. Individuals learn basic human skills required to live in mulJcultural socieJes, i.e. appropriate emoJon expressions, behavioral and emoJonal control, appropriate communicaJon paWern.
• A dynamic interplay between individuals’ biological nature and social agents
• Global IdenJty:• Strong belief on fundamental unity of all human beings while at the same Jme recognizes cultural differences
• Individuals develop flexibility and suscepJbility to change, that makes them fluid and mobile
14
The Agents
15
Family
Mix-‐cu l ture parents , diversity communiJes (primary familiogenic mulJculturalism
Changing culture (primary idiogenic biculturality)
InternaEonal study
InternaEonal workplace
InternaEonal living
GlobalizaJon(Secondary idiogenic
biculturality)
Methodology
1. Biographical interviews with the parEcipants
2. Up to ten 720-‐degree feedback i n -‐ d e p t h i n t e r v i e w s (subordinates, supervisor, peers and external colleagues as well as friends and family members)
3. O n l i n e p s y c h o l o g i c a l assessment
4. Document s tudy (med i a studies, biographies) to idenEfy career deve lopment and moment of truths.
Data Analysis: Grounded Theory
17
Data CollecEon:
Intercultural Competence: Trait Profile
20
Work aWtude & Work ethics
Strong desires for achievement,
ambiJon, curiosity, willingness to learn
new things
Hard workers, agile, and persistent when
it comes to overcome hardships
Sociability
External social skills are different
Ability to build good social support
Similar Personal Profiles
Different Personal Profiles
21
Tran
sfor
min
g
Global & local career excellence
Natural & Positive Multiculturality
Intercultural Competence
‣ Born into a mix-culture parent.
‣ Grew up in multicultural urban or rural.
‣ Lived with extended family.
‣ Various groups of friends and networks.
‣ Multiple role demands, school or jobs
Career’s critical incidents:
✴ Encounters with foreign bosses / colleagues
✴ Leading multinational team
Harvesting Diversity Benefits for Global Excellence
SharpenBroaden
Developing Multiculturality
22
The Nature of Intercultural Contacts
๏ Natural seXng๏ Associated with
posi5ve experience
At least bicultural primary socializaEon
Primary agent: family and social surroundings
Skills in managing cultural differences
Put oneself at ease in diversity
The Transformation
Started in local context
✦ Foreign Mentors✦ Foreign co-‐workers✦ InternaJonal exposures
Other excellence skills
✦ FacilitaJng leadership✦ RelaJon-‐oriented
management style
The Nature of Mul8culturality
๏ Sharpened & Broadened๏ Diversity excellence for
target aWainment
23
Organizational Implications (1)
1. Cri>cal Factors to Harvest Mul>culturality
24
CriEcal Experience
✴ Exposure to Diversity Experiences
✴ Early Intensive Experiences on Intercultural Learning
✴ InternaEonal Assignment in Early Career
❖ Technical
Competence
❖ Passion to Learn
❖ Self -‐ confidence
Important Traits
Organizational Implications (2)
25
2. Systema>c Learning Process
Building Self-‐
Confidence &Developing AsserJveness
CreaJng (Inter-‐) NaJonal
Talent Pool
✴ SelecJon✴ Support✴ Coaching✴ Training✴ Networking
Transforming the intra-cultural sensitivity into intercultural sensitivity
Foreign colleagues and boss in home country
International Project / Virtual Teams
Intensive Working and Living abroadLeading another cultures
Getting Familiar with International Business Experiences
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