Today’s Global Executives Must Be Prepared to/media/Files/MSB/Centers... · 2013-10-28 ·...
Transcript of Today’s Global Executives Must Be Prepared to/media/Files/MSB/Centers... · 2013-10-28 ·...
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Today’s Global Executives Must Be Prepared to
• Assess new business destinations effectively
• Understand the prevailing cultural context
quickly
– People’s goals, motivations and expectations
– Structures and systems that shape business
• Implement in a culturally appropriate manner
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Cultural Factors Affect People’s Performance and
Expectation
• Interactive Style
• Organization and Time Management
• Personal Initiative and Respect for Authority
• Responsibility and Accountability
• Promotion and Compensation
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Cultural Analysis
Toolkit
Helps you analyze a destination
so you can:
• Understand your own
culturally-based attitudes,
preferences and behaviors
• Analyze a new cultural
environment
• Anticipate and solve problems
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What is Culture?
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A system of values and
norms that are shared
among a group of people
and that when taken
together constitute a
design for living.
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Cultural Frameworks
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Analyze Culture
Make Sense of Differences
Posit Parameters x y
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The Cultural Framework in the Toolkit
• Based on the work of scholars in cross-cultural business
communication
• Adapted for ease of use
• Features 8 cultural dimensions
- These are described in the Attitudes and Behaviors
section of the Toolkit
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1. Achievement/Birthright
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Attitudes Towards Status
Success through
Performance
Success through
Influence
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2. Universalism/Particularism
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Attitudes Towards Authority
Follow Most Rules to
Ensure Stability
Choose When to
Follow Rules
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3. Relationship/Task
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Attitudes Towards Accomplishing Goals
Rely on Relationships Rely on
Structures/Processes
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4. Individualism/Collectivism
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Attitudes Towards Collaboration and Reward
Individual Accountability
and Reward
Group Accountability and
Reward
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5. Short-Term/Long-Term
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Attitudes Towards Time
Prioritize the Future,
Innovation
Prioritize Consistency
with the Past
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6. Indirectness/Directness
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Attitudes Towards Explicitness in Communication
Avoid Confrontation to Preserve
Relationships
Get to the Point to
Advance Agenda
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7. Expressive/Neutral
How Much Emotion is Conveyed
Emotions Conveyed Clearly Emotions Held in Check
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8. Schedule/Flow
How Time is Perceived and Organized
Plan and Schedule to Avoid
Surprises
Multitask and Adapt for
Flexibility
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Assess your new environment by:
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Observing
Reading
Company
visits/Meetings
Casual interaction
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Using the Cultural Toolkit
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Personal
Profile
Destination
Profile
Problem Solving
Ability
Cultural
Intelligence
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Exercise 1: Self-Assessment
Answer the self-assessment questions in the Behaviors and
Attitudes section of the toolkit and create your Personal
Profile on p. 34.
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Exercise 2: Review an Example
To get a sense of what to look for as you conduct your own
analysis of a new location, review the S. Korea example
of a cultural analysis.
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Exercise 3: Using the Toolkit
Reassessing Rio
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Read the scenario on the next slide and answer the questions that follow it using the toolkit as indicated.
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Exercise Scenario: Reassessing Rio
Christine Williams wonders whether taking an assignment Rio de Janeiro was a good idea after
all. Things seem disorganized in her company’s Brazilian office, and she’s concerned about
being able to get the job done in this environment.
Although she appreciates the friendliness of the people she’s met, time has little meaning in Rio
as far as Christine can tell,. When her colleague, Raphaela, invited her out dancing with her
friends, they agreed to meet at 8pm, but it was 10pm before everyone showed up, with no
apologies for being late, and Christine dragged in to work the next day. This sort of thing
seems typical, so when she met Raphaela for coffee last week, Christine was sure to let her
know she only had an hour before her next meeting. Raphaela was still 20 minutes late, and
took time to finish a phone call before she sat down. Christine felt slighted, and she wonders
how seriously Raphaela takes their friendship.
And her team project is a nightmare. Her team members turn in the work they’re supposed to
do at random times, and the project has stalled twice while they waited for someone’s
contribution. Christine was terrified that they’d miss an important milestone, but Paolo, one of
the worst offenders, stayed up all night and got it done. She has to admit he did a good job,
which is confusing, since she had concluded that he was either lazy or incompetent. There’s
no rhyme or reason here, and she can’t seem to get her footing. Brazilians seem alternately
friendly and inconsiderate, lazy, and productive… What is going on?
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Scenario Analysis
Use the sections of the Toolkit indicated below to answer these questions:
1. Gathering Data: What cultural feature is responsible for Christine’s
confusion?
2. Reactions and Interpretations: How do Christine’s Brazilian counterparts
probably feel about her behavior and expectations?
3. Coping with Differences: What might Christine do to lessen her frustration
and cultivate smooth relationships with Brazilians?
4. Learning from Them:
How might Christine explain her own cultural bias?
What strategies might she use to get her needs met?
What Brazilian traits could she benefit from?
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Using the Universalists part of the Learning from “Them”
section (p. 79), consider this scenario:
You are a Universalist. You have a strict deadline for a project,
and you’re concerned that your Particularist employees will
miss the deadline, because it’s somewhat arbitrary and not
urgent. Also, several things have come up since the schedule
was originally made, and you’re concerned that the date will
slip. You’d like to point out that they agreed to the deadline,
and that it’s their obligation to keep their word, but they don’t
seem to care about this or take schedules that seriously. How
can you frame your problem in terms that are meaningful to them?
Exercise 4
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Exercise 4: Possible Responses
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Based on Particularist values of flexibility, understanding before
choosing, and emphasis on the personal network, you might try
the following:
• “Here’s why this deadline is important to our group...”
• “I have a problem – I would really appreciate your help.”
• “A situation has come up that I can’t manage myself. I’d
appreciate your advice.”
• “Would you be willing to help me convince others to get this
done?”
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Exercise 5: Advanced Cultural Analysis
View the Memo of Understanding video and follow the steps
to analyze a virtual business interaction.
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You’ve Used the Toolkit to:
• Understand your own orientation (Exercise 1)
• Review a sample cultural analysis (Exercise 2)
• Identify cultural features/analyze conflict (Exercise 3)
• Persuade others based on their cultural profiles (Exercise 4)
• Conduct sophisticated analysis/ problem-solve in virtual
business scenarios (Exercise 5)
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Once You’ve Internalized the Cultural Features,
You’ll be Ready to:
• Analyze your next travel destination
• Recognize cultural features in action
• Predict and solve problems in a culturally-appropriate manner
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For more information about the Cultural Analysis
Toolkit for Executives, contact
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