CulturalAwareness-Bangalore-DEC2007

Working Successfully Across Cultures

Cultural Awareness Programme

Bangalore 10-11 Dec 2007

Facilitator Morten C Arendrup

Slide no 2

Morten at a Cultural Glance

•Tourist guide, Spain•Central School of Speech & Drama, London•Actor in UK & DK •University of Copenhagen•Business Lawyer •IMD, Lausanne•Management Consultant •HR Partner Novo Nordisk•Lived 10 years abroad

Slide no 3

Cultures represented here today…more?

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Please introduce yourselves

• Where do you come from, i.e. culturally speaking?

• What is your experience working across cultures?

• contact with• understanding of• multicultural teamwork• international exposure, e.g. expatriation• Personal experience as child or student

Slide no 5

Programme Objectives

• Recognise how cultural differences impact on the process of building effective international relationships

• Identify specific areas of cultural diversity linked to communication style, negotiation, business values and working practices

• Agree on how best to work in multicultural teams, communicate across cultures and manage the distance factor

• Identify and develop the personal qualities required for working effectively across cultures

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Programme Outcomes & Follow-up

• Improve and recognise different communication and negotiation styles in Asia, India and HQ.

• Build a Code of Cross Cultural Conduct in DM relationships

• Each to identify with manager a project including measurable targets where the cultural insight and skills can be applied

• Folllow up with manager after 6 months followed by a one day overall assessment in this group to take place after a year

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Agenda

10.00 Welcome and introductionProgramme objectives & outcomeA Cross-cultural tour of the worldCultural cocktail party

13.00 Lunch

14.00 The Morel Case

17.00 Cultural event by our hosts 19.00 Dinner at The Ginseng 21.00 Networking

09.00 Welcome backRecap of yesterday’s learningsPatterns of Corporate CultureHierachy Excercise

13.00 Lunch

14.00 Building a code of Cross Cultural Conduct

16.30 Reflection and evalution17.00 End of Programme

Slide no 8

What is Culture?

“. . . values, beliefs, attitudes, preferences, customs, learning styles, communication styles, history/historical interpretations, achievements, technology, the arts, literature, etc. The sum total of what a particular group of people have created together, share, and transmit.”

Source: Michael Paige

“Culture . . . the sum of a social group’s patterns of behavior, customs, way of life, ideas beliefs and values”

Source: Kate Fox

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Who is Impacted by Culture?

Internally• Individuals• Teams• Organisations

Externally• Clients• Suppliers• Partners • Reputation

(personal and organisational)

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What is Cultural Competence?

The ability to successfully navigate the cultural relativity and complexity of the global, multicultural work- and marketplace in the pursuit of specific goals and objectives

• Requires awareness, knowledge and skills that are developed and honed through the pursuit of continuous learning

• Exists on individual, team, and organisational levels

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Stereotyping – Who’s who?

For me there was too much pie-in-the-sky. He talked for 30 minutes and we

got no concrete facts!

I’m concerned that he seeems to know so little about out local clients… the

way they really are. We have so many small customers who don’t fit the

statistical projections…

Well, if that´s his view I’m out of here. No drive, no leadership,

no vision!

I don´t know why you are all taking it so seriously. Surely, you were expecting that sort of twaddle,

weren’t you? I propose to ignore it and carry on as normal!

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Global English

Global English:We´ll solve the problem eventuallyActually, it´s running at a profitThis product is definitely not availableWe must control our expenditureWe have not realised the targetIt´s a very important benefitThis is a great hotelI don´t understand the issueWhat do you mean?

Likely Meaning:With a bit of luck we´ll solve the problem Just at the moment it is running at a profitThis product will never be available againWe must monitor our expenditureWe have not achieved the targetIt´s a very large profitThis is a big hotelI don´t understand the resultWhat is your opinion

Here are some of the classics. If you hear these statements from a colleaguewhose English is less than 100% what might he be trying to say?

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Eye Contact: Some Cultural VariationsVery Direct Eye Contact:

Groups: Middle Easterners (especially men), some Hispanic groups, southern Europeans Correct Interpretation: A desire to express an interest and to communicate effectively

Misinterpretation: Hostility, aggressiveness , intrusiveness, bossiness

Moderate Eye Contact:

Groups: Mainstream Americans, northern Europeans, the British

Correct Interpretation: A desire not to appear aggressive or intrusive Misinterpretation: Lack of interest in what is being said

Minimal Eye Contact

Groups:

East Asians (Japanese at neck or side of your eyes, Koreans at the shoulder), Southeast Asians, East Indians, Native Americans

Correct Interpretation: A desire to show respect, and to avoid intrusionMisinterpretation: Lack of interest, lack of intelligence, dishonesty, lack of

understanding, fear, shyness

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Pure communication is impossible We communicate in many ways

Message

Communication Facts Impacting Cross-Cultural Exchange

Slide no 15

We see what we expect to see


Slide no 16

We don’t see what we don’t expect to see


Bird In the

the Hand

Once In a

a Lifetime

Agra In the

the Spring

Slide no 17


Slide no 18

High Context vs Low Context

HIGH CONTEXT

Belief: Appropriate communication depends on decoding the situation, the relationship, the non-verbal behaviour (the context), so we should invest time in getting to know people to communicate efficiently using a shared code.

