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2011, Raj Mudhar - rajile.com
Cultural ArchitectureRaj MudharAgile 2011
http://jeffersonsrebels.blogspot.com/2011/02/is-it-conceivable-for-multiculturalism.html
2011, Raj Mudhar - rajile.com
Bio - Raj MudharCultural:
Employer:
Job:
Career:
Interests:
Born in Leeds, England, Father from Uganda, Mother from India, live in Canada and work around the world.
Alcatel-Lucent - 70000+ employees operating in 100+ countries. www.alcatel-lucent.com
Agile Servant Leader - helping our Wireless business transform, serving 9000+ employees.
16+ years in telecom as a programmer, manager, cross-company partnership leader, and head of R&D for the Korean 3G telecom market.
Culture, food, music.
Blog: http://rajile.com - Twitter: rmudharLinkedIn: http://ca.linkedin.com/in/rajmudharE-mail: raj@ripnet.com - raj.mudhar@alcatel-lucent.com
2011, Raj Mudhar - rajile.com
Acknowledgements
Linda Robinson, Nirmal Kaur Mudhar, and Kanwal Mudhar-Graham - who tested my thinking.
Chitra Kasthuri, François Morin, Yong Wang, Lv Yi, Robert Tingaud, and Catherine Louis who shared their perspectives.
All the people on every international project I ever worked on who taught me to be culturally aware.
2011, Raj Mudhar - rajile.com
Delivering Great Products that Customers love!
2011, Raj Mudhar - rajile.com
The True Story of a Cartesian Thinker
Part #1
2011, Raj Mudhar - rajile.com
“The way I was...“
Cartesian thinker - linear, abstract, command & control mindset
History of success in the past using traditional methods
Experienced and respected
Plan-driven Waterfall as the default
2011, Raj Mudhar - rajile.com
Now...
Lead an Agile program, using Scrum & some XP (12 teams and growing)
Adopting Servant Leader principles
Aggressive impediment remover
Trust in teams
2011, Raj Mudhar - rajile.com
Exercise
List one cultural stereotype from your own culture or one that you know well.
2011, Raj Mudhar - rajile.com
Artifacts & ProductsThe visible signs of culture.
This is the WHAT of culture - What you see, hear, taste, smell.
The source of cultural stereotypes
Misunderstanding happens when you apply your own rules and filters out of context.
2011, Raj Mudhar - rajile.com
Rules and Filters
2011, Raj Mudhar - rajile.com
Exercise
List a value and a norm from a culture you know.Value = How I aspire to behaveNorm = How I am expected to behave
2011, Raj Mudhar - rajile.com
Values & Norms
Values are the WHY of culture
Norms are HOW we live the values
2011, Raj Mudhar - rajile.com
Exercise
Ask yourself the five-why’s of a cultural value.How long did it take before you arrived at a point that defies explanation?
2011, Raj Mudhar - rajile.com
What is Culture?
Basic Assumptions
Implicit
Norms and Values
Artifacts and Products
Explicit
Culture directs our actions
Like breathing - you don’t even think about
it.
Norms - how I should behave, Values - how I
aspire to behave
What you see, taste, smell, visible signs, source of stereotypes
Source: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
Korean/French TeamOk! We have a decision
A BTime passes...
French - let’s see where we are on the path to B.
Korean - let’s see where we are on the
path to C.
A
C
B
2011, Raj Mudhar - rajile.com
Exercise
Create a narrative of what you think could have happened to cause the disconnect between the French and Korean team members.
What rules and filters did you apply? What values and norms were at play?
2011, Raj Mudhar - rajile.com
Culture MapEgalitarian Hierarchical
Informal Formal
Individual Group
Transactional
Direct
Interpersonal
Indirect
Fluid Controlled
StructuresStyle
InterestsRelationship
CommunicationTime
ControlInternal External
MotivationBalance Status
Source: ALU CUlture Wizard
2011, Raj Mudhar - rajile.com
ExerciseA Scrum team does not have healthy conflict. The team exhibits a lack of commitment and finger-pointing. Consider a:
French Scrum team
Chinese Scrum team
American Scrum team.
