ex1 communicative competence
TRANSCRIPT
BJ10A0500
CROSS-CULTURAL COMMUNICATION FOR WORKING LIFE
Lecturer: M.Sc. (Management) Daria Volchek
Room: 7469
Email: [email protected]
EXERCISE 1
BUILDING INTERCULTURAL COMMUNICATIVE COMPETENCE
ICC IS…
ICC (Intercultural communicative competence) is ”the overall
internal ability of an individual to manage key challenging
features of intercultural communication: namely cultural
differences and unfamiliarity, inter-group posture, and the
accompanying experience of stress” (Kim, 1991).
It is an individual, stake-like, and not specific to a particular
culture knowldge.
Cultural intelligence (CQ) is a part of human intelligence together
with general mental ability (IQ) and emorional intelligence (EQ).
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INTERCULTURAL SENSITIVITY (Bernnett, 1993)
ETHNOCENTRIC STAGES ETHNORELATIVE STAGES
Denial Defence Minimization Acceptance Adaptation Integration
• Isolation • Separation
• Denigration • Superiority • Reversal
• Physical universalism
• Transcendent universalism
• Respect for behavioral difference
• Respect for value difference
• Empathy • Pluralism
• Contextual evaluation
• Constructive evaluation
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LEARNING CYCLE (Kolb, 1984)
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Concrete experience
Reflective observation
Abstract conceptualization
Active experimentation
COMPONENTS OF ICC
COGNITIVE AFFECTIVE BEHAVIORAL ETHICAL
• Knowledge about values, beliefs and expectations
• Language • Communicative
strategies
• Anxiety • Stress • Fear
• Social evaluation of behavior (appropriate, effective)
• Behaviour can be repeated and can achieve the goal
• Analytican approach (what is morality?)
• Normative approach (what is right or wrong?)
• Judgements on the behavior or a person
Cognitive flexibility (learning by doing, open to receiving and processing feedback) Perspective taking (cognitive empathy)
• Exercise anxiety and uncertainty management
• Mindfulness • Empathy
(emotional) • Transspectation
• Communicate effectively
• Establish meaningful relationships
• Describe the behaviors clearly
• Examine various interpretations
• Make a judgement
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LEVELS OF CULTURAL AWARENESS (Hanvey, 1987)
Level Information Mode Interpretation
Level I Awareness of superficial or visible cultural traits – stereotypes
Tourism, textbook Unbelievable, i.e. exotic bizzare
Level II Awareness of significant and subtle cultural traits that contrast markedly with one’s own
Culture conflict situations
Unbelievable, i.e. frustrating irrational
Level III Awareness of significant and subtle cultural traits that contrast markedly with one’s own
Intellectual analysis Believable, cognitively
Level IV Awareness of how another culture feels from the standpoint of the insider
Cultural immersion: living the culture
Believable because of subjective familiaruty
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CASE STUDY
Adler, Gordon (1995) The Case of the Floundering Expatriate. Harvard Business Review, July-August, p.24-40.
− Task in hand: To create a European team of executive managers of the parts suppliers that Argos International has recently aquired
− Problem: A new expert on cross-divisional and cross-functional team integration, an American expatriate Bert Donaldson, was appointed for the position of a head of the European Team Program. After 9 months in place, the results suggest that Donaldson experiences signifficant difficulties with accompleshment of his task. The measures should e taken in order to avoid a bigger trouble.
− Reasons ?
− Solutions?
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QUESTIONS FOR THE GROUPS WORK
− What level of awareness does Donaldson have about European culture?
− What is the level of Donaldson’s intercultural sensitivity (see Bennett, 1993)? What elements of his behavior can support your opinion (provide explanations based on the text).
− What is the problem and the best sollution to it in your opinion?
− Try to make a reference-shifrting, i.e. develop a solution from the point of view of (1)Waterhouse, (2)Donaldson and (3)Bill Loun / Ursula Lindt / Frau Schwery / Paul Janssen (pick up any of them)?
