How to leverage cultural differences as a leader of multicultural teams and projects
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Transcript of How to leverage cultural differences as a leader of multicultural teams and projects
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
How to leverage our cultural differences ?
When the whole is greater than the sum of its parts*
JULY 2015 BY SOPHIE CAROLINE VANEL
Anonymous version
*Confucius
1+1 >2
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
2
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
3
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Cultural Orientations Framework Assessment
What is the COF Assessment™?
It is a questionnaire developed and based on the Cultural Orientations Framework (COF) by Philippe Rosinski, described in his book Coaching Across Cultures (Nicholas Brealey Publishing, 2003, www.CoachingAcrossCultures.com)
The COF builds upon the findings of anthropologists, communication experts, and cross-cultural consultants, including Florence Kluckhohn and Fred Strodtbeck, Edward Hall, Geert Hofstede, and Fons Trompenaars, among others
The COF is an integrative framework designed to assess and compare cultures. It includes a range of cultural dimensions/orientations (17) grouped in seven categories*:
1. Sense of power and responsibility
2. Time management approaches
3. Definitions of identity and purpose
4. Organizational arrangements
5. Notions of territory and boundaries
6. Communication patterns
7. Modes of thinking *See the 17 detailed cultural dimensions sent out to you
4
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To contact the author please email at [email protected]
What is a cultural orientation?
It is an inclination to think, feel or act in a way that is culturally determined
For example, in the United States, people tend to communicate in a direct fashion, saying what they mean, and
meaning what they say. The message is clear, but it can also be perceived as offensive. Their cultural orientation,
then, is “direct communication,” in contrast with Asians’ typical indirectness. Asians don’t necessarily spell out what
they mean, at the risk of being misunderstood, because they wish to avoid hurting someone’s feelings
Cultural orientations are not black or white
In other words, no one is totally direct or indirect, but individuals and cultures lie somewhere on a continuum bounded
by the extreme on both ends. For example, you may be inclined to be direct 75 percent of the time and indirect the
remaining 25 percent. In other words, your cultural orientation, on the “direct-indirect communication” cultural
dimension, is primarily “direct communication”
To function efficiently as a group, we need to find a balance between our primary orientations and our ability to
adjust to the opposite orientation. When we have to use a cultural orientation which is not primarily ours, according to
our position on the continuum, it requires we use more or less energy to adjust and use it
5
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To contact the author please email at [email protected]
What is the aim of this analysis?
It is important to be aware of our differences because…
…most of the time, conflicts are the result of misunderstandings rather than disagreements
…we have different ways of working, and different needs and perceptions. So if you feel
disturbed by something in the dynamic of the group or by someone in the group, try to check
out the profiles first…it might help you understand the other and adjust, or on the contrary
point, learn what disturbs you and express your needs to the group
…it is the best way to create synergies, leveraging our respective strengths
6
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
7
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Modes of Thinking
7
Deductive Inductive
Analytical Systemic
Communication Patterns
6
High-Context Low-Context
Direct Indirect
Affective Neutral
Formal Informal
Notions of Territory and Boundaries
5
Protective Sharing
Organizational Arrangements
4
Hierarchy Equality
Universalist Particularist
Stability Change
Competitive Collaborative
Definitions of Identity and Purpose
3
Being Doing
Individualistic Collectivistic
Cultural Orientation Framework ™
Categories
Time Management Approaches
2
Scarce Plentiful
Monochronic Polychronic
Past Present Future
Sense of Power and Responsibility
1
Control Harmony Humility
Dim
en
sio
ns
8
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To contact the author please email at [email protected]
Modes of Thinking
7
Deductive Inductive
Analytical Systemic
33%
67%
67%
33%
Communication Patterns
6
High-Context
Low-Context
Direct Indirect
Affective Neutral
Formal
Informal
44%
56%
78%
22%
100%
0%
33%
67%
Notions of Territory and Boundaries
5
Protective
Sharing 33%
67%
Organizational Arrangements
4
Hierarchy
Equality
Universalist
Particularist
Stability
Change
Competitive
Collaborative
33%
67%
44%
56%
22%
78%
11%
89%
Definitions of Identity and Purpose
3
Being Doing
Individualistic
Collectivistic
89%
11%
44%
56%
Team orientations profile
Categories
Time Management Approaches
2
Scarce Plentiful
Monochronic
Polychronic
Past Present
Future
100%
0%
44%
56%
22%
22%
56%
