How to leverage cultural differences as a leader of multicultural teams and projects

This document contains proprietary information of Sophie Caroline Vanel.

No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016

To contact the author please email at [email protected]

How to leverage our cultural differences ?

When the whole is greater than the sum of its parts*

JULY 2015 BY SOPHIE CAROLINE VANEL

Anonymous version

*Confucius

1+1 >2




Agenda Cultural Orientation Framework ™

Key outcomes

High Level Team Analysis

What the team thinks about the exercise

Detailed Team Analysis

1. How to make good use of our Sense of Power and Responsibility

2. How to make good use of our Time Management Approaches

3. How to make good use of our Definitions of Identity and Purpose

4. How to make good use of our Organizational Arrangements

5. How to make good use of our Notions of Territory and Boundaries

6. How to make good use of our Communication Patterns

7. How to make good use of our Modes of Thinking

2





Key outcomes











3




Cultural Orientations Framework Assessment

What is the COF Assessment™?

It is a questionnaire developed and based on the Cultural Orientations Framework (COF) by Philippe Rosinski, described in his book Coaching Across Cultures (Nicholas Brealey Publishing, 2003, www.CoachingAcrossCultures.com)

The COF builds upon the findings of anthropologists, communication experts, and cross-cultural consultants, including Florence Kluckhohn and Fred Strodtbeck, Edward Hall, Geert Hofstede, and Fons Trompenaars, among others

The COF is an integrative framework designed to assess and compare cultures. It includes a range of cultural dimensions/orientations (17) grouped in seven categories*:

1. Sense of power and responsibility

2. Time management approaches

3. Definitions of identity and purpose

4. Organizational arrangements

5. Notions of territory and boundaries

6. Communication patterns

7. Modes of thinking *See the 17 detailed cultural dimensions sent out to you

4

http://www.coachingacrosscultures.com/








What is a cultural orientation?

It is an inclination to think, feel or act in a way that is culturally determined

For example, in the United States, people tend to communicate in a direct fashion, saying what they mean, and

meaning what they say. The message is clear, but it can also be perceived as offensive. Their cultural orientation,

then, is “direct communication,” in contrast with Asians’ typical indirectness. Asians don’t necessarily spell out what

they mean, at the risk of being misunderstood, because they wish to avoid hurting someone’s feelings

Cultural orientations are not black or white

In other words, no one is totally direct or indirect, but individuals and cultures lie somewhere on a continuum bounded

by the extreme on both ends. For example, you may be inclined to be direct 75 percent of the time and indirect the

remaining 25 percent. In other words, your cultural orientation, on the “direct-indirect communication” cultural

dimension, is primarily “direct communication”

To function efficiently as a group, we need to find a balance between our primary orientations and our ability to

adjust to the opposite orientation. When we have to use a cultural orientation which is not primarily ours, according to

our position on the continuum, it requires we use more or less energy to adjust and use it

5




What is the aim of this analysis?

It is important to be aware of our differences because…

…most of the time, conflicts are the result of misunderstandings rather than disagreements

…we have different ways of working, and different needs and perceptions. So if you feel

disturbed by something in the dynamic of the group or by someone in the group, try to check

out the profiles first…it might help you understand the other and adjust, or on the contrary

point, learn what disturbs you and express your needs to the group

…it is the best way to create synergies, leveraging our respective strengths

6





Key outcomes











7




Modes of Thinking

7

Deductive Inductive

Analytical Systemic

Communication Patterns

6

High-Context Low-Context

Direct Indirect

Affective Neutral

Formal Informal

Notions of Territory and Boundaries

5

Protective Sharing

Organizational Arrangements

4

Hierarchy Equality

Universalist Particularist

Stability Change

Competitive Collaborative

Definitions of Identity and Purpose

3

Being Doing

Individualistic Collectivistic

Cultural Orientation Framework ™

Categories

Time Management Approaches

2

Scarce Plentiful

Monochronic Polychronic

Past Present Future

Sense of Power and Responsibility

1

Control Harmony Humility

Dim

en

sio

ns

8




Modes of Thinking

7

Deductive Inductive

Analytical Systemic

33%

67%

67%

33%


6

High-Context

Low-Context

Direct Indirect

Affective Neutral

Formal

Informal

44%

56%

78%

22%

100%

0%

33%

67%


5

Protective

Sharing 33%

67%


4

Hierarchy

Equality

Universalist

Particularist

Stability

Change

Competitive

Collaborative

33%

67%

44%

56%

22%

78%

11%

89%


3

Being Doing

Individualistic

Collectivistic

89%

11%

44%

56%

Team orientations profile

Categories


2

Scarce Plentiful

Monochronic

Polychronic

Past Present

Future

100%

0%

44%

56%

22%

22%

56%


1


78%

11%

11%

- Analysis based on 9 individual profiles from 9 nationalities: UK/Finland, Germany/Austria, France, Belgium, Singapore/Malaysia, USA -

