cross-cultural differences in getting agreement
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Cross-cultural Differences in Getting Agreement. Karen S. Walch , Ph.D. Global mobility and Cultural drift. Recognize global changing ‘center of gravity’ Adapt to speed, volume, magnitude and dynamic change Problem solve with lack of predictability of issues and events - PowerPoint PPT PresentationTRANSCRIPT
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Cross-cultural Differences in Getting Agreement
Karen S. Walch, Ph.D.
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Global mobility and Cultural drift
• Recognize global changing ‘center of gravity’ • Adapt to speed, volume, magnitude and dynamic
change• Problem solve with lack of predictability of issues and
events• Manage mixed meaning and values of fairness and
trust• Expand negotiation and performance through
increased mindfulness and flexibility where cultural gaps exist
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“The Shifting Economic Center of Gravity…”1Calculated by weighting national GDP by each nation’s geographic center of gravity; a line drawn from the center of the earth through the economic center of gravity locates it on the earth’s surface. For detailed analysis, see Richard Dobbs et al., Urban World; Cities and the Rise of the Consuming Class, McKinsey Global Institute, June 2012, pp. 61-72.Source: University of Groningen; McKinsey Global Institute analysis of data compiled by Angus Maddision
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The Cultural Orientations Approach
We live in interesting timesPopulation
estimate in 2050 is 9.6B,
previously 7.2B
Faces of the Future, The Economist, June 2013
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The Cultural Orientations Approach
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© 2014 TMC | A Berlitz Company
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The Cultural Orientations Approach
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The Cultural Orientations Approach
Individual Culture
Team CultureNational / Societal Culture
Functional Culture
Identity Group Culture
Organizational Culture
The six levels of culture …
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© 2014 TMC | A Berlitz Company
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The Cultural Orientations Approach
Culture
Values
Beliefs & Assumptions
Emotions
Behaviour
Norms
Short Definition:What is expected, reinforced and rewarded by and within a particular group.
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Values Drive Behavior
Evaluate: Emotion
Describe: Observable Behavior
Interpret: Cognition
* The Iceberg Model* Edgar Schein, MIT
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NEGOTIATION: Basic means of getting what you want from others.
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Negotiation
• Two or more parties must make decisions about their interdependent goals
• There is no clear/established method for making this decision.
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Is Time Fixed or Fluid ?
Fixed• Precise definition of punctuality; time
determines actions
Fluid• Loose definition of punctuality; actions
determine time
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How do Focus on Accomplishing Tasks?
Being• Relationship-centered; focus on
establishing personal, trusting relationships; emphasis on contemplation and reflection
Doing• Task-centered; focus on accomplishing
tasks; emphasis on action
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Thinking Style
Orientations that impact how people tend to process information in work situations
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How do you Focus on taking in information?
Single-Focus• Concentration on one task at a time; high
commitment to schedules
Multi-Focus• Concentration on multiple tasks and/or relationships simultaneously
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How much context or cues beyond verbal to you need?
High Context• Reliance on implicit and tacit communication of
meaning
Low Context• Reliance on explicit and precise communication
of meaning
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Linear• Focus on the analysis of individual components
and points rather than the whole
Systemic• Focus on the big picture and causal connections
Do you start with the big picture or with the details?
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Sense of Self
Orientations that impact how people tend to view identity and motivation in work situations
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How do you structure power relationships?
Hierarchy• Expectation of social stratification and
differentiated power structure
Equality• Expectation of minimized social stratification
and egalitarian power structures
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What is your tolerance for ambiguity and uncertainty
Order
• Emphasis on rules and procedures; value placed on predictability and the minimization of ambiguity
Flexibility
• Emphasis on improvisation; value placed on risk-taking and tolerance for ambiguity
• http://www.youtube.com/watch?v=4phFYiMGCIY&feature=related
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Example ApplicationsCross-functional
collaborationNegotiating
inclusive normsInfluencing in a global matrix
1. Shifted Regional Cultural Preferences to Global Cultural Thinking
2. Decreased Cultural Mishaps and Increased Positive Team and Rapport
3. Enhanced “Style Switching” Abilities and Empathy
4. Increase in “Cultural Dialogue”
Inclusive workplace >
Increased bid win rate
1. Applied COA to map their experience and respective functional norms
2. Implemented a cross-functional workout based on the principles of “Cultural Dialogue” to define new norms and commitments
1. Assess their social network and critical relationships
2. Identified cultural gaps
3. Develop and style-switching strategies peer coaching
4. Track and continuously improve through peer coaching
Shorter product development
cycles
Improved individual
leadership acumen
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KEY TAKE AWAYS• Do Cultural due diligence:
• Assess and prepare for the positive effects of culture in preparation for a venture or engagement.
• Practice Style Switching:• Use a broad and flexible repertoire behavioral skills
depending upon the given situation.• Lead Cultural Dialogue and Mentoring:
• Close cultural gaps and create cultural synergy through advising, conversation and learning from others.
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Grazie! Tak! Merci! Toa chie! Arigato! Spasiba! Thank you!
Gracias! Go maith! Dankeshoen!
Gmadlob! Dank je! Shukran!
Dziakuju! Do jie! Tashakkur!
Sayol! Diolch! Dakujem! Xie Xie!
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