LOW CONTEXT

Belief: Appropriate communication depends on using concrete logical, unambiguous task-orientated language (the text), so we should be explicit and transparent (personal relationships are nice but not necessary).

Slide no 19

High Context Countries

Low Context Countries

Mexico

The Middle East Philippines

Russia Brazil

Singapore

Greece

France

AustriaSwedenNorway

Denmark

IsraelSwiss Germans

JapanChinaIndia IndonesiaArabAfrica (all)

Malaysia SpainItalyCosta RicaEnglandIrelandAustraliaUSAGermany

The Netherlands

Slide no 20

A B

True/False or Multiple choice, A, B, C, D

Goal/Solution Oriented

Individualistic Time Driven

“I” Centered

Direct Verbal Style

Low Context

Adapted and Interpreted from: Robert B. Kaplan “Cultural Thought Patterns in Intercultural Education” in Language Learning 14, (1966): 15 and Terra Cognita – Work Abroad, (1997)

Pragmatic Thought Process

Slide no 21


Pragmatic Thought Process:USA, in part Canada & Australia

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B

Relationships

A

Trust

Theorize Idealize Evaluate Goal/Process Oriented

Individualistic but within group

Direct/Indirect Verbal Style Pros and cons

“Consensus” Driven “We” centered Low/High Context


Analytical Thought Process (1)

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Analytical Thought Process: Northern Europe, North America, in part Australia

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A B

Relationships Trust

Theorize Idealize Evaluate Relationship/Process Oriented

Collectivistic Pros and cons

Hierarchical “We” centered High Context


Analytical Thought Process (2)

Direct/Indirect Verbal Style

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Analytical Thought Process:South & Central America, Southern Europe

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A BRelationships

Trust Rank - Status

Processing Time

Relationship/Group Oriented Indirect Verbal Style

Collectivistic Consensus is key “We” Centered High Context

Harmony

Adapted and Interpreted from: Robert B. Kaplan “Cultural

Thought Patterns in Intercultural Education” in

Language Learning 14, (1966): 15 and Terra Cognita – Work

Abroad, (1997)

Holistic Thought Process (1):

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Holistic Thought Process:Eastern Asia

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A B

Relationships Trust

Multi-Task

Relationship Oriented Direct/Indirect Verbal Style

Hierarchical Multiple Relationships

High Context Fatalistic


Holistic Thought Process (2):

Slide no 29Holistic Thought Process:Middle East, Russia, Africa, parts of South America


The journey of a thousand miles begins with one step

Ancient Chinese Proverb

Slide no 31

The Iceberg Theory

B1

V1

B2

V2

B = Behaviour (what we do and say)V = Values (beliefs about what is right to do and say)

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MISperceptionMISperception

MISevaluationMISevaluationMISinterpretationMISinterpretation

MIStrustMIStrust

The MIS Factor

Slide no 33

Misevaluating behaviour across cultures

• Try and think of an occasion when you found someone from another culture to be difficult or frustrating to work with

• Then describe the person in a few words to the person next to you

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The Morel Project

An international accountancy software company, based in London is to launch a new and extremely sophisticated piece of accountancy software – Morel – onto international markets, and to co-ordinate this launch through a multicultural team based in Rome. Gavin Hales, a British Product Manager who has been involved with the Morel project since its inception, has been chosen to head up the project. However, despite his product development and project management skills within a UK context, he has little international experience. He remains sceptical about the benefits of transferring ownership of the product to an international team operating out of Rome.

Storyline

Slide no 35

Introducing the Morel Team DVD Part One

Gavin Hales, UK

Jack Xu,China Eva Schmidt,

Germany Jesse King,USA

MohammedHussein, Egypt

Sanji Rupta,India

AlbertoFranceschiniItaly

Slide no 36

Beliefs and Behaviors Exercise

• At your tables discuss the following,

What are the challenges for the Morel Team of workinginternationally from the cultural diversity, teamleadership and organisational perspective?

