december 1st, 2016, 2:00pm (et) - worldwide ercwelcome and webinar instructions ©2016 worldwide...
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© 2016 Worldwide ERC®
December 1st, 2016, 2:00pm (ET)
© 2016 Worldwide ERC®
Creating the Culturally Competent Company
By Dean FosterExecutive Strategic Director
Dwellworks Intercultural
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Executive Strategic Director, Dwellworks Intercultural, former founder and President, DFA Intercultural Global Solutions.
Spokesperson for CNN’s “Doing Business In…” TV Series
Author, “Bargaining Across Borders” (McGraw-Hill); “The Global Etiquette Guide to Asia,” “The Global Etiquette Guide to Europe,” “The Global Etiquette Guide to Africa,” “The Global Etiquette Guide to Latin America” (John Wiley and Sons)
Faculty, American University, Intercultural Management Institute, Washington, D.C.
Today’s Presenter: Dean Foster
“A global company is a local company…
everywhere”
©2016 Worldwide ERC®
“If you enter a region, ask what its prohibitions are;
if you visit a country, ask what its customs are;
if you cross a family’s threshold,
ask what its taboos are.”
Li Ji (the Book of Rites)One of the Five Confucian Classics (500 BC)
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10 | Dwellworks LLC
What Makes A Global Company?
What Makes a Global Company?
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• Where HQ sets global strategies based on local best practices everywhere.
• Where HQ brokers the best local practices of all the global parts of the organization to all of the company.
• Where continuous support is given to nurturing ‘global mindsets’ and global support to all individuals.
What Does a ‘Culturally Competent’ World-Ready Organization Look Like?
Building Global Teams & Organizations
Step 1 - HQ International Strategy
Going From Domestic To International
Building Global Teams & Organizations
Step 2 - Acknowledging: Local Tactics
Going From International To Global
Building Global Teams & Organizations
Step 2 – Valuing: Local/Global Dynamics
Going From Global to Post-Global/Transnational
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What Makes a Global Manager?
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Language
• English-language proficiency
• Second-language competency
• Mixed-language skills
Culture
• Self-awareness as a cultural being
• Knowledge of culture-generic dynamics
• Behavioral application of cultural alternatives
Post-Global Awareness
• Awareness of global dynamics and their impact on personal and organizational behaviors
• Awareness of impact of personal responsibilities in a global world
Millennial Management
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•Must pursue personal and professional life...
PARADOXES OF THE GLOBAL MANAGER
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•Must pursue personal and professional life...
PARADOXES OF THE GLOBAL MANAGER
...within an alien environment
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PARADOXES OF THE GLOBAL MANAGER
...within an alien environment
•Must pursue personal and professional life...
•Must balance goals and achievement...
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PARADOXES OF THE GLOBAL MANAGER
•Must pursue personal and professional life...
•Must balance goals and achievement...
...within an alien environment
...within the reality of limits
and failures
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• Must implement global strategies...
PARADOXES OF THE GLOBAL MANAGER
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• Must implement global strategies...
PARADOXES OF THE GLOBAL MANAGER
... with local tactics
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• Must implement global strategies...
• Must function within powerful centripetal...
PARADOXES OF THE GLOBAL MANAGER
... with local tactics
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• Must implement global strategies...
• Must function within powerful centripetal...
PARADOXES OF THE GLOBAL MANAGER
... with local tactics
... and centrifugal forces
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• Must implement global strategies...
• Must function within powerful centripetal...
• Must master soft human skills...
PARADOXES OF THE GLOBAL MANAGER
... with local tactics
... and centrifugal forces
©2016 Worldwide ERC®
• Must implement global strategies...
• Must function within powerful centripetal...
• Must master soft human skills...
PARADOXES OF THE GLOBAL MANAGER
... with local tactics
... and centrifugal forces
... in order to succeed on
the hard bottom-line
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PARADOXES OF THE GLOBAL MANAGER
Must answer to an increasingly irrelevant and far-away HQ...
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PARADOXES OF THE GLOBAL MANAGER
Must answer to an increasingly irrelevant and far-away HQ...
...while serving an increasingly demanding local environment.
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PARADOXES OF THE GLOBAL MANAGER
Must answer to an increasingly irrelevant and far-away HQ...
Must accept the importance of cultural differences...
...while serving an increasingly demanding local environment.
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PARADOXES OF THE GLOBAL MANAGER
Must answer to an increasingly irrelevant and far-away HQ...
Must accept the importance of cultural differences...
...while serving an increasingly demanding local environment.
...in order to manage their impact for positive results.
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Cultural Iceberg
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Cultural Iceberg
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• Punctuality
• Dress
• Greetings
• Social Etiquette
• Making Friends
• Verbal Communication
• Roles of Men and Women
• Gift-giving
• Personal Space
• Appropriate Topics of Conversation
• Differences in Holidays and Traditions
• Non-verbal Communication
Tip of the Iceberg: Social
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How Do We Define Human Relationships?
