Cultural orientations mindset

Four Behaviors that Define Great Global Leaders界定杰出全球领导者的四大行为指标

• 1. Cultural Self-Awareness文化自知

• 2. Invite the Unexpected另辟蹊径

• 3. Results Though Relationships通过关系取得成果

• 4. Frame Shifting (Style Switching)方式转换（行为风格切换）

• Source: “What is Global Leadership?”, Ernest Gundling• 资料来源：“什么是全球领导力？”欧内斯特 ·贡丁

What is Culture?什么是文化？

“The complex pattern of

ideas, emotions, and

behaviors that tend to

be expected, reinforced

and rewarded by and

within a particular

group.”

“往往是某个特定的群体所期望、强化和奖励的思想、

”情感和行为的复合形态。

Sources of Cultural Influence文化影响的来源国家文化

家庭文化

企业文化

功能型文化

个人文化示意图

东道主文化

朋友

地区家庭

宗教

教育

企业文化

职业

社会阶层性别

时代

社会

种族

The Cultural Iceberg文化冰山

意识层面

认知层面

情感层面

观察 /行为层面

Cultural Orientations Model (COM) 文化导向模型（ COM）

• A neutral framework for describing and understanding cultural differences. 描述和理解文化差异的中立框架。

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Thinking Style思维方式… how people process information人们如何处理

信息Sense of Self自我感… how people view

identity and motivation人们如何看待身份和动机

Interaction Style互动方式… how people communicate and engage with others人们如何与他人交流和相处

思维方

式

互动方式

The connection between behaviors, beliefs, and emotions that are expected, reinforced and rewarded by and within a particular group. 某个特定的群体所期望、强化和奖励的行为、

信念和情感之间的联系。

Aligned with our definition of culture符合我们的文化定义

Values价值观

Cognition认知(Beliefs and Assumptions信仰和

假设 )

Emotions情感

Behavior行为

Norms规范

Context/Situation背景 /情景Interaction Style互动方式Orientations that impact how we communicate and engage others. 影响我们与他人交流和相处方式的导向。

Thinking Style思维方式Orientations that impact how we process information. 影响我们处理信息方式的导向。

Sense of Self自我感Orientations that define how we view our “self” and are motivated.定义我们看待“自我”和产生动机的方式的导向。

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Fluid / Fixed流动式 /固定式• How we prefer to use time.

• 我们更喜欢如何使用时间。

Mild弱 Mild弱Very Strong很强 ** Strong 强 * Very Strong很强 **

FLUID流动式 FIXED固定式

Strong 强 *

Actions/event and outcomes determine the use of time.

Schedules are approximate and flexible.

行动 /事件和结果决定时间的使用。日程安排类似且灵活。

Schedules are firm and they structure interactions and events.

Punctuality is critical.时间安排固定且构成互动和事件。

守时很关键。

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Being / Doing所是 /所为• How we balance relationships and tasks.

• 我们如何平衡关系与任务。


BEING所是 DOING所为

Strong 强 *

Relationships have priority.Nurturing relationship are essential to accomplishing tasks and objectives.

关系优先。培养关系对于完成任务和目标必不可少。

Tasks have priorityTasks are independent of relationships. Relationships are nice to have, but not

essential.任务优先。

任务不依赖于关系。有了关系是不错，但并非必不可少。

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Indirect / Direct间接 /直接• How we prefer to handle conflict, disagreements, and discord.

• 我们更喜欢如何处理冲突、分歧和矛盾。


INDIRECT间接 DIRECT直接

Strong 强 *

Discreet handling of conflict.Face-saving is essential.谨慎处理冲突。面子至关重要。

Straight forward and open conflict handling.

直截了当地公开处理冲突。

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Instrumental / Expressive工具性 /表情性

• How we prefer to display and handle emotions.• 我们更喜欢如何表露和处理情绪。


INSTRUMENTAL工具性 EXPRESSIVE表情性

Strong 强 *

Displaying rationality and “objectivity” builds trust and connection.

表露理性和“客观性”建立信任和联系。

Displaying feelings, passion and style builds rapport and connection.

