Transcript Slides India mysore v2x - University of Phoenix Research Hub

IODA Conference
August, 2016
WORKING TOGETHER CROSS-CULTURALLY: AN
APPROACH FOR EFFECTIVE COMMUNICATION,
MUTUAL LEARNING, AND ORGANIZATIONAL
GROWTH
Brenda B. Jones, MA & Arlene Scott, PhD
Learning Objectives
Participants will be able to:
► Expand thinking by exploring the challenges and new
approaches that support the collaboration & support
required for global project success
► Increase attention to the social-emotional aspect of
change
► Improve skill in inter-cultural communications to support
global projects in small and large organizations.
Boeing Slide?
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
I don’t have the slide. If you do, place it here. I
thought it could be used to graphically show that
multiple cross-cultural groups can work together and
get successful outcomes….overcoming setbacks and
challenges.
Use as transition to the agenda.
Agenda
Time
15 min
DRAFT
Agenda
Opening: Introductions (What motivated you to
attend session?) Agenda
15 min
Models that apply to cross-cultural situations:
Iceberg, IDI, Erin Meyer (cultural scales)
Inter-Cult Using Meyer’s cultural scales, practice & feedback
Communic for cross-cultural communication
ation
• 2 practice sessions
40 min
• Group debrief
15 min
Summary themes & discussion
10 min
Closing
Iceberg Model
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Why a model?
What does this picture tell us about our
challenge in learning how to effectively work
together cross-culturally?
What is below the water that we need to
address to communicate effectively?
Iceberg Model
Intercultural Development Inventory (IDI)inter cult
mindset
• IDI global research: Research is based on their survey tool, the
Intercultural Development Inventory. More than 12,000 globally
have been certified to use the tool as a starting point for their
groups to build the intercultural competency.
• Competence: On the IDI scale, what they call acceptance and
adaptation reflect those people with high competency levels using
their tool.
• Adaptation: able to shift cultural perspective and adapt
behavior to cultural context (mindset & skills)
• Acceptance: recognizes cultural commonality and difference
in own and other culture. Needs to increase cultural selfunderstanding, understanding of cultural differences, and
engaging in culturally adaptive behavior.
Based on ”IDI Resource Guide” MODEL
Slide 7
The Culture Map: Inter-Cultural
Communication
8
Erin Meyer, the author of The Culture Map provides a
Model for decoding how cultural differences impact
international business. Scales that map the world’s culture:
(2 of 8 scales)
If an executive wants to manage global teams, what’s
needed is to understand not just how people from his or her
own culture experience people from other international
cultures but also how those international cultures perceive
one another.
Adopted from Erin Meyer’s The Culture Map
Scales that Map the World’s Cultures
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Communicating
Low context…………………………...………………High context
Evaluating
Direct negative feedback…………………...….Indirect feedback
Persuading
Principles-first……………………………………Applications-first
Leading
Egalitarian……………………………………………..Hierarchical
Deciding
Consensual………………………….……………..…….Top down
Trusting
Task-based………………………….………..Relationship-based
Disagreeing
Confrontational……………………...…...….Avoids confrontation
Scheduling
Linear-time…………………………....………..……Flexible time
Meyer, E. (2014). The Culture Map: Breaking through the Invisible Boundaries of Global Business. New York:
Public Affairs.
Activity: Cases in Inter-Cultural
Communication
10
Table Assignment: One person from each table will do the 10
min discussion practice. Others will help them get ready and
provide feedback post-discussion. Review next slide before
discussion.
Objective: Demonstrate cultural dexterity.
Group Debrief:
• When did you feel uncomfortable?
• What did you do?
• How did you try to maintain the relationship and still address the
differences with your colleague?
Critique
• What did the other person do that made you feel comfortable?
• What’s one recommendation you’d make to your colleague?
• What did you do differently than you usually do in situations
with colleagues that may be different from you?