Use the culture map for help.
What “could” be the problem?M.C. Escher
2011, Raj Mudhar - rajile.com
Cultural DimensionsUniversalism Particularismversus
Communitarianism Individualismversus
Neutral Emotionalversus
Diffuse Specificversus
Achievement Ascriptionversus
Rules Relationships
The Group The Individual
The range of feelings expressed
The range of involvement
How status is accorded
Source: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
Grey ZoneEach cultural dimension is a continuum
There is no one right place to be on the continuum - all is dependent on the context
We run into trouble when we attempt to simplify... stereotyping
Context is everything
2011, Raj Mudhar - rajile.com
The True Story of a Cartesian Thinker
Part #2
2011, Raj Mudhar - rajile.com
Triggers for Change
Failure - a sense of urgency.
Simple, testable methods.
Recognized my culture, background, education was getting in the way.
International experience taught me to keep an open mind.
2011, Raj Mudhar - rajile.com
Conclusion
2011, Raj Mudhar - rajile.com
A little bit of knowledge is a
dangerous thing
CAUTION
2011, Raj Mudhar - rajile.com
Over 40/Under 40My Korean Friend
2011, Raj Mudhar - rajile.com
Think Fractals, Layers
2011, Raj Mudhar - rajile.com
2011, Raj Mudhar - rajile.com
Q & ABlog: http://rajile.com - Twitter: rmudharLinkedIn: http://ca.linkedin.com/in/rajmudharE-mail: raj@ripnet.com - raj.mudhar@alcatel-lucent.com
2011, Raj Mudhar - rajile.com
Back-Up
2011, Raj Mudhar - rajile.com
UniversalismApply rules and
procedures universally to ensure equity and
consistency although...
We do not want to drown in chaos or lose
our sense of central direction so we must...
We do not want to degenerate into rigidity and bureaucracy so we
must...
Encouraging flexibility by adapting to particular
situations. However...
Central Guidelines with local
adaptations and discretion
ParticularismSource: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
IndividualismEncourage individual
freedom and responsibility, however...
We need to avoid conformism and slow decision-making so
we must...
We do not want to degenerate into self-
centeredness or forced compromise, so we must...
Encourage individuals to work for consensus in the
interest of the group, although...
Give clear objectives that
need individual
initiative and accountability
to succeed
CommunitarianismSource: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
Specific, Low ContextThe quality of the
product
can be developed because it ultimately
is a guarantee for
needs to be developed so that eventually
The quality of the relationship
Diffuse, High ContextSource: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
AchievementWe need to reward
what our people achieve based on skill, but...
We do not want to be hindered in our achievement
by not challenging the status quo, so...
We want to avoid the instability that comes
from only valuing recent performance, so we must...
Respect who our people are based on their experience,
although...
Respect what people are so we can better take advantage of what they do
AscriptionSource: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
Patterns of SpeechAnglo-Saxon - silence is uncomfortable - take turns speaking, interrupting is rude
Latin - interrupt often to indicate interest and engagement
Asian - Silence to process what is said is a sign of respect
2011, Raj Mudhar - rajile.com
Showing EmotionFrench, Italian, Spanish - showing emotion is prevalent - words are not enough
American - show emotion but separate it from rational, objective argument
Korean - within “clans” emotion is ok but with outsiders, it is not
2011, Raj Mudhar - rajile.com
The Boss Outside Work
China - the boss is the boss outside work - significant influence
France/USA/Finland - the boss is just another person outside work - limited influence
2011, Raj Mudhar - rajile.com
Corporate CultureHierarchical
Egalitarian
TaskPerson
Family (Latin)
It’s who you know - your network
Power oriented
Eiffel Tower (German)
Structure, titlesExpertise
Incubator (Silicon Valley)Management by passionControlled ChaosDriver to work here is
learning more than money
Guided Missile (Anglo-Saxon)
Mgt. by ObjectivesMBAsNot people focused
Source: Trompenaars/Hamden-Turner
2011, Raj Mudhar - rajile.com
Corporate CultureHierarchical
Egalitarian
TaskPerson
Where does your
company’s culture
fit? Single or
multiple cultures?