Capture your findings and share

Slide no 37

Transparency vs Rapport

TEXT

CONTEXTmes

sage

mes

sage

Higher ContextLower Context

Slide no 38

Email feedback orientations

HIGHER CONTEXT

• Problem is a ‘We’ issue – no finger pointing

• Relationship focus is high

• Feedback to be delivered in higher context mode

• Indirect/implicit language

• Face saving important

LOWER CONTEXT

• ‘I’ have a problem with ‘You’ issue

• Task focus is high

• Feedback delivered within email message

• Direct/explicit language

• Clarity important

Slide no 39

Cultural groupings that can influence beliefs about how we approach work-related tasks?

• Nationality • Age

• Gender • Physical ability

• Socio-economic class • Sexual orientation

• Political group • Organisational

• Educational level/type • Functional

• Religion • Manchester United supporters

Slide no 40

Tolerance Zones All Germans are not typically German

num

ber

of p

eopl

e

Relationship focus essential before task is typical

Task focus before (optional) relationship focus is typical

Culture A Culture B

Slide no 41

Email exercise 1 – pls. read handout

Slide no 42

Introducing the Morel Team DVD Part Two

Gavin Hales, UK

Jack Xu,China Eva Schmidt,

Germany Jesse King,USA

MohammedHussein, Egypt

Sanji Rupta,India

AlbertoFranceschiniItaly

Slide no 43

Email exercise 2 – now write the same email to someone with a different cultural from yours

Then share findings with your table

Slide no 44

British indirectness

From: GavinTo: Alberto; EvaCC: Darren; Jack; Mohammed; JesseSubject: A slight hitch with the Market Research

Dear Alberto and Eva

Thank you for your input, however, there seems to be a bit of a problem with the European market research.

I think we might want to consider cooling some of the marketing activities until everything is OK.

I’ll be in touch soon.

All the best

Gavin

Slide no 45

A real time example…

From: XTo: YCC:Subject: Urgent problemDear…,I’m very rushed, so I need to keep the information very short and direct. I’m sorry, but I’m very disappointed and unsatisfied with the way you are working on this project. It does not meet at all the criteria we agreed upon from the start. You really need to do this in a much more professional way and according to our goals and criteria. Otherwise we really have a problem. I suggest that we will have a talk tomorrow. Then I will explain clearly what I mean, in case you don’t know yet, but I’m sure you are aware. Speak to you tomorrow at 14.00

from the Netherlands

Slide no 46

Another real time example…

From: XTo: YCC:Subject: A request

I had problems with my emails for the past few weeks and I lost several of them. Could it be possible for you to send me again the information you have about the project X?I’m sorry for the inconvenience.Regards

from France

Slide no 47

The Cultural Cocktail Party

• Assume you are at a cocktail party • Converse with the people in your group• Assume the characteristic on the piece of paper given to you• Stay in character• Have fun

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Cultural Event

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Agenda

10.00 Welcome and introductionProgramme objectives & outcomeA Cross-cultural tour of the worldCultural cocktail party

13.00 Lunch

14.00 The Morel Case

17.00 Cultural event by our hosts 19.00 Dinner at The Ginseng 21.00 Networking

09.00 Welcome backRecap of yesterday’s learningsPatterns of Corporate CultureHierachy Excercise

13.00 Lunch

14.00 Building a code of Cross Cultural Conduct

16.30 Reflection and evalution17.00 End of Programme

Slide no 50

Global English…

Slide no 51

Slide no 52

Based on Yesterday´s Learnings…

• What skills are required for DMs to operate truly internationally?

• What do you need to do to build these skills? • Please present back the key learnings

Slide no 53

FOUR TYPES

OF CORPORATE CULTURES

THE TROMPENAARS MODEL

Slide no 54PATTERNS OF CORPORATE CULTURE

(from “Riding the Waves of Culture”, Fons Trompenaars, 1997)

FORMAL

DECENTRALISED (LOW POWER DISTANCE)

CENTRALISED (HIGH POWER DISTANCE)

INFORMAL

“Incubator”

“Family” “Eiffel Tower”

“Guided Missile”

(FOCUS ON TASK)(FOCUS ON PEOPLE)

Slide no 55PATTERNS OF CORPORATE CULTURE: “FAMILY”


INFORMAL

“Family”

(FOCUS ON PEOPLE)

• RELATIONSHIPS BETWEEN EMPLOYEES• ATTITUDE TO AUTHORITY• WAYS OF THINKING AND LEARNING• ATTITUDES TO PEOPLE• WAYS OF CHANGING• WAYS OF MOTIVATING AND REWARDING• MANAGEMENT STYLE• CRITICISM AND CONFLICT RESOLUTION

