tht iap certification presentation day1 6dec2010

IAP LICENSEE CERTIFICATION

Day 1

Barbara Blokpoel

Riana van den Bergh6-7 December, 2010Amsterdam

Agenda Day 2 – The Intercultural Awareness Profiler (IAP)

09.00 Recap of Day 1

Distribution of IAP profiles

IAP supporting materials and features

11.00 Break

11.15 Technical Aspects of the IAP Online

12.30 IAP questionnaire and profile – Q&A

13.00 ~ Lunch ~

14.00 Practice / Playback

15.15 Break

15.30 Q&A Fons Trompenaars – background IAP research and

development

17.00 Wrap up

17.30 End of program

Agenda Day 1 – The 7 Dimensions

9:00 Welcome, Introductions, Expectations, Agenda

10.00 Concepts of Culture

The 4-R approach

How values come to us

10:45 Break

11.00 The 7 Dimensions of Culture

13:00 ~ Lunch ~

14:00 The 7 Dimensions of Culture (con’t)

15.30 Break

15.45 The 7 Dimensions of Culture (con’t)

16.45 Corporate Culture

17.00 Wrap up

17.30 End of day

18.00 Dinner at the Delikeet

Introducing Trompenaars Hampden-Turner

Connecting viewpoints

Founded by Fons Trompenaars

PhD Wharton

Charles Hampden-Turner

Dilemma theory, scenario planning

Peter Woolliams

Assessments and measurements

Objectives

During the next two days we aim to provide you:

• To provide necessary information on the IAPOnline tool and process so that you are equipped to set up and use the tool with your participants.

• To enable you to confidently and effectively integrate and use the IAP tool as part of your practice with clients.

• A deeper understanding and background of 7Dimensions of culture model

• A broad sense of how to use the IAP profile and supporting materials with your clients

• A clear understanding of the features and practical logistics of using the IAP Online system

Introductions

• What you would like to share that you think is important

for others to know about you?

• One (or two) values instilled in you by your parents?• One (or two) values instilled in you by your parents?

Expectations

• What do you hope to take away from this program?

• How would you like to use what you learn in the next two

days in your practice?

Objectives for today

Today we aim to provide you:

• A deeper understanding and background of 7 Dimensions of culture model and Corporate Culture Model

• Practice mapping cultural dimensions

• Reflect on our own cultural orientations and how this impacts our work with otherswork with others

THT - locations

Boston AmsterdamLondon Tokyo

Intercultural Awareness Profiler (IAP): The tool

The Intercultural Awareness Profiler (IAP):

• assesses an individual’s orientation when resolving intercultural challenges

• awareness of cultural differences

• self-assessment, diagnostic tool

The primary aim is to help managers structure their experiences in order to facilitate rapid personal development for doing business and managing in international business and/or diversity situations.

Imp

ac

t

ReconcileResolve

Cultural Differences

ReconcileResolve


THT 4-step approach to develop cultural competence

Time

RecognizeIncrease Awareness


RespectAppreciate


RespectAppreciate


Cultural DifferencesCultural Differences

From Linear Thinking

(‘either-or’, ‘win-loose’,

or ‘water with the wine’)

My Way Your Way

Compromise1,10

5,5

10,1

TO

Global Mindset: from Linear Thinking to Dimensional Inclusion

My Way

Your Way

Compromise

1,10

5,5

10,1

Reconciliation10,10

Denial

Dimensional Thinking(‘and-and’, ‘through-through’, ‘win-win’, ‘1+1=3’)

TO

Imp

ac

t

ReconcileResolve


ReconcileResolve


Realize and RootImplement

Reconciling Actions

Realize and RootImplement

Reconciling Actions

THT 4-step approach to develop cultural competence

Time



RespectAppreciate


RespectAppreciate


Cultural DifferencesCultural Differences

THT approach to using the IAP

Where the IAP fits in

Learn about

others

Learn about

myself

Learn to

work with

others

Discussions

IAP

7D

Cases

Exercises

Exercise

with IAP

Roleplays

Reflections

Please define culture

About Culture

A model of culture

Country

Language

Food

ArchitectureWork ethic

Physical contact

Country

Music

Dress

Literature

Sound

Pace of life

Public emotion

What is Culture?