Sense of Power and Responsibility
1
Control Harmony Humility
78%
11%
11%
- Analysis based on 9 individual profiles from 9 nationalities: UK/Finland, Germany/Austria, France, Belgium, Singapore/Malaysia, USA -
Dim
en
sio
ns
9
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To contact the author please email at [email protected]
Modes of Thinking
7
Deductive Inductive
Analytical Systemic
33%
67%
67%
33%
O A 44%
100%
67%
89%
Communication Patterns
6
High-Context Low-Context
Direct Indirect
Affective Neutral
Formal Informal
44%
56%
78%
22%
100%
0%
33%
67%
O A 78%
67%
67%
56%
89%
33%
44%
100%
Notions of Territory and Boundaries
5
Protective Sharing
33%
67%
O A 44%
89%
Organizational Arrangements
4
Hierarchy Equality
Universalist Particularist
Stability Change
Competitive Collaborative
33%
67%
44%
56%
22%
78%
11%
89%
O A 33%
100%
22%
100%
22%
89%
33%
100%
Definitions of Identity and Purpose
3
Being Doing
Individualistic Collectivistic
89%
11%
44%
56%
O A 100%
78%
56%
67%
Team orientations and abilities profile
Categories
Time Management Approaches
2
Scarce Plentiful
Monochronic Polychronic
Past Present Future
100%
0%
44%
56%
22%
22%
56%
O A 67%
33%
56%
89%
78%
67%
33%
Sense of Power and Responsibility
1
Control Harmony Humility
78%
11%
11%
O A 89%
78%
67%
Dim
en
sio
ns
O A Orientation Ability
10
- Analysis based on 9 individual profiles from 9 nationalities: UK/Finland, Germany/Austria, France, Belgium, Singapore/Malaysia, USA -
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
What does it tell us as a group?
A dominant orientation towards the Control, Change and Future orientations, is supported by the belief that
we have the power over our environment, an unlimited one (characteristic from Western cultures)
Time is scarce for all of us but nearly half of the team is oriented towards the monochronic time
management approach
We primarily focus on the group, the quality of the relationships, and equality and human contact. We use
our feelings/emotions as a first key to understand our environment - mainly oriented towards the Being,
Collectivistic, Equality, Particularist, Collaborative, Sharing, Affective, Informal and Inductive orientations
Our communication pattern is balanced in the team between explicit (words) and implicit (body language,
gesture, attitudes etc) modes, with the tendency to talk directly of the disagreement topics
We primarily see the details but we show a good ability to gather the pieces and see the picture as a whole -
mainly oriented towards the Analytical orientation
Dominant team profile
11
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How can we work together?
Time needs to be structured with deadlines and agendas – it can be a source of high stress for monochronic oriented people
Relationships need to be fed with human contact, ideally face-to-face: it is one key source of fuel for the team. It is necessary to feed the “being” and “high-context/implicit” orientations to trigger the “doing” one. Organizing one face-to-face team meeting would boost the energy of the team
Encouraging feedback on the personal interactions and business-related topics helps activate a virtuous circle of motivation. On the contrary, absence of feedback is perceived as negative feedback for implicit-oriented communication people
The search for harmony among the team members and the fact that the quality of the relations take precedence over the disagreements could prevent us from being challenging and creative enough
We need to be careful about our communication patterns as we are a mix of explicit/implicit, direct and indirect primarily orientated members. One option is to be clear and firm in the content but soft and tactful in the delivery
Micro-management would not be accepted, on the contrary it would be an obstacle to productivity. Autonomy, accountability and trust among the team members and from the project leader are attitudes to leverage
Needs and Warning points
Attitudes valued:
- Action, Work, Autonomy, Proactivity and Dedication
- Accountability and Empowerment
- Teamwork
- Solidarity
- Knowledge and knowledge sharing
Self-fulfilling prophecy : dreams and objectives can come true, whatever the context and the limits; It encourages an “out-of-the box thinking” attitude
Harmony and positive spirit among the team members
is crucial
Globally speaking we have a good ability to use our non
–preferred sides of the dimensions to adjust to others
on the team
Positive impacts for the dynamic of the team
12
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
13
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
“It was interesting to see how much synergy there
was for the team. We seem to be closely aligned
on a lot of the dimensions”
“I think if we can at least show our own score to
our leaders it would inform them of some
strong areas we possess as well as opportunities
for development”
“What was new for me is looking into
dimensions from a cultural and team
perspective”
“I liked being able to compare myself to
others. This information can help us understand
our differences and perhaps how we
approach things with certain individuals”
” This is a great way to evaluate and gain insight
in a nonbiased way”
“This analysis is extremely helpful for the person leading the team!”