INTER-CULTURAL COMMUNICATION
REVIEW WITH GROUPS BEFORE DISCUSSION
COMMUNICATING
US, Netherlands, UK ,Spain
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China, Japan
India
--------------------------------------------------------------------Low-Context
High Context
Messages precise, simple
Messages nuanced
And clear at face value.
and layered. Spoken
between the lines
Often implied
but not plainly
expressed
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INTERCULTURAL EFFECTIVENESS
CASE STUDY PRACTICE: COMMUNICATING
Read case and proceed to 10 min discussion.
Case study: Ms. Shen (Chinese) and Mr. Dietz
(American) work in a University. They teach similar
subjects and are colleagues. Ms. Shen wants Mr. Dietz
to be part of the group hosting a visit from a client on
Sunday. Mr. Dietz has a birthday party planned for his
son that day.
INTER-CULTURAL COMMUNICATION
REVIEW WITH GROUPS BEFORE DISCUSSION
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LEADING
Denmark, Netherlands, Israel,
US, UK
China, Japan, Russia, India
-----------------------------------------------------------------------------------Egalitarian
Hierarchical
Distance between boss
Distance between boss and
And subordinate is low.
subordinate is high. The
The best boss is a
best boss is a strong director
facilitator among equals.
who leads from the front.
Communication skips
Communication follows set
hierarchical lines.
hierarchical lines.
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INTERCULTURAL EFFECTIVENESS
CASE STUDY PRACTICE: LEADING
Case study: Mr. Rashesh (Indian) is a manager and in charge of
marketing. Mr. Ulrich (Danish) is an experienced manager who has
been assigned to a new operation in Russia. Mr. Ulrich requires ideas
and recommendations from his team. Mr. Ulrich is upset because his
team wants him to make all decisions and do not offer their ideas.
Mr. Rashest requires the deference that is a major part of how the
Russian organization operates. Mr. Rashest is not able to meet his
objectives because Mr. Ulrich’s team is no longer doing the required
work on time. Mr.Rashesh’s team sees Mr. Ulrich as a weak and
incompetent manager.
Pair Debrief: Give your partner feedback. Provide one example of a
time you felt understood and what your partners did: an example of
what went well. Then give one suggestion of how your partners can
improve, being specific about the behavior to be improved to be more
effective.
INTERCULTURAL EFFECTIVENESS
CASE STUDY PRACTICE: DISAGREEING PRODUCTIVELY
Case study: Mr. Wei Lin (Japanese), a project manger for a multinational, was invited to France to present on the most important
project planned for the upcoming year. Mr. Lin worked for weeks to
anticipate objectives and reinforce the need for this project. Lin’s
ideas were clear and his preparation meticulous.
Ms. Helene Durand (French) had been with the company for 10
years and valued a different project. During the presentation, she
and various members challenged and questioned Mr. Lin’s decision.
When the presentation was over, several people congratulated Mr.
Lin. Mr. Lin was shocked by the willingness of his French colleagues
to challenge his ideas in this public forum. Mr. Lin felt he lost face
by being confronted publically.
INTERCULTURAL EFFECTIVENESS: CASE STUDY
PRACTICE: DISAGREEING PRODUCTIVELY
Goal for Mr. Lin and Ms. Durand: Communicate
effectively by demonstrating awareness of each other’s
culture.
Pair: Prepare for a 10 minute conversation. Each lists
2-3 characteristics of his or her culture that may help in
managing the conversation.
The intent is to provide clues to what you know about
your culture in this situation which will help the other
person be effective.
INTER-CULTURAL COMMUNICATION
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DISAGREEING
Israel, France, Germany
China India, Sweden,
Russia, Netherlands, US, UK
Japan, Thailand,
-----------------------------------------------------------------------------------Confrontational
Disagreement and debate are
positive for the team or org.
Avoids Confrontation
Disagreement and debate
are negative for the team or
organization
Open confrontation may
be helpful in getting out the
Open confrontation may
Issues but negatively impact the
break the relationship,
relationship
the the harmony
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Session Learnings/Takeaways
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What’s one takeaway from this session about
yourself or about building intercultural
relationships?
Whole group examples