Explicit Culture

Implicit Culture

Culture Clash

Culture A Culture B

Implicit Culture

Explicit Culture

And we Or, become aware of our reactionOr, get drawn

We expect others to act like us, but they do not

Hence, cultural incident occursHence, cultural incident occurs

Causing a reaction (confusion, fear, anger, etc.)

Intercultural adjustment

We reflect on its cause

And we

withdraw

Or, become aware of our reactionOr, get drawn

into a conflict

Our initial reaction subsides

And develop a culturally appropriate response

We observe & interpret the situation again

Culture is a shared systems of meanings and

patterns of behavior. It is expressed in the

solutions that people have chosen to solving

human problems/dilemmas in the areas of :

About Culture

• Human Relationships

• Time

• External environment

The Seven Dimensions of Culture

3. INVOLVEMENT: How far do we get involved

4. EMOTIONS: Feelings and Relationships

2. GLOBAL TEAMWORK: the Individual and the Group

1. ORGANIZATIONAL SYSTEMS and PROCESSES HUMAN RELATIONSHIPS

Analytical‘Text ‘

Synthesis‘Context’

Group / Teamwork

Consistency Flexibility

Individual


5. STATUS: How do we get/give status?

6. TIME: How do we manage it?

7. STRATEGY: How do we relate to our environment

Controlled Passionate

TIME ORIENTATION

Sequential /Linear

Synchronic / Parallel

NATURE and PLANNING

Push Pull

Egalitarian/Doing

Hierarchical/Being

Models - Mind Maps

Models are like mental mind maps

A mental mind map is just like any other map, it is only

useful if it is relevant and helps you orient in the way that

you need.

Culture as a Normal Distribution

US Culture French Culture

Stereotype Stereotype

01

02

03

Universalism versus Particularism

Individualism versus CommunitarianismIndividualism versus Communitarianism

Specific versus Diffuse Specific versus Diffuse

Neutral versus Affective Neutral versus Affective 04

05

06

07

Neutral versus Affective Neutral versus Affective

Achievement versus AscriptionAchievement versus Ascription

How we deal with TimeHow we deal with Time

Internal versus External ControlInternal versus External Control

01/ The Car AccidentWhat happens to your friend?

01/ What Right has Your Friend?

A. My friend has a definite right as a

friend to expect me to testify to

the lower figure.

B. He has some right as a friend to

expect me to testify to the lower expect me to testify to the lower

figure.

C. He has no right as a friend to

expect me to testify to the lower

figure.

01/ Recognizing how values come to us

Positives:-Consistency

-Clarity-Reliability

Universalism(Rules & Systems)

versus

Negatives:-Corruption

-Chaos-Unreliability

Particularism(Exceptions & Relationship)

01/ Recognizing how values come to us

Positives:-Flexibility

-Responsiveness-Personal

Negatives:-Bureaucracy

-Rigid-Impersonal

versusUniversalism(Rules & Systems)

Particularism(Exceptions & Relationship)

01/ Respecting that all sides are within everyone

Positives:-Flexibility- Responsiveness- Interpersonal

Positives:-Consistency-Clarity-Reliability

ForegroundBackground

versus

Negatives:-Bureaucracy-Rigid-Impersonal

Negatives:-Corruption-Chaos-Unreliability

Universalism

(Rules & Systems)

Particularism

(Exceptions & Relationship)

01/ Respecting and reconcile values

‘Built to last’ Positives:-Flexibility

-Responsiveness-Interpersonal

Positives:-Consistency

-Clarity-Reliability

versus

Unsustainable

Negatives:-Bureaucracy

-Rigid-Impersonal

Negatives:-Corruption

-Chaos-Unreliability

Universalism

(Rules & Systems)