“it is useful to work as a team as you can then
understand its dynamics better and assign
particular type of work to different people”
“It will be important to adapt my communication style during the project. I noticed that I was on the opposite side of the bulk
of the team – This exercise is very helpful”
«
“I liked the results of the Time Management
Approach. I wasn’t expecting so many people oriented
towards the future because I was more judging their
ability (which then corresponds with my
expectation)”
” I was happy to see how collaborative this team is
considering it’s a very new team. I’m not sure how the
team members were chosen but whomever chose the
team members had a sense of what would make a good
team”
“We show great ability to understand the needs and
requirements of the practice line”
”It might give us a good overview on who of our champions might have a
big or small impact on the rest of the organization”
“The fact that we were all closely aligned on the
“being” within identity and purpose is great for us to lead Change Management
initiatives for our office and for client engagements”
“Fantastic job! I loved the Needs/Warning points on
each slide. I need to remember to go back to
these slides and use those points during the project”
” I thought it was interesting that the team is focused and driven by work life balance
and personal development and informal work style. It makes
me think that we all chose this profession/company for a
reason”
What the team thinks about the exercise
14
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
15
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
How to make good use of our Sense of Power and Responsibility
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good
Control Harmony
Need to be informed and kept in the loop to stay in control
Risk of lack of tolerance towards others’ weaknesses and differences and could be perceived as arrogant or naïve
Risk of feeling guilty when things do not turn out the way they should be: we take responsibility for failures
We don’t have an unlimited power over our environment and need to take into account inevitable limits
A dominant orientation towards the control side of the dimension, supported by the belief that we have the power over our environment, an unlimited one (characteristic from Western cultures)
Balanced by 2 team members who tend to include the limits of nature, as it is the obvious second half of human kind (balance between the Yin and Yang, typical from Asian cultures)
Globally good ability from the team to adjust to the other sides of the dimension
Attitudes valued: Work, Autonomy, Proactivity and Dedication Accountability and Empowerment
Self-fulfilling prophecy which stimulates an “out-of-the box thinking” spirit
Energy re-directed if needed towards achievable targets and results, taking into account natural limits and people
Positive impacts for the dynamic of the team
Team profile
Control Humility Harmony Poor Fair Excellent Limited Good
Humility
Control Humility
People have a dominant power and responsibility to forge the life they want
Accept inevitable natural limitations
Harmony
Strive for balance and harmony with nature
1 3 4 5 6 7 2 Category
H
G
D
C
B
F
A
E I
78%
F D
G
H
C
B
A
E I
89%
F D G H
C
B
A
E
I
78%
F
D
G
H
C
B
A
E
I
66%
Needs/Warning points
16
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
17
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
1 3 4 5 6 7 2 Category
Dimension 1/3
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Scarce Plentiful
H G
D
C
F
F F D
D G
G H H C C
B
A
E
B
A E
B A
E
I
I
I
100% 77%
Scarce Plentiful
Time is a scarce manage time carefully!
Time is abundant Relax!