表露情感、热情和风格建立默契和联系。

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Informal / Formal非正式 /正式• How we prefer and experience etiquette, protocol, and social

conventions.• 我们如何看待和体会礼仪、惯例和社会习俗。


INFORMAL非正式 FORMAL正式

Strong 强 *

Etiquette, protocol and social conventions are reduced or dispensed

and experienced as disablers of relationships.

礼仪、惯例和社会习俗是阻碍关系进展的羁绊，应尽量减免。

Etiquette, protocol and social conventions of propriety are adhered to and valued as

enablers of relationships.礼仪、惯例和社会习俗是促进关系发展的

重要因素，应坚持重视。

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Particularistic / Universalistic特殊性 /普遍性

• How we prefer to apply rules and standards of fairness.• 我们更喜欢如何运用公平的规则和标准 .


PARTICULARISTIC特殊性 UNIVERSALISTIC普遍性

Strong 强 *

Situation-dependent standards of behavior and application of rules.

Focus on equity.行为标准和规则运用视具体情况而定。

注重公平。

Consistent and uniform standards of behavior and application of rules.

Focus on equality.行为标准和规则运用整齐划一。

注重平等。

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Thinking Style思维方式 • Cultural orientations that impact how we process information; i.e. the way you

think, perceive, remember and relate to information.• 对我们如何处理信息产生影响的文化导向；即思考、感知、记忆和关联信

息的方式。

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Thinking Style:思维方式：•Multi-Focus/Single-Focus多焦点 /单焦点 •Past/Future 过去 /未来•Low Context/High Context低语境 /高语境•Inductive/Deductive归纳 /演绎•Linear/Systemic线性 /系统

Multi-Focus / Single Focus多焦点 /单焦点

• How we prefer to select and pay attention to information.• 我们更喜欢如何选择和关注信息。

Mild弱 Mild弱Strong 强 *Very Strong很强 ** Strong 强 * Very Strong很强 **

MULTI FOCUS多焦点 SINGLE FOCUS单焦点

Process information in a parallel way ; i.e., multiple things simultaneously.并行处理信息；即：同时做多件事。

Process information sequentially; i.e., one thing at a time.

相继处理信息；即：一次做一件事。

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Past / Future过去 /未来• How we prefer to reference information.

• 我们更喜欢如何参考信息。


PAST过去 FUTURE未来

Reference to historical development and tradition

参考历史发展过程和传统

Reference to vision of the future and innovation objectives 参考未来前景和创新目标

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Low Context / High Context低语境 /高语境

• How we derive and package meaning; i.e. how we interpret and understand information.

• 我们如何得出和包装意思；即：我们如何解释和理解信息。

• 。

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LOW CONTEXT低语境 HIGH CONTEXT高语境

Meaning is explicit.Information is taken at face value; i.e.,

it means what is says 意思很明确。

信息具有表面价值；即：就是指说的那个意思。

Meaning is implicit.Meaning is hidden; i.e. what is said

stands for something else意思很含蓄。

意思很隐晦；即：所说的话暗含别的意思。

Inductive / Deductive归纳 /演绎• How we reason; i.e., how we draw inferences, arrive at conclusions,

and structure thoughts and arguments.• 我们如何推理；即：我们如何引出推论、得出结论并构建论点

和论据。

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INDUCTIVE归纳 DEDUCTIVE演绎

Specific to general.Data and specific cases reveal the

underlying principle.从特殊到一般。

数据和具体案例揭示了基本原理，

General to specific.Principles are applied to specific

instances and cases.从一般到特殊。

原理适用于具体情况和案例。

Linear / Systemic线性 /系统• How we perceive and organize information.

• 我们如何感知和组织信息。


LINEAR线性 SYSTEMIC系统

Component perceptionFocus on discrete components and

cause-effect relationships.组分感知

聚焦分立组分和因果关系。

Holistic perceptionFocus on the “big picture” and the interaction among components.