Particularism

(Exceptions & Relationship)

87

90

91

91

92

93

93

97

Germany

Netherlands

Australia

United Kingdom

Sweden

USA

Canada

Switzerland

Friend has no/some right and would not help

01/ Universalism

32

37

44

47

54

64

68

69

73

83

87

0 20 40 60 80 100

Venezuela

Korea

Russia

China

India

Mexico

Japan

Singapore

France

Czech Rep

Germany

01/ Universalism – Particularism

Rules and regulations Exceptions

• Demands clarity based on

standards

• Consistency

• Uniform procedures

• Desire for structure

• Letter of the Law

• Willing to be flexible based on

relationship

• “It depends”

• Pragmatic responses

• At ease with ambiguity

• Spirit of the law – in context of

relationship

01/ Universalism – Particularism

Negative ConnotationBureaucracy

Rigid

Impersonal

Corruption

Chaos

Unreliability

Positive ConnotationConsistency

Clarity

Reliability

Flexibility

Responsiveness

Interpersonal

Implications for business:

• The meaning of a contract

• Role of Headquarters

• Negotiating process

• Branding

01

02

03

Universalism versus Universalism versus ParticularismParticularism

Individualism versus Communitarianism

Specific versus Diffuse Specific versus Diffuse

Neutral versus Affective Neutral versus Affective 04

05

06

07

Neutral versus Affective Neutral versus Affective

Achievement versus AscriptionAchievement versus Ascription


Internal versus External ControlInternal versus External Control

02/ Individualism versus Communitarianism

One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of one’s life would improve as a result.’

Another said: ‘If the individual is continuously taking care of his or her fellows then the quality of life for us all will improve, even if it obstructs individual freedom and individual development.’

61

61

63

64

65

67

69

71

89

Sweden

UK

Australia

Finland

Netherlands

Denmark

USA

Canada

Israel

Percentage opting for individual freedom

02/ Individualism

30

32

37

39

41

41

42

44

52

53

60

61

0 20 40 60 80 100

Egypt

Mexico

India

Japan

France

China

Singapore

Indonesia

Italy

Germany

Russia

Sweden

02/ Individualism - Communitarian

Positive Connotation

Negative Connotation

Personal Initiative

Personal responsibility

Commitment

Cooperation

Egoism

AnarchyConformism


• Decision Making

• Reward Systems

• Negotiating

02/ Individualism – Communitarianism

‘I’ culture

‘we’ culture

Focus on the individual

• Decide by voting

• Pay for performance

• Individual mandate

• One representative

• Selection based on skill

Focus on the group

•Decide by consensus

•Team rewards

•Group mandate

•Delegation

•Fitting the team

02/ Structure – How to Align Project Plans?

Plan Plan

German way Japanese way

Time for preparation

x 3

Implement

Evaluate

Implement

Improve

Invest time in clarifying definitions and their meanings

Universalism versus Universalism versus Universalism versus ParticularismParticularismParticularism

Individualism versus Individualism versus Individualism versus CommunitarianismCommunitarianismCommunitarianism

Specific versus Diffuse

Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse

01

02

03


Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription

How we deal with TimeHow we deal with TimeHow we deal with Time

Internal versus External ControlInternal versus External ControlInternal versus External Control

04

05

06

07

03/ Specific versus Diffuse

Kurt Lewin: U and G life spaces

PUBLIC

PRIVATE

03/ Specific Personality

PUBLIC

Specific Relationship

PUBLICPRIVATE

03/ Diffuse Personality

03/ Relationship in diffuse cultures

(Almost) No Relationship

03/ Relationship in diffuse cultures

PRIVATEPRIVATE

Deep connection

PRIVATEPRIVATE

PUBLIC

PRIVATE

03/ Meeting between Diffuse versus Specific

PRIVATEPRIVATE

Danger Zone

PRIVATE

03/ Specific - Diffuse

Analytic / Differentiated Holistic / Integrated

• Text

• Task

• Easy contact

• Open and direct communication

• Analyzing, segmenting

• Letter of contract

• Hard selling

• Shareholders

• Context

• Relationship

• Slower personal involvement

• Polite and implicit communication

• Connecting issues

• Spirit of contract

• Client relationship

• Stake holders

03/ Specific: Minimize distance

03/ Diffuse: Maintain distance

03/ Direct and Indirect Communication

Diffuse, larger context

(moving from general to specific)