•DIFFUSE RELATIONSHIPS TO THE ORGANIC WHOLE•STATUS IS ASCRIBED TO PARENT FIGURES, CLOSE AND POWERFUL•INTUITIVE, HOLISTIC, LATERAL AND ERROR-CORRECTING•FAMILY MEMBERS•“FATHER” CHANGES COURSE•INTRINSIC SATISFACTION IN BEING LOVED AND RESPECTED•BY SUBJECTIVES•TURN OTHER CHEEK, SAVE OTHERS’ FACES, DO NOT LOSE POWER

Slide no 56PATTERNS OF CORPORATE CULTURE: “EIFFEL TOWER”

FORMAL


“Eiffel Tower”

(FOCUS ON TASK)


•SPECIFIC ROLE IN MECHANICAL SYSTEM OFDUE INTERACTIONS•STATUS IS ASCRIBED TO SUPERIOR ROLES, DISTANT YET POWERFUL•LOGICAL, ANALYTICAL, VERTICAL AND RATIONALLY EFFICIENT•HUMAN RESOURCES•CHANGE RULES AND PROCEDURES•PROMOTION TO GREATER POSITION, LARGER ROLE•BY JOB DESCRIPTION•PROCEDURES TO SETTLE CONFLICTS AND REDUCE IRRATIONALITY

Slide no 57PATTERNS OF CORPORATE CULTURE: “GUIDED MISSILE”

FORMAL


“Guided Missile”

(FOCUS ON TASK)


•SPECIFIC TASKS TARGETED UPON SHARED OBJECTIVES•STATUS IS ACHIEVED BY CONTRIBUTING TO TARGETED GOALS•PROBLEM-CENTRED, PROFESSIONAL, CROSS-DISCIPLINARY•SPECIALISTS AND EXPERTS•SHIFT AIMS AS TARGET MOVES•PAY OR CREDIT FOR PERFORMANCE AND PROBLEMS SOLVED•BY OBJECTIVES•CONSTRUCTIVE, TASK-RELATED ONLY, ADMIT ERROR AND CORRECT

Slide no 58PATTERNS OF CORPORATE CULTURE: “INCUBATOR”


INFORMAL

“Incubator”

(FOCUS ON PEOPLE)


•DIFFUSE RELATIONSHIPS ALONG SHARED CREATIVE PROCESSES•STATUS IS ACHIEVED BY EXEMPLIFYING CREATIVITY AND GROWTH•PROCESS-ORIENTED, CREATIVE, AD HOC, INSPIRATIONAL•CO-CREATORS•IMPROVISE AND ATTUNE•PARTICIPATING IN THE PROCESS OF CREATING NEW REALITIES•BY ENTHUSIASM•MUST IMPROVE CREATIVE IDEA, NOT NEGATE IT

Slide no 59EVALUATING THE CULTURE OF YOUR ORGANIZATION

FORMAL



INFORMAL(FOCUS ON TASK)(FOCUS ON PEOPLE)

5.0

5.0

5.0

5.0

Slide no 60

Please don’t touch the material beneath

your chair!

Slide no 61

The Hierarchy

D E

B

F G

C

A

Slide no 62

Follow the Rules

• All communication must go “through the line” on post-it notes

• Talking is not allowed - Please be quiet!• The chairs must not be moved or turned around• If you want to send a message or exchange cards then

snap your fingers or stamp your feet• It is not allowed to keep anything on the floor• The exercise is finished when the task is solved • I will call for time-out

Slide no 63

Time-out!

• Everybody stops working please take 3 minutes and…

• Note on your paper:1. What am I doing right now?2. Am I satisfied with what I am doing?3. What would I like to change?

Now resume your work – and please be quiet

Slide no 64

Discuss Your Learning points

1. What did you note during the timeout?2. When did the exercise and communication work well

- and why?3. What were the most important learning-points?

We will discuss briefly the key learnings in the plenary

Slide no 65

Share Your Learning Points

• Be clear on what is the objective

• Make sure everyone knows what the goal, and has the same perception

• Use precise language (Global English)

Slide no 66

Building our Cross-Cultural Game Plan

• Build a Code of Cross Cultural Conduct in DM relationships

• Describe a detailed real time project plan including all cultural management aspect that you can take back and present and implement in your organisation

• Make sure that your detailed plan includes measurable KPIs, targets and follow-up procedures on all cultural aspects included in the plan

• Prepare a 15 minutes ppt. presentation of your plan

Slide no 67

Thanks for your attention

CulturalAwareness-Bangalore-DEC2007

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