Managing Mindsets - Cooperating effectively across cultures #icca11 MONDAY 24/10/11

Managing Mindsets

October 24, 2011

Danaë Huijser

CMC – Culture & Management

ConsultingCooperating effectively across cultures

Anticipated outcomes

• A better understanding of how culture affects cooperation;

• An awareness of how intercultural relations can be improved;

• Identify skills to build effective working relations across cultures.

My mission

Embracing the power of diversity

What is culture?Defining Culture

Culture and Management Styles

Social Norms and Values

Feel-good Zone

Beliefs

Norms

Values

Behaviour

Formality

Rituals

Language

Food

Dress

Music

Culture

Explicit:

What we can see

Implicit:

What people believe

???

Individual

Group

Universal

Personality

Culture

Human Nature

Awareness

Culture is who you are

The Family:

Archetype of Teams

The family concept crosses cultural borders:

Individuality (uniqueness, rights)

Community (belonging, duties)

Authority (responsibility, motivation)

Rules (systems, structure)

The Model of FreedomCulture is our feel good zone

Where we feel free, within the limitations set by our culture

ACTION

PROCESS

ROLETASK

Cultural identity

Balance rights and duties

I have the right to:-Do things my way-Speak up-Look after myself-Decide for myself

We have a duty to:-Be disciplined-Conform-Look after each other-Share responsibility

Task Role

Cultural Stereotypes: But, both British

Disagreement Harmony

What do you think?

Communication with a new business relation should be about the business. It is best to be straight to the point, to be direct, because that is most efficient.It saves time because all expectations are clear from the start, for all parties involved.

Communication in context

0

Action

Leadership styles

Risk taking

Responsability

Security

100

0

50

Ascribed

Achieved

National cultures

Netherlands

France

Germany

USA

100

0

50

France

Germany

Netherlands

USA

Ascribed

Achieved

Business cultures

Soldier & stock broker?

Pharmaceutic & advertising agency?

100

0

50

Soldier

Pharmaceutic

Advertising agency

Stock broker

Ascribed

Achieved

How would you propose a change in a process that was initiated by the chairperson (“his baby”) if:

The chairperson feels he has authority based on his success (achieved status)?

And what would you do differently if:

The chairperson feels he posseses a ‘Natural Authority’ (ascribed status)?

Discussion

Technical

Achieved

Natural

Ascribed

Communication in context

0

Process

The Car Accident

50

The Car Accident

You are the only witness and your best friend drives the car at 60 km p.h.. Would you testify to the lower figure?

50

45

70

73

75

90

87

93

S-Korea

Japan, Belgium

France

Spain

Germany

Netherlands

USA

Source: Fons Trompenaars - THT

Percentages saying: will not testify to lower figure

Communication in context

Decision making

Learning style

Time perception

0

100

50

Simple

Complex

National cultures

France

Germany

Japan

UK

0

100

50

UK

Germany

France

Japan

Simple

Complex

Business cultures

HQ & BU?

Salesman & Quality control?

0

100

50

HQ

BU

Sales

QC

Simple

Complex

Communication in context

Rules and exceptions

Time perception

Decision making

Learning style

0

Action

Process

The Model of FreedomCulture is our feel good zone

Where we feel free, within the limitations set by our culture

ACTION

PROCESS

ROLETASK

Appreciation

Value differences

RoleTask

Process

Action

Action

Focus on doing

Features:

Drive to achieve Decisive Fast: time is money Mistakes happen Risk taking Tangible and visible results count Future oriented

Complexity of Systems (100)

Individuality (100)

Community (100)

Achieved Authority

USAUSA

Process

Focus on thinking

Task Role

Action

Process

Features:

Value discussion and preparation Careful decision making, analytic Drive to prevent mistakes Time is an investment Past oriented The (intellectual) process counts

Complexity of Systems (100)

Individuality (100)

Community (100)

Achieved Authority

France

“I love my neighbourhood, I clean up”

Action

Process

Task

Focus on me

RoleTask

Task orientation:

Focus on individuality: the task defines the relationship

Features:

Direct style of communication Personal responsibility Focus on rights Belief in equality: “you may be different, but not ‘better’ than me”

Complexity of Systems (100)

Individuality (100)

Community (100)

Achieved Authority

NetherlandsUSA

Role

Focus on we

Action

Process

Task Role

Role orientation:

Focus on community

Features:

Clear role Focus on duties and responsibilities Quality and discpline count Conflicts are perceived as disruptive Indirect and formal communication

Complexity of Systems (100)

Individuality (100)

Community (100)

Achieved Authority

Japan

USA

Authenticity

Combine strengths

Culture is learnedCulture influences how we perceive the world

Creative perception and postponing judgment

Complexity of Systems (100)

Individuality (100)

Community (100)

Achieved Authority

France

USA

ADVANTAGE

Risk taking, fast decision making

ADVANTAGE

Details are analysed before decisions are made

DISADVANTAGE

Making mistakes is part of the game

DISADVANTAGE

Relatively slow process

Culture A Culture B

ADVANTAGE

Risk taking, fast decision making

ADVANTAGE

Details are analysed before decisions are made

DISADVANTAGE

Making mistakes is part of the game

DISADVANTAGE

Relatively slow process

Culture A Culture B

Creativity exercise

There are 10 glasses in a row. The first five glasses are empty and the last five are filled with water. How would you create a row of alternating empty and full glasses by only moving two of the glasses?

Tripple-A formula

Be aware of your own biases and the advantages of your preferred style

Appreciate other styles as possible ways to success: what you perceive as right does not make someone else’s perception wrong. Try not to judge.

Remain authentic: adopt, don’t adapt.

Danaë Huijser

www.cmc-eu.com

THANK YOUTHANK YOU