Specific, reduced context

(moving from specific to general)

03/ High and Low Context Communication

Chinese languages

Japanese

Arabic

Indian Languages

Greek

Spanish

High Context

All meaning is not conveyed

in the language

Italian

English

French

American

Scandinavian Languages

German / Swiss

Dutch

Most meaning is expressed

by the specific words

Low Context

Exercise

Communication Tools

• Create a list on a flip chart of the various communication tools (e.g. email, conference call, etc).

• Order them from low context to high context

• Indicate the situations to use these tools when working with

either Specific cultures and Diffuse cultures.

Technology – Choices and their Impact

Context-RichContext-PoorL

eve

l of ra

pp

ort

High

Most suitable forFactual information sharing

Most suitable forParticipative discussion and debateReaching agreement and understandingDiscussing sensitive issues

Fax, EmailGroupware

TeleconferencingPhone calls

Face-to-Face meetingsVideoconferencing

Source: Source: adapted from adapted from Globally speaking, Video Two..Globally speaking, Video Two..

Le

ve

l of ra

pp

ort

Low

Factual information sharingExchange of dataClarification or summarizing meeting results

The colleague argues:

You don’t have to paint the house if you don’t feel like it. He is your boss in the

company. Outside the company, he has little authority.

A boss asking to paint his house

03/ Specificity

The subordinate argues:

Despite the fact that I don’t feel like it, I will paint the house anyway. He is my

boss and you cannot ignore it outside your work either.

71

78

82

87

88

89

91

91

Japan

Australia

USA

Canada

UK

Denmark

Netherlands

Sweden

%

Would not paint the house

04/ Specificity

32

46

47

52

58

65

66

67

69

70

0 20 40 60 80 100

China

Nigeria

Kuwait

Venezuela

Singapore

Korea

Belgium

Greece

Thailand

Mexico

04/ Specific - Diffuse



Easy contact

Task oriented

Personal involvement

Commitment

Superficial

Blunt

Evasive

Indirect


• Management Style

• Communication

• Giving feedback

• The concept of ‘face’

Universalism versus Particularism Universalism versus Particularism Universalism versus Particularism

Individualism versus Communitarianism Individualism versus Communitarianism Individualism versus Communitarianism

Neutral versus Neutral versus Neutral versus AffectiveAffectiveAffective

Neutral versus Affective

01

02

03

Neutral versus Affective


Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic


04

05

06

07

04/ Neutral– Affective

‘Controlled’ emotions Show emotions openly‘Controlled’ emotions Show emotions openly

• Detached

• Not speaking up

• Monotonous

• Let someone finish speaking

• Keep a (physical) distance

• Engaged

• Speaking up

• Raising your voice

• Interrupting

• Touching each other

04/ Tone of Voice

Tone of voice

Riding the Waves of CultureF. Trompenaars / C. Hampden - Turner

04/ Pace of voice

Anglo-Saxon

A ___ ___ ___ ___ ___

B ___ ___ ___ ___ ___

Southern EuropeSouthern Europe

A ____ ____ ____ ____ ____ ____ ____

B ____ ____ ____ ____ ____ ____

Asian

A ___ ___

B ___ ___

Email

Dear Ms Hermsen,

It was a pleasure to speak with you over the phone the other day. ☺

COULD YOU SEND US YOUR REQUEST THIS WEEK. The deadline is

18 November 2010. Without recieving your list, we will not be able to 18 November 2010. Without recieving your list, we will not be able to provide you the parts you need!!!!!