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IMPLICIT CULTURE...
HOW DO WE DEFINE HUMAN RELATIONSHIPS?
- INDIVIDUAL / GROUP
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INDEPENDENCE ... INTERDEPENDENCE
1 5 10
_____________________________________
US UK GER FR INDIA ITY MEX CH JPN
NETH NORD BRAZIL SAUD
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How Do We Define Human Relationships?
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HIERARCHY…EGALITARIAN
1 5 10
_____________________________________
JPN IND FR MEX BRAZ US UK NOR
SAUD CHN ITY GER NETH
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HOW DO WE DEFINE HUMAN RELATIONSHIPS?
- INDIVIDUAL / GROUP
- EGALITARIAN / STATUS-RANK (hierarchy)
- TRANSACTIONAL / RELATIONSHIP
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TRANSACTIONAL ... RELATIONSHIP
1 5 10
_____________________________________
US UK NORD FR BRAZIL ITY CH
NETH GERM JPN INDIA MEX SAUD
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How Do We View Time?
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HOW DO WE VIEW TIME?
-MONOCHRONIC / POLYCHRONIC
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POLYCHRONIC…MONOCHRONIC
1 5 10
_____________________________________
MEX BRAZ FR NORD GER
SAUD IND ITY CHN JPN NETH US UK
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HOW DO WE VIEW TIME?
-MONOCHRONIC / POLYCHRONIC
- PAST (External Control) / FUTURE (Internal Control)
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EXTERNAL CONTROL…INTERNAL CONTROL
1 5 10
_____________________________________SAUD CHN FR US NETH
IND MEX NORD JPN GER UK
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HOW DO WE VIEW TIME?
-MONOCHRONIC / POLYCHRONIC
- PAST (Fate) / FUTURE (Control)
-RISK-COMFORTABLE / RISK-AVOIDANT
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NEED FOR CERTAINTY…COMFORT WITH UNCERTAINTY
1 5 10
_____________________________________JPN FR SAUD CHN US NETH
GER NORD BRAZ UK
MEX IND
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How Do We Communicate With The Larger World?
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HOW DO WE RELATE/COMMUNICATE WITH OTHERS?
• HIGH CONTEXT (Implicit, Harmony, Indirect) /
• LOW-CONTEXT (Explicit, Confrontation, Direct)
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HARMONIZING…CONFRONTATION
1 5 10
_____________________________________JPN CHN MEX BRAZ FR US GER
SAUD IND ITY NORD UK NETH
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Managing “Global English”:
Slow down, give time, silence OK.
Simplify your words: speak in phrases.
Avoid slang, sports terms, acronymns.
Avoid double negatives & “yes/no”.
Remain formal until cued otherwise.
Never shout; if anything, tone down.
Ask about terms you don’t understand.
Learn basic ten phrases of their language.
Tune into context & non-verbals.
When writing, organize & bulletpoint logically.
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NON-VERBAL COMMUNICATIONS
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GlobalCultures
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Forces of Globalization
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•SINGALONDU
•TELAMUM
•PANASAO
Global Islands
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Synchronicity
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“Growing Global” is a process that
continuously assess cultural competency
development at every stage, at every level, of the organization’s
global growth.”
How do we get there?
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MULTICULTURATION
APPRECIATIONVALUING
ACCEPTANCERESPECT
MIS-ATTRIBUTION
SELECTING-OUT
SELECTIVEINTEGRATION
UNDERSTANDING
ETHNOCENTRISM
BLAMING, PROJECTING
Growing Global: The Mindset
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GLOBAL STRATEGICLEADERS
FREQUENT BUSINESS TRAVELERS
VALUED VIP ASSIGNEES, MANAGERS
EXPERIENCEDASSIGNEES
GLOBAL TEAMS
INEXPERIENCED, SHORT-TERM OR TRAINING INELIGIBLE ASSIGNEES
Growing Local: The Audience
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WHAT DO I DO ABOUT IT?- I can only change myself- What are my strategies?
UNDERSTANDING WHY:- Deep cultural awareness - Perhaps appreciation and
empathy
BECOMING AWARE:-Seeing the invisible cultural context-Seeing oneself and others as cultural beings
Growing Global: The Process
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WHAT DO I DO ABOUT IT?Training/Coaching =
Implementable Skills
UNDERSTANDING WHY:Learning = Understanding
BECOMING AWARE:Information Access = Awareness
Growing Global: The Stages
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“WORKING AROUND THE WORLD FROM A
HOME-BASE PERSPECTIVE IS INTERNATIONAL;
WORKING AROUND THE WORLD FROM A
WORLD-BASE PERSPECTIVE IS GLOBAL”
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Thank you!
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An
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