Orientation Abilities Scarce Plentiful
Time needs to be structured with clear agendas, timelines and objectives
Risk of lack of patience and working too quickly
Risk of not taking the time to really listen to others
We may gain time by taking it!
Time is considered to be a scarce resource for all of
us, and should be optimized as much as possible We are typical examples of the “speed generation”,
encouraged by our use of technology (BlackBerry, PC, virtual communication tools etc.)
Our ability to adjust to the plentiful orientation is limited
Our perception of rarity of time encourages us to: Plan Delegate Adjust priorities
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Time Management Approaches
Needs/Warning points
67%
18
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Monochronic Polychronic
Concentrate on one activity and/or relationship at a time
Concentrate simultaneously on multiple tasks and/or people
1 3 4 5 6 7 2 Category
Dimension 2/3
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Monochronic Polychronic
H
G D
C
F
Monochronic Polychronic
F
F
D D
G
G H
H C C
B
A
E
B
A
E
B
A
E
I
I I
56% 56% 89%
Tendency for polychronic-oriented people to interrupt a task or a meeting to take care of another activity or important relationship at the same time
They also show limited attention on one specific topic and need diversity
This diversity is important as it is a stimuli and a source of energy
Tendency for monochronic-oriented people to be rigid and lack flexibility regarding the agenda and the planned evolution of the project
There is no obvious dominant profile: the team is
quite equally balanced between monochronic and polychronic natural orientations
Despite tasks needing to be clearly segmented in time and sequence for half of the team, the people concerned show good abilities to adjust and juggle multiple parallel tasks. The opposite is applicable for polychronic-oriented team members
Ability to move forward with the project, despite multiple client engagements in parallel
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Time Management Approaches
Needs/Warning points
19
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good
Past Present
Dimension 3/3
78% 56%
1 3 4 5 6 7 2 Category
H
G
D
C
F
B
A
E
I
Past Future Present Poor Fair Excellent Limited Good
Future
F
F
F
D
D
D G G G H H
H
C
C
C
B
A
E B
A
E
B
A
E
I
I
I
Past Future
Learn from the past. The present is essentially a continuation or repetition
of past occurrences
Have a bias towards long-term benefits. Promote a far-reaching
vision
Present
Focus on the “here and now” and short-term benefits
Need to get enough visibility on the immediate next steps and the project planning
Need to celebrate successes in the present, at the time of the achievements (vs. the end of the project)
Need to learn from the past
The team is predominantly oriented towards the
future, whatever the geographical origins and locations of the team members are
Without being fully focused on the extremes, its
orientations include the near past and near future, with good abilities to adjust to the past and present
Change management focuses on people, a mix of
the 3 dimensions: past, present and future
The diversity of orientations and abilities in the team is an opportunity: to understand and take into account these
dimensions in the client/ employees’ history to achieve short, mid and long-term results
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Time Management Approaches
Needs/Warning points
67% 67%
20
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
21
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Being Doing
Being Doing
78%
Dimension 1/2
1 3 4 5 6 7 2 Category
100%
H G
D
C F F F
D D
G
G H
H
B
A E
B
A
E
C
B
A
E
C I
I
I
89%
Being Doing
Stress living itself and the development of talents and
relationships
Focus on accomplishments and visible achievements
Being clear about tasks, expectations and deadlines is important but not enough
Relationships need to be fed with human contact, ideally face-to-face: it is one key source of fuel of the team
It is necessary to feed the “being” orientation to trigger the “doing” one
Organizing one face-to-face team meeting would boost the energy of the team
The team primarily emphasizes personal
development and work/life balance “Nourishing” relationships and interesting work
provide professional satisfaction and significant rewards, unrelated to material goods, that feeds the engine of the team
We show good ability to adjust to the doing orientation