Dim

en

sio

ns

9




Modes of Thinking

7

Deductive Inductive

Analytical Systemic

33%

67%

67%

33%

O A 44%

100%

67%

89%


6


Direct Indirect

Affective Neutral

Formal Informal

44%

56%

78%

22%

100%

0%

33%

67%

O A 78%

67%

67%

56%

89%

33%

44%

100%


5

Protective Sharing

33%

67%

O A 44%

89%


4

Hierarchy Equality


Stability Change


33%

67%

44%

56%

22%

78%

11%

89%

O A 33%

100%

22%

100%

22%

89%

33%

100%


3

Being Doing


89%

11%

44%

56%

O A 100%

78%

56%

67%

Team orientations and abilities profile

Categories


2

Scarce Plentiful


Past Present Future

100%

0%

44%

56%

22%

22%

56%

O A 67%

33%

56%

89%

78%

67%

33%


1


78%

11%

11%

O A 89%

78%

67%

Dim

en

sio

ns

O A Orientation Ability

10

- Analysis based on 9 individual profiles from 9 nationalities: UK/Finland, Germany/Austria, France, Belgium, Singapore/Malaysia, USA -




What does it tell us as a group?

A dominant orientation towards the Control, Change and Future orientations, is supported by the belief that

we have the power over our environment, an unlimited one (characteristic from Western cultures)

Time is scarce for all of us but nearly half of the team is oriented towards the monochronic time

management approach

We primarily focus on the group, the quality of the relationships, and equality and human contact. We use

our feelings/emotions as a first key to understand our environment - mainly oriented towards the Being,

Collectivistic, Equality, Particularist, Collaborative, Sharing, Affective, Informal and Inductive orientations

Our communication pattern is balanced in the team between explicit (words) and implicit (body language,

gesture, attitudes etc) modes, with the tendency to talk directly of the disagreement topics

We primarily see the details but we show a good ability to gather the pieces and see the picture as a whole -

mainly oriented towards the Analytical orientation

Dominant team profile

11




How can we work together?

Time needs to be structured with deadlines and agendas – it can be a source of high stress for monochronic oriented people

Relationships need to be fed with human contact, ideally face-to-face: it is one key source of fuel for the team. It is necessary to feed the “being” and “high-context/implicit” orientations to trigger the “doing” one. Organizing one face-to-face team meeting would boost the energy of the team

Encouraging feedback on the personal interactions and business-related topics helps activate a virtuous circle of motivation. On the contrary, absence of feedback is perceived as negative feedback for implicit-oriented communication people

The search for harmony among the team members and the fact that the quality of the relations take precedence over the disagreements could prevent us from being challenging and creative enough

We need to be careful about our communication patterns as we are a mix of explicit/implicit, direct and indirect primarily orientated members. One option is to be clear and firm in the content but soft and tactful in the delivery

Micro-management would not be accepted, on the contrary it would be an obstacle to productivity. Autonomy, accountability and trust among the team members and from the project leader are attitudes to leverage

Needs and Warning points

Attitudes valued:

- Action, Work, Autonomy, Proactivity and Dedication

- Accountability and Empowerment

- Teamwork

- Solidarity

- Knowledge and knowledge sharing

Self-fulfilling prophecy : dreams and objectives can come true, whatever the context and the limits; It encourages an “out-of-the box thinking” attitude

Harmony and positive spirit among the team members

is crucial

Globally speaking we have a good ability to use our non

–preferred sides of the dimensions to adjust to others

on the team

Positive impacts for the dynamic of the team

12





Key outcomes











13




“It was interesting to see how much synergy there

was for the team. We seem to be closely aligned

on a lot of the dimensions”

“I think if we can at least show our own score to

our leaders it would inform them of some

strong areas we possess as well as opportunities

for development”

“What was new for me is looking into

dimensions from a cultural and team

perspective”

“I liked being able to compare myself to

others. This information can help us understand

our differences and perhaps how we

approach things with certain individuals”

” This is a great way to evaluate and gain insight

in a nonbiased way”

“This analysis is extremely helpful for the person leading the team!”