Have a fantastic day!!

Wendy

04/ Neutral - Affective



Reasonable

In control

Engaged

Spontaneous

‘Cold’

Detached

Evasive

‘Hysterical’

Over-reacting

Unmanageable


• Interpretation of emotions and humor

• Effective intercultural communication, feedback

• Product design

04/ What is your preference?

In pairs discuss:

• When working as a presenter/coach/trainer when do feel

that people are listening to you?

• What reactions from your audience makes you

comfortable or uncomfortable, appreciated or not

appreciated?

• How do you behave when you feel angry or frustrated • How do you behave when you feel angry or frustrated

with your audience, team, colleagues?

• As a listener, how do you show you are paying

attention? Have you had situations where people have

opened up or closed down using this approach?

• Is your experience different across cultures?

• Do you consciously change your style for different

audiences? If so, when?




Neutral versus Affective Neutral versus Affective Neutral versus Affective

01

02

03


Achievement versus Ascription



04

05

06

07

05/ Achievement versus Ascription

What You Do Who You Are

STATUS ?

05/ How Status is Accorded

Ascription

Who you are

• Family background• Age• Gender• Education• Position

Achievement

What You Do

• Achievement

• Performance


Do you agree with this statement?

“The most important thing in life is to act as really

suits you, even if you don’t get things done.”suits you, even if you don’t get things done.”

33

34

40

49

54

56

65

69

76

France

Switzerland

Germany

Denmark

Sweden

UK

Canada

Australia

USA%

Percentage not agreeing with acting as really suits you


4

12

13

20

21

26

28

30

31

32

33

0 20 40 60 80 100

Egypt

Argentina

Czech Republic

Korea

Poland

Japan

China

Russia

Mexico

Hong Kong

France

05/ Achievement-Ascription

DOING

Status based on performance

BEING

Status based on who you are:

(age, gender, family, education)

• More egalitarian structure• Short-term contract• Budget based on last year’s

achievements• Bonuses• Promotion based on bottom line

contribution

(age, gender, family, education)

• More hierarchical structure• Job on recommendation• Budget based on past• Fixed salary with regular rises• Promotion based on reputation

or seniority

05/ Achievement-Ascription



Top performing individuals

Pushing for next performance

Predictability and stability

Past performance doesn’t count

No time for learning

Status quo not challenged

Rigidity and steep hierarchy

Nepotism


• Recruitment

• Affirmative Action program

• Negotiating



Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse


01

02

03



How we deal with Time


04

05

06

07

“”On XXXX training, we aim to impress on trainees the

importance of punctuality in the company x corporate

culture. Therefore, we expect trainees to be on time,

every time, seated and prepared to learn at the times

agreed. This includes morning (08.00) and after-lunch

(14.00) start times as well as after breaks in between.

If you agree with trainees on a 7-, 10-, 12- or 15-If you agree with trainees on a 7-, 10-, 12- or 15-

minute break, please make clear the precise time

agreed on for resumption of class, and shut the

classroom door when that time has passed. Trainees

that do not stick to agreed times will be noted by the

Class Manager.”

06/ Time Orientation

Past, Present and Future

• Past-orientation: respect for ancestors, traditions, collective historical

experiences.

• Present-orientation: day-by-day experience directs people’s life, focus on

doing and action.

• Future-orientation: activities are directed toward future prospects, focus on

planning.

06/ Time Orientation

USA FRA

Past, Present and Future

GER CAN

SPAJPN

Time Circles

• In pairs, draw your own circles.

• What implications does your orientation have for your

work with your clients?

• Do you see a difference working with different industries

in how they relate to time? Between government and

corporate?