People development goes hand in hand with business development: if the first one is stimulated, the second one will follow easily
As Change Management primarily focuses on the “being” dimension, the team orientation shows great abilities and opportunities to understand the challenges of the practice line and address them properly
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Definitions of Identity and Purpose
Needs/Warning points
22
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Individualistic Collectivistic
Individualistic Collectivistic
67% 56%
Dimension 2/2
1 3 4 5 6 7 2 Category
H G D F F
F
D
D
G
G H
H B A
E
C
B
A
E
C
B
A
E
C
I
I
I
56%
Individualistic Collectivistic
Emphasize individual attributes and projects
Emphasize affiliation with a group
Make sure that the needs of the group are satisfied
for the collectivistic oriented-team members: the personal implication in the team will be all the more important that the individual needs are satisfied within the group
There is no sticking dominant profile: the team is
quite equally balanced between individualistic and collectivistic natural orientations, with good abilities to adjust to the extremes of the dimension
The well-balanced orientations and abilities of the team can create an interesting dynamic in the creation, debating and decision-making processes: team members should be able to present their ideas and arguments, as well as reach a consensus that preserves the cohesiveness of the group
The individual motivations such as “this project allows me to develop myself and increase my knowledge about Change management” can contribute to reinforcing unity of the group and creating a strong collectivism
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Definitions of Identity and Purpose
Needs/Warning points
23
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To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
24
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Hierarchy Equality
Hierarchy Equality
100% 67%
1 3 4 5 6 7 2 Category
Dimension 1/4
H
G
D
F F
F
D
D G G H
H
B
A
E C
B
A
E
C
B
A
E
C I
I
I
Hierarchy Equality
Society and organizations must be socially stratified to function
properly
People are equals who often happen to play different roles
Micro-management would not be acceptable; on the contrary, it would be an obstacle to productivity
Autonomy, accountability and trust are attitudes to leverage among the team members, and from the project leader
The search for equality and consensus could prevent the emergence of creative ideas, or simply from challenging ideas, being afraid of offending others or their sensibilities
A dominant orientation towards equality,
supported by the belief that disparity creates an environment full of frustration and injustice
Some difficulties for the majority to adjust to hierarchy-oriented interactions
Taking the initiatve is valued and encouraged within the team
The decision-making process relies on consensus
“Power” is shared as much as possible
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Organizational Arrangements
Needs/Warning points
67%
25
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Universalist Particularist
Universalist Particularist
100% 56% 88%
1 3 4 5 6 7 2 Category
Dimension 2/4
H G
D
F
F
F
D D G G
H H B A
E
C
B
A
E C
B A
E C
I
I
I
Universalist Particularist
All cases should be treated in the same universal manner. Adopt
common processes for consistency and economies of scale
Emphasize particular circumstances. Favor decentralization and tailored
solutions
Risk of focusing on details and not taking enough distance to draw the big picture
A dominant orientation towards the particularist
side of the dimension, with balanced abilities to adjust to the universalist side.
Equity prevails over equality: being just and fair
taking into account individual circumstances and specificities
It creates a space for creativity and different opinions
It will allow us to define a flexible approach to Change Management: a global practice line with local adjustments according to the markets and the corporate cultures
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Organizational Arrangements
Needs/Warning points
26
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Stability Change
Stability Change
89% 78% 88%
1 3 4 5 6 7 2 Category
Dimension 3/4
H G D
F
F
F
D D G G
H
H
B
A
E
C
B
A
E
C
B
A
E
C I
I
I
Stability Change
Value a static and orderly environment. Encourage efficiency through systematic
and disciplined work. Minimize change and ambiguity, perceived as disruptive.
Value a dynamic and flexible environment. Promote effectiveness through adaptability and innovation. Avoid routine, perceived as boring
Risk of getting bored if there not enough diversity and room for improvement and creativity
A dominant orientation towards change and
flexibility, with a limited ability for stability
Creativity, open-mindedness, flexibility are valued and encouraged by the team
Search for challenges and the ability to get out of one’s comfort zone
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Organizational Arrangements
Needs/Warning points
27
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Competitive Collaborative
Competitive Collaborative
100% 89% 67%
1 3 4 5 6 7 2 Category
Dimension 4/4
H G D
F
F
F
D
D
G G
H
H
B
A
E
C
B
A
E
C B
A
E
C
I
I
I
Competitive Collaborative
Promote success and progress through competitive stimulation
Promote success and progress through mutual support, sharing of
best practices and solidarity
Working as a team is a strong lever of motivation
and nourishes our inner need for self-fulfilment
Collaboration predominantly prevails over
competition, with limited abilities to use this latest
Attitudes valued: Teamwork Solidarity Knowledge and knowledge sharing in order to achieve success
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Organizational Arrangements
Needs/Warning points
28
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
29
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To contact the author please email at [email protected]
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Protective Sharing
Protective Sharing
89% 67%
1 3 4 5 6 7 2 Category
H G D
F
F
F
D
D
G G
H
H
B
A
E
C
B
A
E
C B
A
E C
I
I
I
56%
Protective Sharing
Protect oneself by keeping personal life and feelings private (mental boundaries), and
by minimizing intrusions into one’s physical space (physical boundaries)
Build closer relationships by sharing one’s psychological and physical
domains
The lack of “sharing” between team members could be perceived as a threat, as it would prevent them getting to know each other and creating connections
Physical and psychological distance is extremely personal and cultural. Even though we are mostly oriented towards the sharing side of the dimension, the limits can vary from one person to another
Encouraging feedbacks on the personal interactions and business-related topics would activate a virtuous circle
A dominant orientation towards the sharing side of
the dimension (both personal and professional), in order to build and secure relationships with others
The team shows balanced abilities to adjust to the protective orientation
It humanizes the work atmosphere and increase motivation
It is a virtuous circle: sharing stimulates relationships based on trust, which allows more sharing and so on. It reinforces the connections into the group, solidarity and team working
It is an opportunity for self-improvement
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Notions of Territory and Boundaries
Needs/Warning points
30
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
31
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Dimension 1/4
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good High-Context Low-Contest
High-Contest Low-Contest
78%
1 3 4 5 6 7 2 Category
67%
Implicit Explicit
H
G
D F
F
F D D G G H H B
A
E
C
B
A
E
C
B A
E
C
I
I
I
56%
High-Context Low-Context
Rely on implicit communication. Appreciate the meaning of gestures, postures, voice
and context
Rely on explicit communication. Favor clear and detailed instructions
Absence of feedback = negative feedback for implicit communication oriented persons
Some frustration may arise for team members oriented towards implicit communication style linked to distant team workers, without face-to-face meetings
There is no obvious dominant profile: the team is balanced between implicit and explicit communication preferences, with nearly half of the team fully oriented towards the explicit side of the dimension
The team shows good abilities to adjust to both types of communications: verbal and non-verbal
Instructions and explanations need to be detailed. Words are very important to be understood by low-context oriented members
Non-verbal signals, such as the tone of the voice over the phone, silences, breathing etc. which is precious information to understand and work with high-context oriented members. Messages are conveyed through the body, not words
Team profile
How to make good use of our Communication Patterns
Face-to-Face Phone Letters/Emails Videoconference Emails
Explicit Implicit Communication support to favor
Needs/Warning points
32
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To contact the author please email at [email protected]
Dimension 2/4
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Direct Indirect
Direct Indirect
78% 67%
1 3 4 5 6 7 2 Category
H
G
D
F
F F D
D
G G
H H
B
A
E
C
B
A
E
C
B A
E
C
I
I
I
56%
Direct Indirect
In a conflict or with a tough message to deliver, get your point across clearly at the
risk of offending or hurting
In a conflict or with a tough message to deliver, favor maintaining a cordial
relationship at the risk of misunderstanding
Direct communication may be perceived as aggressive or make the other lose face
The Indirect communication style is more sensitive but might lead to misunderstandings
A solution can be to be clear and firm in the content (direct) but soft and tactful in the delivery (indirect in the process)
A dominant orientation towards the direct
communication style, even though half of the team is clearly between both
Our ability to adjust to each style is mitigated
The advantage of direct communication style is clarity
The Indirect communication style preserves face and maintains harmony
Team profile
How to make good use of our Communication Patterns
Positive impacts for the dynamic of the team
Needs/Warning points
33
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Dimension 3/4
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Affective Neutral
Affective Neutral
100% 89%
1 3 4 5 6 7 2 Category
H G
D
F
F F D
D
G G
H H B
A
E
C
B
A
E
C
B
A E
C I
I
I
67%
Affective Neutral
Display emotions and warmth when communicating. Establishing and maintaining personal and social
connections is key
Stress conciseness, precision and detachment when communicating
Emotions need to have some space to be expressed They help nourish the relationships among team
members It is important to express ideas in an aesthetical
way We need to pay attention to keep the heart warm
(emotions, feelings) but the brain cold (facts, arguments), and communicate using both
Predominantly oriented towards the effective
communication style, social and personal relationships prevail over the content of the communication
We show limited ability to adjust to the neutral communication style
It humanizes the work atmosphere and increases motivation
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Communication Patterns
Needs/Warning points
34
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Dimension 4/4
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Formal Informal
Formal Informal
100%
1 3 4 5 6 7 2 Category
H
G D F F F
D D
G G H
H
B
A
E
C
B A
E C
B
A
E
C
I
I
I
67% 55%
Formal Informal
Observe strict protocols and rituals Favor familiarity and spontaneity
Need to feel free to express oneself spontaneously
Humor is an interesting lever to create proximity
A dominant orientation towards the informal
orientation that goes with the massive “effective” profile of the team
Most of us have limited ability to adjust to the formal orientation
It humanizes the work atmosphere and increases motivation
It contributes to creating a friendly and spontaneous relationship among the team members
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Communication Patterns
Needs/Warning points
35
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Agenda Cultural Orientation Framework ™
Key outcomes
High Level Team Analysis
What the team thinks about the exercise
Detailed Team Analysis
1. How to make good use of our Sense of Power and Responsibility
2. How to make good use of our Time Management Approaches
3. How to make good use of our Definitions of Identity and Purpose
4. How to make good use of our Organizational Arrangements
5. How to make good use of our Notions of Territory and Boundaries
6. How to make good use of our Communication Patterns
7. How to make good use of our Modes of Thinking
36
This document contains proprietary information of Sophie Caroline Vanel.
No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Dimension 1/2
Orientation Abilities
Poor Fair Excellent Limited Good Poor Fair Excellent Limited Good Deductive Inductive
Deductive Inductive
100%
1 3 4 5 6 7 2 Category
H G D
F
B A
E
C
I
F
F D
D G G H
H
B
A
E
C
B
A
E C I
I
67% 55%
Deductive Inductive
Emphasize concepts, theories and general principles. Then, through logical reasoning, derives practical applications and solutions
Start with experiences, concrete situations and cases. Explore connections between
elements and focuses on the whole system
Risk of sticking to our experience without
considering other options
A dominant orientation towards the inductive
orientation: We use our experiences, intuition, feelings, emotions and perceptions as a first key to understand our environment
It offers an opportunity to go beyond all the theoretical literature about change management and innovate according to our experience
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Modes of Thinking
Needs/Warning points
37
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No disclosure or use of any portion of these materials may be made without the expressed written consent of Sophie Caroline Vanel ©2016
To contact the author please email at [email protected]
Dimension 2/2
Orientation Abilities
Poor Fair Excellent Limited Good
Analytical Systemic
1 3 4 5 6 7 2 Category
F
D
G H
B
A
E C
I
Analytical Systemic
H G D F
B
A
E
C
I
67% 89%
Poor Fair Excellent Limited Good
F D
G
H B
A
E C
I
66%
Analytical Systemic
Separate a whole into its constituent elements. Dissect a problem into smaller
chunks
Assemble the parts into a cohesive whole. Explore connections between elements and
focuses on the whole system
In case of misunderstanding we need to bear in
mind these 2 types of thinking and differences in order to not stick to our point of views
There is no obvious dominant profile: the team is
quite equally balanced between analytical and systemic natural orientations, with good abilities to adjust to the extremes of the dimension
Both types of thinking have complementary advantages: Analytic: helps solve difficult issues Systemic: helps see the links in complex
situations
Positive impacts for the dynamic of the team
Team profile
How to make good use of our Modes of Thinking
Needs/Warning points
38