“it is useful to work as a team as you can then

understand its dynamics better and assign

particular type of work to different people”

“It will be important to adapt my communication style during the project. I noticed that I was on the opposite side of the bulk

of the team – This exercise is very helpful”

«

“I liked the results of the Time Management

Approach. I wasn’t expecting so many people oriented

towards the future because I was more judging their

ability (which then corresponds with my

expectation)”

” I was happy to see how collaborative this team is

considering it’s a very new team. I’m not sure how the

team members were chosen but whomever chose the

team members had a sense of what would make a good

team”

“We show great ability to understand the needs and

requirements of the practice line”

”It might give us a good overview on who of our champions might have a

big or small impact on the rest of the organization”

“The fact that we were all closely aligned on the

“being” within identity and purpose is great for us to lead Change Management

initiatives for our office and for client engagements”

“Fantastic job! I loved the Needs/Warning points on

each slide. I need to remember to go back to

these slides and use those points during the project”

” I thought it was interesting that the team is focused and driven by work life balance

and personal development and informal work style. It makes

me think that we all chose this profession/company for a

reason”


14

https://teams.aexp.com/sites/gbt_visual_id/Square Cropped Photos/_0051_Layer 82.jpg









Key outcomes











15




How to make good use of our Sense of Power and Responsibility

Orientation Abilities

Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good

Control Harmony

Need to be informed and kept in the loop to stay in control

Risk of lack of tolerance towards others’ weaknesses and differences and could be perceived as arrogant or naïve

Risk of feeling guilty when things do not turn out the way they should be: we take responsibility for failures

We don’t have an unlimited power over our environment and need to take into account inevitable limits

A dominant orientation towards the control side of the dimension, supported by the belief that we have the power over our environment, an unlimited one (characteristic from Western cultures)

Balanced by 2 team members who tend to include the limits of nature, as it is the obvious second half of human kind (balance between the Yin and Yang, typical from Asian cultures)

Globally good ability from the team to adjust to the other sides of the dimension

Attitudes valued: Work, Autonomy, Proactivity and Dedication Accountability and Empowerment

Self-fulfilling prophecy which stimulates an “out-of-the box thinking” spirit

Energy re-directed if needed towards achievable targets and results, taking into account natural limits and people


Team profile

Control Humility Harmony Poor Fair Excellent Limited Good

Humility

Control Humility

People have a dominant power and responsibility to forge the life they want

Accept inevitable natural limitations

Harmony

Strive for balance and harmony with nature

1 3 4 5 6 7 2 Category

H

G

D

C

B

F

A

E I

78%

F D

G

H

C

B

A

E I

89%

F D G H

C

B

A

E

I

78%

F

D

G

H

C

B

A

E

I

66%

Needs/Warning points

16





Key outcomes











17




1 3 4 5 6 7 2 Category

Dimension 1/3

Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Scarce Plentiful

H G

D

C

F

F F D

D G

G H H C C

B

A

E

B

A E

B A

E

I

I

I

100% 77%

Scarce Plentiful

Time is a scarce manage time carefully!

Time is abundant Relax!

Orientation Abilities Scarce Plentiful

Time needs to be structured with clear agendas, timelines and objectives

Risk of lack of patience and working too quickly

Risk of not taking the time to really listen to others

We may gain time by taking it!

Time is considered to be a scarce resource for all of

us, and should be optimized as much as possible We are typical examples of the “speed generation”,

encouraged by our use of technology (BlackBerry, PC, virtual communication tools etc.)

Our ability to adjust to the plentiful orientation is limited

Our perception of rarity of time encourages us to: Plan Delegate Adjust priorities


Team profile

How to make good use of our Time Management Approaches


67%

18





Concentrate on one activity and/or relationship at a time

Concentrate simultaneously on multiple tasks and/or people

1 3 4 5 6 7 2 Category

Dimension 2/3


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Monochronic Polychronic

H

G D

C

F


F

F

D D

G

G H

H C C

B

A

E

B

A

E

B

A

E

I

I I

56% 56% 89%

Tendency for polychronic-oriented people to interrupt a task or a meeting to take care of another activity or important relationship at the same time

They also show limited attention on one specific topic and need diversity

This diversity is important as it is a stimuli and a source of energy

Tendency for monochronic-oriented people to be rigid and lack flexibility regarding the agenda and the planned evolution of the project

There is no obvious dominant profile: the team is

quite equally balanced between monochronic and polychronic natural orientations

Despite tasks needing to be clearly segmented in time and sequence for half of the team, the people concerned show good abilities to adjust and juggle multiple parallel tasks. The opposite is applicable for polychronic-oriented team members

