Reflection Responsibility Inspiring Action Darlene Fisher ECIS Seville April 2014.
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Transcript of Reflection Responsibility Inspiring Action Darlene Fisher ECIS Seville April 2014.
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ReflectionResponsibilityInspiring ActionDarlene FisherECIS Seville April 2014
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What will we do? Reflect Consider communication Wonder about culture Compare working styles Decide on responsibilities Share inspirations
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Reflection(s) How well do your
staff (all staff not just teaching staff) communicate across cultural /group borders within your community, or do you have national groups who stick together?
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Communication What are the potential effects of cultural
differences in communication style?
Kaplan (1966)
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How is it so? English - (includes Germanic languages
such as German, Dutch, Norwegian, Danish, and Swedish) Communication is direct, linear and doesn’t digress or go off topic.
Semitic – (for example, Arabic or Hebrew) Thoughts are expressed in a series of parallel ideas, both positive and negative. Coordination is valued over subordination.
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Oriental – (Languages of Asia) Communication is indirect. A topic is not addressed head on, but is viewed from various perspectives, working around and around the point.
Romance – (Latin-based languages such as French, Italian, Romanian and Spanish) Communication often digresses. It is fine to introduce extraneous material, which adds to the richness of the communication.
Russian – Like Romance languages, Russian communication is often digressive. The digression may include a series of parallel ideas.
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So what?Leadership requires communication - yes? How do we
communicate with multiple styles of communication in existence in one group of staff?
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What is culture?
Geert Hofstede‘My favourite definition of "culture" is precisely that its essence is
collective mental programming: it is that part of our conditioning that we share with other members of our community’…
Trompenaars ‘Culture is the way a group of people solve problems’
D. O’Neil ‘Culture is the full range of learned human behavior patterns…
Culture is a powerful human tool for survival, but it is a fragile phenomenon. It is constantly changing and easily lost because it exists only in our minds. ’
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Why is it so?
Understanding is based on interpretations – through attitudes, values and beliefs
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Dimensions of culture Hofsted
5 Dimensions
Trompenaars and Turner 7 Dimensions
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Hofstede’s cultural dimensions
Power distance « PDI »
Individualism/ Collectivism « IDV »
Masculinity / Femininity « MAS »
Uncertainty avoidance « UAI »
Long term orientation « LTO »
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Trompenaars & Turner
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In a nutshell? Cultures differ markedly in ways that
significantly affect our communication styles and relationships, thus affecting how we can(should?) lead and manage…
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Stereotypes & Generalizations
GeneralizationsStereotypes
Be careful though….
Fixed and oversimplified opinions, images or judgments
General statements, ideas or principles
Always
Never
All
None
Either/Or
Most
Many
Some
Usually
Typically
Generally
Corinne Rosenberg
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Some examples of contrasting ways of working:
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Power distanceLow to High
Power is decentralised Managers count on the experience of their team
members Employees expect to be consulted Ideal boss is a ‘coach’ Hierarchy is for convenience Privileges and status symbols
are frowned upon
Power is centralised Managers count on their
bosses and the rules of the organisation
Employees expect to be told what to do
Ideal boss is a ‘father figure’ Hierarchy is part of existence Privileges and status symbols
are normal and popular
Hofstede
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How do you communicate to the staff when you wish to implement change? What actions do you take?
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Collectivism vs Individualism The relationship between employer and employee is
morally based; “I take care of you and you are loyal in return”
Feedback is always indirect
Praise is given to groups not individuals
Nepotism may exist
Individuals do not speak up unless asked to
The relationship is based on a contract
Feedback is direct
Individuals expect to be recognised and thanked or their efforts
Nepotism is rejected
Individuals expect to be able to speak up, add their ideas and be heard.
Hofstede
How do you deal with staf who have made a mistake? How do you reward/recognise those who have done something well?
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1. How do you reward/recognise those who have done something well?2. How do you deal with staff who have made a mistake?
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DirectionInternal (locus) vs External
Allow people to develop their skills and take control of their learning.
Set clear objectives that people agree with.
Be open about conflict and disagreement, and allow people to engage in constructive conflict.
Give people direction and regular feedback , so that they know how their actions are affecting their environment.
Manage conflict quickly and quietly.
Do whatever you can to boost people's confidence .
Balance negative and positive feedback .
Encourage people to take responsibility for their work.Trompenaars and Hampden Turner
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How is conflict dealt with – if at all? What are the issues with this?
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Levels of directnessDirect vs Indirect Concise, concrete,
to the point Not afraid to “say it
like it is” Confront difficulties
openly OK to give and
receive “constructive” feedback
Attention given to how messages are expressed
Save face and preserve personal dignity
Preserve harmony, avoid difficult topics, may not say no
Edward T Hall
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What is your style?
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Responsibilities Cultural differences abound in how work is
organised and goals achieved. If there is a difference of expectations, this affects the efficiency of any group and potentially makes a group totally ineffective.
How do you ensure that professional communities or committees, (or in fact any group designated to achieve anything) has a shared understanding of how they will achieve their goals?
Q. What are you doing about it in your community?
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Inspiring action?
How do you inspire action on the part of all community members, to ensure excellent communication enhances the school achieving its mission and providing the school with a positive culture of inspiring educational ideals?
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Effective communication
How can you enhance communication among a)Staff b) Students c) Parents
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Inspiring Action? Increase awareness of different
communicating styles through workshops/presentations/games/modelling
Provide opportunities for responding in different ways to requests for input
Increase intercultural intelligence in your school by….
Join us and send your staff to AIE in Mumbai to discuss all of the above and much more!
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Come to Mumbai! and enjoy sharing at
AIE, your ideas about intercultural
understanding
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References Kaplan, (1966) Cultural Thought Patterns in Inter-
cultural Education, Language learning, Vol 16: 1, 1-20. Hall, E (1990).Hidden Differences, Doing Business
with the Japanese, Anchor, Hofstede, G., (2005) Culture and Organisations -
Software of the Mind, London: Mc Graw Hill, UK. Trompenaars and Hampden Turner, Seven Dimensions http://www.mindtools.com/pages/article/seven-dimensions.htm accessed 1/4/2014