06/ Past - Present - Future



Proven worth Trend setter

Earlier Adopter

Passé Dreamer

In the moment

Up-to-date

In a rut

Lack of strategy


• Marketing /Sales pitches

• Program /product positing

• Communication

Lack of strategy

06/ Sequential versus Synchronic

Sequential (linear) Synchronic (in parallel)

•One activity at a time

•Cut time in pieces

• Universalistic time

• Situations are subject to planning

• Parallel activities

• Cyclical time

•Subjective time

• More paths to the goal

1.45 3.00Sequential

Sequential versus Synchronic


1.45 - 2.00Synchronic

3.00 - 3.15




EfficientPunctualPredictable

Effective Flexible

Good improvisation

RigidStressed about time

Lack of punctualityUnreliable about deadlines


• The meaning of appointments

• Meetings

• Project and business planning

• Speed & different priorities



Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse

01

02

03

Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective


Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic

Internal versus External Control

04

05

06

07

07/ Internal versus External Control

External ControlSubjugation to nature

Internal ControlDominance over nature


a) When I make plans, I am almost certain that I can make them work.

b) It is not always wise to plan too far ahead because many things turn out to be a matter of good or bad many things turn out to be a matter of good or bad fortune.

72

75

75

76

77

82

86

88

Italy

Belgium

NL

France

UK

USA

Norway

Israel

What happens to me is my own doing


33

39

49

55

57

59

63

63

66

72

72

0 20 40 60 80 100

Venezuela

China

Russia

Kuwait

Singapore

Czech Republic

India

Japan

Germany

Korea

Italy

07/ Interal - External

• Focus on self & in control

• Internal push ‘drive to make it happen’

• Discomfort with ‘out of control’

• Dominance & ‘aggressiveness’

• Planning and control

• Preventive maintenance

• Sticking to what you planned

• Focus on ‘others’ & anticipate

• External pull

• Comfort with waves and shifts

• Acting with environment & responsiveness

• Options and scenario’s

• Trouble shooting

• Going ‘with the flow’

07/ Internal - External



‘Go getter’Drive and ambition

Goes with the flowHarmony

Aggressive“not invented here” syndrome

Weak backboneFate as an excuse

Implications for business:Implications for business:

• Strategy to product development

• Planning for the future

• Dealing with hardware, processes

Case study

The Forecasting Scenario.

• You are a consultant for a US-based company in information technology "Go For

IT" (GFI) and represent Scenario Inc. a consulting company that specializes in

producing scenarios as an important part of the strategic planning process. For

many years GFI had gained impressive competitive advantage by producing in

their strategy group an official forecast for the near term prospects of the global

company. A few years ago, owing to a very high uncertainty and volatility, the

process of sophisticated, well-researched forecasting was introduced with

incredible success. Market share rose by 20% each year since.

• Your company is trying to get GFI to adopt the process of SOD, Scenario Option • Your company is trying to get GFI to adopt the process of SOD, Scenario Option

Development. This process consists scanning the environment for trends which

might culminate in three to four alternative future scenarios, each of which GFI

must survive and prosper therein. When I made the presentation of the

difference between scenarios and forecasting, an American manager of GFI

quite bluntly stated:

• "I don't understand. You are trying to replace our successful process of

forecasting that was based on our best guess about what will happen next. On

top of that we have shown to be able to make it happen. We believe in the

"willed future". And you are suggesting that we imagine 3 or 4 "alternative

futures" and prepares ourselves to go along with these and adapt to them. I see

it as an invitation to loss of focus".

Summary - The Seven Dimensions of Culture

3. INVOLVEMENT: How far do we get involved


2. GLOBAL TEAMWORK: the Individual and the Group

1. ORGANIZATIONAL SYSTEMS and PROCESSES HUMAN RELATIONSHIPS

Analytical‘Text ‘

Synthesis‘Context’

Group / Teamwork

Consistency Flexibility

Individual


5. STATUS: How do we get/give status?

6. TIME: How do we manage it?

7. STRATEGY: How do we relate to our environment

Controlled Passionate

TIME ORIENTATION

Sequential /Linear

Synchronic / