Lisi AerospaceA Case Study in Experiential Learning

Corporate Brief

This one-week residential program is designed for six groups of 25 executives, without distinction of age, position in the hierarchy, origin or function, who will come together once a year over three years to consolidate the foundations of our fast-growing industrial group.

Isabelle Carrere, Executive Vice President

Consolidate decision-making, communication and action abilities

Explore impact of cultural diversity on business ethos and practice

Learn to solve workplace problems caused by cultural differences

The Participants

Learning Strategy

Experiential Learning

Avoid theory

Harness participant assets

Highlight crucial issues

Enhance skills

Format

Interactive

Slideshow

Business Game

Debriefing

Personal Action Plan

InterculturalInterculturalCommunicationCommunication

Two DriversTwo Drivers

MarketMarketGlobalizationGlobalization

MulticulturalMulticulturalWorkforceWorkforce

MERGING CORPORATE CULTURES

AssimilationAssimilation

DeculturationDeculturation

Acquired company embraces Acquired company embraces acquiring firm’s cultureacquiring firm’s culture

Acquiring company imposes Acquiring company imposes its culture on acquired firmits culture on acquired firm

IntegrationIntegration Both cultures combined into a Both cultures combined into a new composite culturenew composite culture

SeparationSeparation Merging companies retain Merging companies retain separate culturesseparate cultures

Business Game

Bob Brown is Manager of Global Automotive Systems’ Production Division.

The company supplies automotive components to vehicle manufacturersworldwide.

Despite its position as one of the world leaders in the industry, Global’sprofits have dropped over the past six quarters as a result of competitionfrom smaller firms and problems that have arisen in meeting productionschedules.

Bob Brown has been assigned the task of restoring Global’s competitiveedge by identifying and solving internal shortcomings that are hurting hisdivision’s performance.

He has called his four subordinates to a meeting.

Preparation

Five Teams - 2 hours

Divisional ManagementQuality ControlPlant ManagementSupervisor AssemblySupervisor Subassembly

Simulation

1 Reporter per Team

AnalysisDiscussion

ResponsibilityConflictDecision

Debriefing

Reports and Discussion

Similarities to real workplace behaviorDifferent work practises grounded in culture Risk of underperformanceCommunication and feedbackReview of procedures

Personal Action PLan

A roadmap for better workplace performance

Improve skillsSet goals to attainIdentify and deploy resourcesReview and follow up

Corporate DebriefThe trainer designed the program and conducted two modules on intercultural management and negotiation. Direct and relaxed, putting everybody at ease, handling intercultural principles in such a way as to break down the relational barriers within each group, these modules contributed in no small way to building our company’s team spirit, above and beyond the simple delivery of content the trainer was assigned to do. The learning experience was a real pleasure for all concerned.

Isabelle Carrere, Executive Vice President

Conclusion

Total EL requires removing the trainer from the training

Focus on day-to-day concerns of client Dispense with theory Total involvement of participants

Outcome depends on learner motivation and trust