整体感知聚焦“全局”和组分间的相互作用。

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Sense of Self自我感• Cultural orientations that impact how we see and experience our “self”; i.e., our

identity and core motivation. • 对我们如何看待和体会“自我”（即我们的身份和核心动机）产生影响的文

化导向。

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Sense of Self:自我感：•Control/Constraint控制 /约束 •Private/Public私人 /公共 •Hierarchy/Equality等级 /平等•Collectivistic/Individualistic 集体主义 /个人主义 •Cooperative/Competitive合作 /竞争•Flexibility/Order灵活性 /秩序

Control / Constraint控制 /约束• How we experience our agency in the (work) world; i.e., how empowered

you see yourself over the circumstance of your work/life.• 我们如何体会我们在（工作）社会上的行动能力；即：你认为你有多

大的能力处理好工作 /生活中出现的各种情况。

Mild弱Strong 强 *Very Strong很强 ** Strong 强 * Very Strong很强 **

CONTROL控制 CONSTRAINT约束

Internal locus of control or high sense of empowerment.

Belief that we can determine outcomes through our actions and decisions.

内部控制源或高赋能感。相信我们可以我们的行动和决策来决定结

果。

External locus of control or low sense of empowerment.

Belief that outcomes are determined by forces we cannot influence.外部控制源或低赋能感。

相信结果由我们无法影响的力量来决定。

Mild弱

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Private / Public私人 /公共• How we experience boundaries and access; i.e., our need for and

relationship to physical and psychological boundaries.• 我们如何体会边界和通道；即：我们对身体和心理边界的需求以及我

们与身体和心理边界的关系。


PRIVATE私人 PUBLIC公共

Clear and firm boundaries.Demarcation, segmentation and

preservation are key.明确固定的边界。

划界、分割和保护很关键。

Weak and permeable boundaries.Accessibility, transparency and exchange

with others are key.弱势渗透性边界。

可接近、透明和与他人交流很关键。

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Hierarchy / Equality等级 /平等• How we experience and relate to social stratification and the

differential distribution of privilege and power.• 我们如何体会和处理社会阶层以及特权和权力的差异性分布。


HIERARCHY等级 EQUALITY平等

Differences in power and status are desirable. Deference to and special privileges for those of higher status.权力和地位差异是可取的。地位高的人

应得到额外尊重和特权。

Differences in power are and ought to be minimized. No deference or special privileges to those of higher status.

权力差异在缩小且理应如此。地位高的人不应得到额外尊重和特权。

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Collectivistic / Individualistic集体主义 /个人主义

• How we experience group membership; i.e. how we identify with a given group.

• 我们如何体会团体成员身份；即：我们对某个特定团体的认同程度。


COLLECTIVISTIC集体主义 INDIVIDUALISTIC个人主义

Identification with a group.The “we” predominates and submission

to group norms and interests is expected.

认同某个团体。以“我们”为主，希望服从团体规范和

利益。

Independence from groups.The “I” predominates and the pursuit of

self-interest is encouraged.独立于团体。

以“我”为主，鼓励追求自身利益。

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Cooperative / Competitive合作 /竞争

• How we are motivated and what we find desirable to achieve.• 我们如何产生动机以及我们想要实现什么目标。


COOPERATIVE合作 COMPETITIVE竞争

Harmony and balance is prized and a source of pride.

和谐与平衡很珍贵，是值得骄傲的事情。

Maximum gain and achievement is prized and a source of pride.

最大增益和成就很珍贵，是值得骄傲的事情。

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Flexibility / Order灵活性 /秩序• How we experience and respond to uncertainty and ambiguity.

• 我们如何体会和应对不确定性和模糊性。


FLEXIBILITY灵活性 ORDER秩序

Uncertainty and ambiguity are assumed and expected.

Responsiveness to change, improvisation and resilience are

sources of pride.不确定性和模糊性在假设和预料之中。应变力、即兴和弹性是值得骄傲的事情。

Uncertainty and ambiguity are minimized and contained. Stability, consistency and

predictability are sources of pride.尽量减少和限制不确定性和模糊性。稳定性、一致性和可预见性是值得骄傲的事情。

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Understanding the COI: Gap Analysis了解文化导向指数（ COI）：差异分析

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Continua: Being / Doing

续：所是 /所为

所是所为

很强强弱弱强很强

你点击各柱状图查看细节。红色指所存在的差异。

Sample Country COI Profile (China)示例国家 COI示意图（中国）

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自我感思维方式互动方式

流动式所是

间接工具性

正式特殊

多焦点过去

高语境归纳

系统

约束私人

等级集体主义

竞争

秩序

Exercise: COI Reflection练习： COI思考

• Identify one strong/very strong preference.确定一个强 /很强的首选项。

• In which situations do you act on this preference?你在何种情况下会落实该首选项？

• What are the positive consequences?产生了哪些积极后果？

• What are the negative and/or unintended consequences?产生了哪些消极和 /或非预期后果？

• How do the consequences contribute to your challenges at work?这些后果对你应对工作中的挑战产生了哪些作用？

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思维方式

互动方式

Exploring Cultural Gaps 1 on 1一对一探讨文化差异

• Step 1: Place a checkmark () next to each orientation indicating your preference.

• 步骤 1：在每个导向旁放置一个复选标记（）指出你的首选项。

• Step 2: Select a partner.

• 步骤 2：挑选一位搭档。

• Step 3: Review your partner’s COI and put a checkmark next to his or her preferences for each continuum on the following pages.

• 步骤 3：查阅你搭档的 COI并在以后各页的导向连续集内的首选项旁放置一个复选标记。

• Step 4: Identify any potential culture gap that exists between your preferences and that of your counterpart .

• 步骤 4：确定你的首选项与你搭档的之间所存在的任何潜在文化差异。

• Step 5: Identify specific strategies and tactics you could employ to work together more effectively.

• 步骤 5：确定你会采取的能使共事更高效的具体战略战术。

• Step 6: Discuss your strategies and tactics with your partner. Check your conclusions

• 步骤 6：与你的搭档讨论你的战略战术。核实你的结论。29

MODULE 4: 模块 4：

Understanding Your Cultural Profile and Exploring the Four Key Cultural Skills了解你的文化概况并探讨四个主要的文化技能

Four Key Cultural Skills四个主要的文化技能

• Cultural Due Diligence: Assessing and preparing for the possible impact of culture and cultural differences

• 文化审慎：评估文化和文化差异可能带来的影响并做好相应的准备• Style Switching: Using a different behavioral approach to accomplish

one’s goals

• 行为风格切换：使用不同的行为方式来完成自己的目标• Cultural Dialogue: Exploring cultural differences and negotiating mutual

adaptations

• 文化对话：探索文化差异并协调相互适应• Cultural Mentoring: Helping others with cultural adaptation and

integration.

• 文化辅导：帮助他人完成文化适应与融合。

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Four Key Cultural Skills – Model 四个主要的文化技能 – 模型

Cultural Due Diligence文化审慎Assessing and preparing for the

possible impact of culture and cultural difference评估文化和文化差异可能带来的

影响并做好相应的准备Is it reasonable or feasible for my

counterpart(s) to change?让我的搭档做出改变是否合理可行？

YES NO

Cultural Mentoring文化辅导Helping others with cultural adaptation and integration帮助他人完成文化适应与融合

Cultural Dialogue文化对话Exploring cultural differences and negotiating mutual adaptations探索文化差异并协调相互适应

YES是

Style-Switching行为风格切换Using a different behavioral approach to accomplish one’s goals使用不同的行为方式来完成自己的目标

NO否

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Cultural Due Diligence文化审慎• Cultural Due Diligence: Assessing and preparing for the possible impact of

culture and cultural differences.• 文化审慎：评估文化和文化差异可能带来的影响并做好相应的准备。• Observation• 观察• Third Parties• 第三方• Inquiry/Probing• 询问 /探究• Cultural Orientations Indicator® Profile• 文化导向指数 ®示意图• Information Tools (e.g., Cultural Navigator®)• 信息工具（如文化导航仪 ®）

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Cultural Due Diligence文化审慎 Requirements for Shared Understanding and Success:要求共识和成功• Non-judgmental comparative framework• 非主观的比较框架• Shared vocabulary• 共享词汇Potential Actions & Outcomes潜在的行动和结果• Identifying salient challenges• 识别突出的挑战• Generating hypotheses• 产生假设• Preparing approaches and strategies• 准备方法和策略

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Style-Switching行为风格切换 • Style-Switching: Using a different behavioral approach to accomplish one’s

goals.• 行为风格切换：使用不同的行为方式来完成自己的目标。• Techniques:• 技巧：• Introspection/Reflection: Identify situations where Style-Switching may be beneficial.

• 反省 /反思：确定在哪些情况下行为风格切换可能有益。• Meditation: A technique to shift your cognitive and emotional reactions and focus your mind.

• 冥想：转变你的认知和情感反应并集中你的思想的一种技巧。• Modeling: Copy the behaviors of others, particularly when interacting with an unfamiliar culture.

• 建模：复制他人的行为，尤其当与陌生文化打交道时。• External Practice: Practice outside of the immediate need in a similar situation to become more

comfortable

• 外在实践：在类似情况下忽视迫切需要使实践过程变得更轻松舒适

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Style-Switching行为风格切换

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可协商

核心

Exercise: Style-Switching Scenario Analysis练习：行为风格切换情景分析

• Instructions: • 指示：• In a small group, review the scenario assigned to your group. Please

identify the following: • 在一个小组中，回顾分配给你的小组的情景。请确定以下信息：• How the individual would approach the situation based on his/her cultural

orientation. What is the likely effect of doing so in this way?

• 个人将如何基于其文化导向来处理这种情况？以这种方式这样做可能会产生什么结果？

• How the individual may want to change his/her approach to improve the outcome

• 个人可能需要如何改变其方法才能改善该结果

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Cultural Dialogue文化对话Cultural Dialogue: Exploring cultural differences and negotiating mutual adaptations.文化对话：探索文化差异并协调相互适应。Proactive: raising awareness and knowledge about potential differences.主动：提高对潜在差异的认知和了解。Reactive: identifying the cultural underpinnings of specific challenges.被动：确定具体挑战的文化基础。

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Cultural Dialogue文化对话•Frame the conversation搭建对话框架•Articulate critical issues 阐明关键问题•Extend an invitation发出邀请

•Listen and paraphrase 倾听与释义•Inquire and probe询问与探究•Share your perspective and/or experiences分享你的观点和 /或经验

•Identify options确定选项•Jointly visualize success共同实现成功•Set guiding principles设置指导原则

Analyze分析Analyze分析

Prepare准备Prepare准备

Implement实施Implement实施

Phase I第一阶段 Initiate 初期

Phase II第二阶段Create Shared Understanding建立共识

Phase III第三阶段 Problem Solve

Jointly共同解决问题

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Cultural Mentoring文化辅导Cultural Mentoring: Helping others with cultural adaptation and integration.

文化辅导：帮助他人完成文化适应与融合。•Establish the rationale for using cultural dialogue.

•建立使用文化对话的理论基础。

•Achieve clarity about the process and objectives.

•明确过程和目标。

•Distinguish between understanding and problem-solving.

•区分理解与问题解决的差异。

•Suspend status hierarchies.

•暂停地位等级。

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MODULE 5:模块 5：

Reflection and Action Planning反思与行动规划

Review of Key Insights 回顾关键见解

Awareness: 意识：• Understanding Culture and Developing Cultural Competence• 了解文化并培养文化素养

Applications:应用：• Introduction to the Cultural Orientations Approach• 介绍文化导向法• Understanding Your Cultural Profile and Exploring the Four Key

Cultural Skills • 了解您的文化概况并探讨四个主要的文化技能

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Personal Reflection & Action Planning个人思考和行动计划

1. What have been the most valuable insights and ideas that you gained in this program?

你在本课程中收获的最有价值的见解和想法是什么？

2. Identify two or three challenges that you can now address differently.

找出你现在可以用不同方法解决的两个或三个挑战。

3. Plan for how you will act/behave differently regarding the challenge after today.

计划一下今后面对挑战你会有哪些不同的行为 / 举止。

– Share at your table – 与你的同桌分享– Flip chart and report out to the group– 活动挂图和向小组汇报 43

Cultural orientations mindset

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Transcript of Cultural orientations mindset