© (2006) the meaning of cultural differences in projects from dr. klaus wagenhals

© www.metisleadership.com (2006)

The meaning of

cultural differences in projects

From

Dr. Klaus Wagenhals


GPM- Project Group “IPA NEMA: International Project Activities – New Experiences, Methods & Approaches”

GoalCollect and evaluate information from individuals (project leaders,...) experienced in international project work

Which aspects will especially / always lead to problems?

Which strategies and tools are proposed to improve international project work?

Which additional support and tools are proposed?

What is the status of international project work in internationally active companies?

Development of the Questionnaire

Based on a previous survey by Prof. Nino Grau und Prof. Reschke (published

GPM PM-Forum Oct 2000)IPA NEMA WG Companies questionnaire

Version Feb 2001 and Version Oct 2001

Application of the Questionnaire

Responses from 50+ people in 40 different German companies - Broad range of different project types and branchesIn most cases project leaders, but as well

project coordinators or team membersMajority with > 5 years experiences in

international projectsExperiences in all regions worldwide (Europe,

Americas, Asia, other regions)


Competences

0,00 1,00 2,00 3,00 4,00 5,00 6,00 7,00

Emotional Competence

Business & Product Competence

Leadership Competence

Intellectual Competence

Inter-Cultural Competence

Self-Management Competence

Social Competence

Language Competence

1=most, 8=least important

Average all 51 answers since March 2001Average 30 answers since Oct. 2001

Importance of Personal CompetencesSuccess in international projects is also a question of the personal competence of those who are involved. …

ranking order by numbering the competences serially, giving a ‘1’ to the most important competence and an ‘8’ to the least important!


Problem Areas and Difficulties in International ProjectsWhere could (better) preparation and assistance of the project members be helpful for international projects? What do you have in mind specifically?

DifficultiesDifferent work

culture / work mentality

Different expectations about commitments, timing etc

LanguageDifferent

understanding and interpretation of terms

“german mindset”Long decision

processesLocal distribution

of project teamsDifferent legal and

fiscal rules and laws

Difficulties and improvement ideas in international projects

0

5

10

15

20

25

30

35

40

45

50

Technical qualificationsWorking culture Political - legalspecialities

Local infrastructureProject Management Language others

(51 questionnaires)

main difficulties

possible improvements named improvement ideas


The Path To Cultural Competence

Build cultural sensitivity

Analyse own culture

Analyse “target” culture

Introduce system for understanding cultures

Develop ways to work with target culture

work with target culture

Performance

No

. of

Team

s

Low High

A B CInner nature Rel. To nature Rel. Toto time Activity


Example from Running A Project Team

Team presents solution for review/discussion at regular intervals and receives updates on changing company needs from the sponsor

Sponsor keeps team on short leash; ''Do as I say''

Team works independently of sponsor

Au

tho

rity

Empowerment

Argue and fight!

Performance

No

. of

Team

s

HighLow

Goal: Develop integrated computer-based GT design system to reduce product development time by 50%

Project Team Origins: D, CH, PRC, USA, UK, IRL

Either / Or Perspective

Authority vs Empowerment


Aspects of Culture


Levels Of Culture

Adapted from E.H. Schein The Corporate Culture Survival Guide (1999)

Visible organisational structures and processes

Language, Rituals, Dress, Behaviours, etc.

Norms and espoused valuesStrategies, goals, philosophies, taboos

Basic underlying assumptionsUnconscious, taken-for-granted beliefs,

perceptions, thoughts and feelings

Visible(hard to decipher)

partly visible, partly subconscious (espoused justifications)

invisible, mostly subconscious(ultimate source of values and actions)


Kluckhohn’s Five Basic Questions

Kluckhohn developed five questions to identify a culture’s basic assumptions:

– What is the character of innate human nature?– What is the relation of humans to nature? (relation to

surroundings)– What is the temporal focus of human life? (time

orientation)– What is the mode of human activity?– What is the mode of human relationships?


Kluckhohn’s Model

Orientation Range

Human nature Basically evil or untrustworthy

Mixture of good and evil

Basically good

Relationship to nature

Humans are subservient to nature

Humans live in harmony with nature

Humans master nature

Sense of time Past-oriented Present-oriented

Future-oriented

Activity Being Growing Doing

Social relationships

Authoritarian Group-oriented

Individual

Table shows three possible orientations to the basic assumptions questions

Each culture displays a preference (and knows all orientations) Differences in orientation are often the root of internal resistance to,

stress and or rejection of an action proposed by someone else


Kluckhohn In Terms Of ValuesHuman Nature Most people can't be trusted

Sense of Time

Activity

There are both evil people and good people in the world, and you have to check people out to find which they are.

Most people are basically pretty good at heart

Relationship to Nature

Life is largely determined by external forces such as God, fate or genetics. A person can't surpass the conditions life has set.

Humans should, in every way, live in complete harmony with nature.

Humans' challenge is to conquer and control nature. Everything from air conditioning to the “green revolution” has resulted from having met this challenge.

Humans should learn from history and attempt to emulate the glorious ages of the past.

The present moment is everything. Let's make the most of it. Don't worry about tomorrow, enjoy today.

Planning and goal setting make it possible to accomplish miracles. A little sacrifice today will bring a better tomorrow.

It is enough to just “be”. It's not necessary to accomplish great things in life to feel your life has been worthwhile.

Humans' main purpose for being placed on this earth is for their own inner development.

If people work hard and apply themselves fully, their efforts will be rewarded.

Social Relationships

Some people are born to lead others. There are leaders and followers.

Whenever I have a serious problem, I like to get the advice of my family or close friends on how best to solve it.

All people should have equal rights and complete control over their own destiny.


Kluckhohn’s Model – Sample Results

Orienta-tion

Range

Humans

Nature

Time

Activity

Social

Orienta-tion

Range

Humans

Nature

Time

Activity

Social

US Americans Japanese


Tips To Ease Cultural Adjustment• Travel in a spirit of humility and with a genuine desire to meet, talk with

local people.• Do not expect to find things as you have them at home . . . for you have

left your home to find things different.• Do not take anything too seriously . . . for an open mind is the beginning

of a fine international experience.• Do not let others get on your nerves . . . for you have come a long way to

learn as much as you can, to enjoy the experience, and to be a good ambassador .

• Read carefully the information in your cultural guide and from your host . . . those who have gone before you have good advice to share.

• Try not to worry . . . for one who worries has no pleasure.• Remember your passport so that you know where it is at all times . . . a

person without a passport is a person without a country.


Tips To Ease Cultural Adjustment/2

• Do not judge the people of a country by the one person with whom you have had trouble . . . for this is unfair to the people as a whole.

• You shall remember that you are a guest in every land . . . for one who treats a host with respect will be treated as an honoured guest.

• Cultivate the habit of listening and observing• Realize that other people may have thought patterns and concepts

of time which are very different than yours - not inferior, just different.

• Be aware of the feelings of local people to prevent what might be offensive behaviour. For example, photography must be particularly respectful of persons.

• Make no promises to local, new friends that you cannot implement or carry through.

• Spend time reflecting on you daily experiences in order to deepen your understanding of your experiences.

© (2006) the meaning of cultural differences in projects from dr. klaus wagenhals

Documents

project team team

aspects of culture slide

project members

project coordinators

project team origins

target culture lowhigh

target culture work

cases project leaders