Dynamic Culture Integration - FH OOE · OP Interactive Learning System Online Automobile Configurator Cross-Media Publishing Globalization Advisor Apple Corp. Korea . Stanford Medical

Cross-Cultural Business Conference 2014 University of Applied Sciences Upper Austria

Dynamic Culture Integration

Understanding and Using Our Intercultural Inheritance

Philo Knowles Holland III, MBA

May 14, 2014

Department of Economics

Business Administration & Industrial Management Cross-Cultural Management

Cross-Cultural Business Conference 2014 - Philo Holland 2

Project Background

Project Scope and Approach

Findings & Initial Results

Overview


Drive

Motivation

Exploring & Challenging Ourselves

CULTURE

Multi-dimensional All-Encompassing

Why Are We Here?


Diversity ❉ Tolerance ❉ Corporate Social Responsibility

International Sales ❉ Supply Chains ❉ Strategic partnerships

Codes of Conduct ❉ Ethics ❉ Corporate Principles

Passing Wisdom and Experiences on to Younger Generations

Cultural Dimensions ❉ Demographics ❉ Cross-Culturalists

Why Are We Here?


Awareness ❉ Empathy ❉ Understanding

Ourselves ❉ Others

Talk ❉ Compare ❉ Analyze

Why Are We Here?


Why Am I Here?

2009 - Time To Take Action

1984 - When It May Have Begun


Isolation Collaboration

1984


Why Am I Here?

Import/Export

OP Interactive Learning System

Online Automobile Configurator

Cross-Media Publishing

Globalization Advisor

Apple Corp. Korea Stanford Medical Center NET works Interactive GmbH Parkstreet AG T-Systems International GmbH

Northern California and Southern Germany

1989

2009

San Francisco

San Francisco

Würzburg

Mannheim

Frankfurt am Main

Financial Controlling

Solution Architect

Solution Architect

Management Consultant

International Project Manager


2004

Why is it becoming increasingly difficult to work and communicate together between departments and across

borders?

Can we doing anything about this?


Frictionless Collaboration Environment


Ten Known Cross-Cultural Models

See Use Share

2004


Ten Known Cross-Cultural Models 2004


Taking Action

Understanding & Using Cross-Cultural Models

No Scientific Relevance

Laid the Foundation for Fundamental Change and Continuous Development

4 YEARS - Testing & Piloting


Supervisory Board Presentation

Top Management Strongly Believed

“You Can Not Manage Culture”


Diversity Think Tank

Embracing Everyone’s Unique Background


Minimum Amount of

Wisdom and Skills Required to

Establish and Sustain Low Friction (highly productive)

Interpersonal Collaboration Capability

Free of (a singular or dominant)

Cultural Influence



The“Right way” is almost always “our way”; that “our way” in one society almost never

corresponds to “our way” in any other society.

Source: http://www.tamu.edu/faculty/choudhury/culture.html

Single-Source Cultural Influence


http://www.tamu.edu/faculty/choudhury/culture.html


Low Friction Collaboration


What is Friction?

fric·tion noun \ˈfrik-shən\ : the act of rubbing one thing against another : the force that causes a moving object to slow down when it is touching another object : disagreement or tension between people or groups of people

Source: http://www.merriam-webster.com/dictionary/friction

http://www.merriam-webster.com/dictionary/friction


Sources: Image: http://www.gmhightechperformance.com. Statistics: Energy requirement estimates are based on analysis of over 100 vehicles by Oak Ridge National Laboratory using EPA Test Car List Data Files.Baglione, M., M. Duty and G. Pannone. 2007. Vehicle System Energy Analysis Methodology and Tool for Determining Vehicle Subsystem Energy Supply and Demand. SAE Technical Paper 2007-01-0398, 2007 SAE World Congress, Detroit, Michigan, April. Bandivadekar, A., K. Bodek, L. Cheah, C. Evans, T. Groode, J. Heywood, E. Kasseris, M. Kromer and M. Weiss. 2008. On The Road in 2035: Reducing Transportation's Petroleum Consumption and GHG Emissions. MIT Laboratory for Energy and the Environment, Report No. LFEE 2008-05 RP, Cambridge, Massachusetts. Baglione, M. 2007. Development of System Analysis Methodologies and Tools for Modeling and Optimizing Vehicle System Efficiency. Ph.D. Dissertation. University of Michigan.