Ability to move forward with the project, despite multiple client engagements in parallel


Team profile



19





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good

Past Present

Dimension 3/3

78% 56%

1 3 4 5 6 7 2 Category

H

G

D

C

F

B

A

E

I

Past Future Present Poor Fair Excellent Limited Good

Future

F

F

F

D

D

D G G G H H

H

C

C

C

B

A

E B

A

E

B

A

E

I

I

I

Past Future

Learn from the past. The present is essentially a continuation or repetition

of past occurrences

Have a bias towards long-term benefits. Promote a far-reaching

vision

Present

Focus on the “here and now” and short-term benefits

Need to get enough visibility on the immediate next steps and the project planning

Need to celebrate successes in the present, at the time of the achievements (vs. the end of the project)

Need to learn from the past

The team is predominantly oriented towards the

future, whatever the geographical origins and locations of the team members are

Without being fully focused on the extremes, its

orientations include the near past and near future, with good abilities to adjust to the past and present

Change management focuses on people, a mix of

the 3 dimensions: past, present and future

The diversity of orientations and abilities in the team is an opportunity: to understand and take into account these

dimensions in the client/ employees’ history to achieve short, mid and long-term results


Team profile



67% 67%

20





Key outcomes











21





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Being Doing

Being Doing

78%

Dimension 1/2

1 3 4 5 6 7 2 Category

100%

H G

D

C F F F

D D

G

G H

H

B

A E

B

A

E

C

B

A

E

C I

I

I

89%

Being Doing

Stress living itself and the development of talents and

relationships

Focus on accomplishments and visible achievements

Being clear about tasks, expectations and deadlines is important but not enough

Relationships need to be fed with human contact, ideally face-to-face: it is one key source of fuel of the team

It is necessary to feed the “being” orientation to trigger the “doing” one

Organizing one face-to-face team meeting would boost the energy of the team

The team primarily emphasizes personal

development and work/life balance “Nourishing” relationships and interesting work

provide professional satisfaction and significant rewards, unrelated to material goods, that feeds the engine of the team

We show good ability to adjust to the doing orientation

People development goes hand in hand with business development: if the first one is stimulated, the second one will follow easily

As Change Management primarily focuses on the “being” dimension, the team orientation shows great abilities and opportunities to understand the challenges of the practice line and address them properly


Team profile

How to make good use of our Definitions of Identity and Purpose


22





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Individualistic Collectivistic


67% 56%

Dimension 2/2

1 3 4 5 6 7 2 Category

H G D F F

F

D

D

G

G H

H B A

E

C

B

A

E

C

B

A

E

C

I

I

I

56%


Emphasize individual attributes and projects

Emphasize affiliation with a group

Make sure that the needs of the group are satisfied

for the collectivistic oriented-team members: the personal implication in the team will be all the more important that the individual needs are satisfied within the group

There is no sticking dominant profile: the team is

quite equally balanced between individualistic and collectivistic natural orientations, with good abilities to adjust to the extremes of the dimension

The well-balanced orientations and abilities of the team can create an interesting dynamic in the creation, debating and decision-making processes: team members should be able to present their ideas and arguments, as well as reach a consensus that preserves the cohesiveness of the group

The individual motivations such as “this project allows me to develop myself and increase my knowledge about Change management” can contribute to reinforcing unity of the group and creating a strong collectivism


Team profile

How to make good use of our Definitions of Identity and Purpose


23





Key outcomes











24





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Hierarchy Equality

Hierarchy Equality

100% 67%

1 3 4 5 6 7 2 Category

Dimension 1/4

H

G

D

F F

F

D

D G G H

H

B

A

E C

B

A

E

C

B

A

E

C I

I

I

Hierarchy Equality

Society and organizations must be socially stratified to function

properly

People are equals who often happen to play different roles

Micro-management would not be acceptable; on the contrary, it would be an obstacle to productivity

Autonomy, accountability and trust are attitudes to leverage among the team members, and from the project leader

The search for equality and consensus could prevent the emergence of creative ideas, or simply from challenging ideas, being afraid of offending others or their sensibilities

A dominant orientation towards equality,

supported by the belief that disparity creates an environment full of frustration and injustice

Some difficulties for the majority to adjust to hierarchy-oriented interactions

Taking the initiatve is valued and encouraged within the team

The decision-making process relies on consensus

“Power” is shared as much as possible


Team profile

How to make good use of our Organizational Arrangements


67%

25





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Universalist Particularist


100% 56% 88%

1 3 4 5 6 7 2 Category

Dimension 2/4

H G

D

F

F

F

D D G G

H H B A

E

C

B

A

E C

B A

E C

I

I

I


All cases should be treated in the same universal manner. Adopt

common processes for consistency and economies of scale

Emphasize particular circumstances. Favor decentralization and tailored

solutions

Risk of focusing on details and not taking enough distance to draw the big picture

A dominant orientation towards the particularist

side of the dimension, with balanced abilities to adjust to the universalist side.

Equity prevails over equality: being just and fair

taking into account individual circumstances and specificities

It creates a space for creativity and different opinions

It will allow us to define a flexible approach to Change Management: a global practice line with local adjustments according to the markets and the corporate cultures


Team profile



26





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Stability Change

Stability Change

89% 78% 88%

1 3 4 5 6 7 2 Category

Dimension 3/4

H G D

F

F

F

D D G G

H

H

B

A

E

C

B

A

E

C

B

A

E

C I

I

I

Stability Change

Value a static and orderly environment. Encourage efficiency through systematic

and disciplined work. Minimize change and ambiguity, perceived as disruptive.

Value a dynamic and flexible environment. Promote effectiveness through adaptability and innovation. Avoid routine, perceived as boring

Risk of getting bored if there not enough diversity and room for improvement and creativity

A dominant orientation towards change and

flexibility, with a limited ability for stability

Creativity, open-mindedness, flexibility are valued and encouraged by the team

Search for challenges and the ability to get out of one’s comfort zone


Team profile



27





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Competitive Collaborative


100% 89% 67%

1 3 4 5 6 7 2 Category

Dimension 4/4

H G D

F

F

F

D

D

G G

H

H

B

A

E

C

B

A

E

C B

A

E

C

I

I

I


Promote success and progress through competitive stimulation

Promote success and progress through mutual support, sharing of

best practices and solidarity

Working as a team is a strong lever of motivation

and nourishes our inner need for self-fulfilment

Collaboration predominantly prevails over

competition, with limited abilities to use this latest

Attitudes valued: Teamwork Solidarity Knowledge and knowledge sharing in order to achieve success


Team profile



28





Key outcomes











29





Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Protective Sharing

Protective Sharing

89% 67%

1 3 4 5 6 7 2 Category

H G D

F

F

F

D

D

G G

H

H

B

A

E

C

B

A

E

C B

A

E C

I

I

I

56%

Protective Sharing

Protect oneself by keeping personal life and feelings private (mental boundaries), and

by minimizing intrusions into one’s physical space (physical boundaries)

Build closer relationships by sharing one’s psychological and physical

domains

The lack of “sharing” between team members could be perceived as a threat, as it would prevent them getting to know each other and creating connections

Physical and psychological distance is extremely personal and cultural. Even though we are mostly oriented towards the sharing side of the dimension, the limits can vary from one person to another

Encouraging feedbacks on the personal interactions and business-related topics would activate a virtuous circle

A dominant orientation towards the sharing side of

the dimension (both personal and professional), in order to build and secure relationships with others

The team shows balanced abilities to adjust to the protective orientation

It humanizes the work atmosphere and increase motivation

It is a virtuous circle: sharing stimulates relationships based on trust, which allows more sharing and so on. It reinforces the connections into the group, solidarity and team working

It is an opportunity for self-improvement


Team profile

How to make good use of our Notions of Territory and Boundaries


30





Key outcomes











31




Dimension 1/4


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good High-Context Low-Contest

High-Contest Low-Contest

78%

1 3 4 5 6 7 2 Category

67%

Implicit Explicit

H

G

D F

F

F D D G G H H B

A

E

C

B

A

E

C

B A

E

C

I

I

I

56%


Rely on implicit communication. Appreciate the meaning of gestures, postures, voice

and context

Rely on explicit communication. Favor clear and detailed instructions

Absence of feedback = negative feedback for implicit communication oriented persons

Some frustration may arise for team members oriented towards implicit communication style linked to distant team workers, without face-to-face meetings

There is no obvious dominant profile: the team is balanced between implicit and explicit communication preferences, with nearly half of the team fully oriented towards the explicit side of the dimension

The team shows good abilities to adjust to both types of communications: verbal and non-verbal

Instructions and explanations need to be detailed. Words are very important to be understood by low-context oriented members

Non-verbal signals, such as the tone of the voice over the phone, silences, breathing etc. which is precious information to understand and work with high-context oriented members. Messages are conveyed through the body, not words

Team profile

How to make good use of our Communication Patterns

Face-to-Face Phone Letters/Emails Videoconference Emails

Explicit Implicit Communication support to favor


32




Dimension 2/4


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Direct Indirect

Direct Indirect

78% 67%

1 3 4 5 6 7 2 Category

H

G

D

F

F F D

D

G G

H H

B

A

E

C

B

A

E

C

B A

E

C

I

I

I

56%

Direct Indirect

In a conflict or with a tough message to deliver, get your point across clearly at the

risk of offending or hurting

In a conflict or with a tough message to deliver, favor maintaining a cordial

relationship at the risk of misunderstanding

Direct communication may be perceived as aggressive or make the other lose face

The Indirect communication style is more sensitive but might lead to misunderstandings

A solution can be to be clear and firm in the content (direct) but soft and tactful in the delivery (indirect in the process)

A dominant orientation towards the direct

communication style, even though half of the team is clearly between both

Our ability to adjust to each style is mitigated

The advantage of direct communication style is clarity

The Indirect communication style preserves face and maintains harmony

Team profile




33




Dimension 3/4


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Affective Neutral

Affective Neutral

100% 89%

1 3 4 5 6 7 2 Category

H G

D

F

F F D

D

G G

H H B

A

E

C

B

A

E

C

B

A E

C I

I

I

67%

Affective Neutral

Display emotions and warmth when communicating. Establishing and maintaining personal and social

connections is key

Stress conciseness, precision and detachment when communicating

Emotions need to have some space to be expressed They help nourish the relationships among team

members It is important to express ideas in an aesthetical

way We need to pay attention to keep the heart warm

(emotions, feelings) but the brain cold (facts, arguments), and communicate using both

Predominantly oriented towards the effective

communication style, social and personal relationships prevail over the content of the communication

We show limited ability to adjust to the neutral communication style

It humanizes the work atmosphere and increases motivation


Team profile



34




Dimension 4/4


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Formal Informal

Formal Informal

100%

1 3 4 5 6 7 2 Category

H

G D F F F

D D

G G H

H

B

A

E

C

B A

E C

B

A

E

C

I

I

I

67% 55%

Formal Informal

Observe strict protocols and rituals Favor familiarity and spontaneity

Need to feel free to express oneself spontaneously

Humor is an interesting lever to create proximity

A dominant orientation towards the informal

orientation that goes with the massive “effective” profile of the team

Most of us have limited ability to adjust to the formal orientation

It humanizes the work atmosphere and increases motivation

It contributes to creating a friendly and spontaneous relationship among the team members


Team profile



35





Key outcomes











36




Dimension 1/2


Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Deductive Inductive

Deductive Inductive

100%

1 3 4 5 6 7 2 Category

H G D

F

B A

E

C

I

F

F D

D G G H

H

B

A

E

C

B

A

E C I

I

67% 55%

Deductive Inductive

Emphasize concepts, theories and general principles. Then, through logical reasoning, derives practical applications and solutions

Start with experiences, concrete situations and cases. Explore connections between

elements and focuses on the whole system

Risk of sticking to our experience without

considering other options

A dominant orientation towards the inductive

orientation: We use our experiences, intuition, feelings, emotions and perceptions as a first key to understand our environment

It offers an opportunity to go beyond all the theoretical literature about change management and innovate according to our experience


Team profile

How to make good use of our Modes of Thinking


37




Dimension 2/2


Poor Fair Excellent Limited Good

Analytical Systemic

1 3 4 5 6 7 2 Category

F

D

G H

B

A

E C

I

Analytical Systemic

H G D F

B

A

E

C

I

67% 89%

Poor Fair Excellent Limited Good

F D

G

H B

A

E C

I

66%

Analytical Systemic

Separate a whole into its constituent elements. Dissect a problem into smaller

chunks

Assemble the parts into a cohesive whole. Explore connections between elements and

focuses on the whole system

In case of misunderstanding we need to bear in

mind these 2 types of thinking and differences in order to not stick to our point of views

There is no obvious dominant profile: the team is

quite equally balanced between analytical and systemic natural orientations, with good abilities to adjust to the extremes of the dimension

Both types of thinking have complementary advantages: Analytic: helps solve difficult issues Systemic: helps see the links in complex

situations


Team profile

How to make good use of our Modes of Thinking


38

Date post:	11-Apr-2017
Category:	Leadership & Management
Upload:	sophie-caroline-vanel
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