Cross Cultural work

7/25/2019 Cross Cultural work

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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 [email protected]


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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


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


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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Dimension: REGULATING

Expectations on how to manage our work together


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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Dimension: REASONING

Expectations on how to think about problems and present solutions


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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