18% LOSS power to wheels wind resistance roll resistance

braking

2% LOSS in accessories

operation

62% LOSS to engine friction, engine-pumping losses, and to

waste heat 6% LOSS in the drive train due to friction and slippage

energy in a

gallon of gas goes into the engine

12% USED to actually move

the vehicle down the road

Mechanical Friction

http://www.gmhightechperformance.com

http://web.mit.edu/sloan-auto-lab/research/beforeh2/otr2035/

http://web.mit.edu/sloan-auto-lab/research/beforeh2/otr2035/


Collaborative Friction

: Misunderstandings : Inaccurate Assumptions & Misinterpretations : Inaccurate Judgments & Blame Triggered by unexpected or uncalled for Behavior, Linguistic Accent, Gender, Skin Color, Origin of Birth, Values, Core Beliefs and Principles Drivers: Religion, Climate, Language, Family History


Image Source: http://justlikecooking.blogspot.de/2012_02_01_archive.html

62% LOSS Inaccurate

assumptions

6% LOSS nonalignment of

information transfer

18% LOSS nonalignment of perceptions & constructivism

2% LOSS in distractions & judgements


the project forward

energy in a

human’s attempt to collaborate

Collaborative Friction

http://justlikecooking.blogspot.de/2012_02_01_archive.html


Inaccurate Assumptions

Effects of Constructivism

Unnecessary Judgements

Nonaligned Perceptions

Nonaligned Information Transfer


the project forward

Reducing Collaborative Friction


Accurate Assumptions

Effects of Constructivism





the project forward


✔ ︎







the project forward


✔ ︎✔ ︎



Necessary Judgements




the project forward


✔ ︎✔ ︎✔ ︎




Aligned Perceptions



the project forward


✔ ︎✔ ︎✔ ︎✔ ︎




Aligned Perceptions

Aligned Information Transfer 50% USED

to actually move the project forward

✔ ︎✔ ︎✔ ︎✔ ︎✔ ︎



Collaborative Friction = Non-Alignment


Imagine

Understanding each other Accurately

Speaking and Listening in Alignment

Discovery before Judgment

Alignment before Project Plan

Independent of Cultural Influence (from a single source)


Project-Based Blended Learning

with Integrated Applied Research

How we are going about it…


How we are going about it…

1

Unique Individuals in Diverse Groups

2 Non-Alignment Agreement / Reduce Friction

3 Measure & Develop Human Integration Potential


Diverse Professions Project Management, Finance, Marketing, Law, Sales,

Procurement, Human Resources, Medicine, Engineering

Professors, Staff and Students from 65 Academic Areas

Diverse Studies

Direct human input from 91 cultures

Diverse Cultures

Unique Individuals in Diverse Groups 1


Applied Research Event Formats Type Size Length

Executive Trainings One-on-one five weeks

Corporate Workshops 10 to 30 adults five days

Industry Presentations 40 to 300 adults two hours

University Classes 12 to 60 students 28 weeks

University Workshops 10 to 40 adults/students five days

University Project Events 50 to 150 adults/students six weeks

Total participants surveyed, tested and trained n = 1392

1 Event Diversity


2 Non-Alignment & Friction

“Know Thyself” Aristotle, Plato, Socrates


Language ❉ History ❉ Climate ❉ Religion

Stereotypes

Culture Shock

Cognitive Processes

Change Blindness

Awareness

Project Management

Guest Speakers Interviews

Simulations

Prejudices

Know Thyself

Identifying Material, Tasks, Exercises…


Order of Reading, Writing, Exercises…

1

2 3

4

5

6

7 8

9

10 11

12

13 14

15


Order of Reading, Writing, Exercises…

1 2 3

4

5

6 7

8 9 10

11

12

13

14 15

53 Hours


3 Human Integration Potential

Implicit

Explicit


Human Integration Potential




63%

40%

72%

70%

67%

68%




Cross-Cultural Business Conference 2014 - Philo Holland

Corporate (Central) Processes & Relationships Business Planning Processes

Business Relationships

Performance Management Guidelines

Functional Service Areas (Profession-Specific) Human Resources Management

Procurement Management Sales & Marketing Management

Pre-Audit Business Culture Integration

44

Cross-Cultural Business Conference 2014 - Philo Holland

Corporate (Central) Processes & Relationships Business Relationships People to People (understanding relationships of project stakeholders)

- How long are existing relationships of the target group? 6 months? 6 years?

- Roles and responsibilities - Existing topics, goals, issues, circumstances, etc.

People to Company Culture Mission, Principles, Philosophy (Unternehmensleitbild): - Integration into the daily tasks of employees. - Relationship between Individual and corporate culture: How do

employees feel about the company culture? How are the principles understood? How well are they lived?

Pre-Audit

45


Initial results

Level of one’s ability to successfully utilize human integration potential is positively

correlated to the cultural neutrality (a kind of ethnorelativism)

of the learning/working environment.


Benefits

Students find it easier to learn together

Schools find it easier to engage foreign students

Companies find it easier to understand problems and find solutions (continuous improvement)


As Unique Individuals

❉

In Diverse Groups

❉

Aligned

❉

Integrated

Why Are We Here?


Thanks

Philo K. Holland, MBA Associate Lecturer

Cultural Integration Advisor Julius-Maximilians-Universität Würzburg

Documents

Dynamic Culture Integration - FH OOE · OP Interactive Learning System Online Automobile Configurator Cross-Media Publishing Globalization Advisor Apple Corp. Korea . Stanford Medical