− Draft an analysis of Donaldson’s strenghts and weaknesses, opportunities for him to solve the situation in the best possible way, and threats that may prevent it (i.e. SWOT analysis).
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OPINIONS OF THE EXPERTS
Expert 1 Expert 2 Expert 3 Expert 4 Expert 5
Douglas Ready, Consortium for Executive Development Research
Susan Schneider, Professor of organizational behavior in INSEAD
Bjorn Johansson, Executive search consultant (CEO)
Fons Trompenaars, Center for International Business Studies
Roman Borboa, Psychologist, lecturer at City University in Zürich
PROBLEM
SOLUTION
WHAT SHOULD DONALDSON DO?
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OPINIONS OF THE EXPERTS
Expert 1 Expert 2 Expert 3 Expert 4 Expert 5
Douglas Ready, Consortium for Executive Development Research
Susan Schneider, Professor of organizational behavior in INSEAD
Bjorn Johansson, Executive search consultant (CEO)
Fons Trompenaars, Center for International Business Studies
Roman Borboa, Psychologist, lecturer at City University in Zürich
Company’s entire approach to executive development
Waterhouse’s ignorance of the problem and Argos organizational culture
Donaldson is not competent for this position
Waterhouse’s incompetence
Lack of clear vision of the project goals and strategy; abcense of institutionalized formal CC training program
Waterhouse should consider becoming a change leader or appointing one of the European executives
Share the frustration betweeb Waterhouse & Donaldson, contact Jansson for help, build communication with Fr.Schwery, visit country managers
He should be send immediately home (”family reasons”), Waterhouse should tell Donaldson that he decided to send him back to US
Remove Donaldson from his job as soon as possible. Waterhouse should guide the project and hire a facilitator in intercultural communication
Figure out the new structure of the company, make sire managers are commited, establish international executives development progr.
Donaldson should be appointed as a consultant to Waterhouse
Donaldson should learn fast, engage with the local professionals and local environment
? View experience as a learning process
Donaldson can learn, but it requires time.
Donaldson can be trained intensiovely in language and cultural sensitivity
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TAKE AWAY
− Cultural sensitivity (savvy) can be taught, but it is not something that can be learned overnight
− Ingredients of cultural sensitivity =
good communication skills + creative attitude + respect of the foreign culture
− Requires time + continious feedback
− Understanding of the events that have shaped cultural and organizational behaviour in a country => quicker adjustment (cognitive ICC)
− Technologies can be copied quickly (Do you agree? ). Intercultural competence cannot be copied; it must be learned.
− Reference-switching (perspective-taking)
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HOW TO MAXIMIZE THE SUCCESS?
− Ask your employer (at the new location or at HQ) to provide you cross-
cultural coaching and language training (if needed)
− Your family may need to have a similar coaching
− Ask your employer (e.g. HR) /colleagues for more information about:
schooling, housing, healthcare, social events, travelling around locally etc.
− Take part in the informal social events with new colleagues => that will
help to develop your local social capital
Majority of the expatriates state that making friends at a new location is the biggest
challenge (HSBC, The Expatriate Survey 2010; Helsingin Sanomat, Helsinkiin on vaikea
kotoutua, 01.03.2013)
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INTERESTING LINKS
− HSBC, The Expat Explorer Survey 2010, Report one: The Expat Economics
http://www.expatexplorer.hsbc.com/files/pdfs/overall-
reports/2010/economics.pdf
− HSBC, The Expat Explorer Survey 2010, Report two: Expat Experience
http://www.expatexplorer.hsbc.com/files/pdfs/overall-
reports/2010/experience.pdf
− HSBC, The Expat Explorer Survey 2010, Report three: Offspring Report
http://www.expatexplorer.hsbc.com/files/pdfs/overall-reports/2010/offspring.pdf
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LECTURE 14.3
− Cultural differences in terms of time, proxemics and
communication patterns: Hall
− Cultural value orientations: Trompenaars
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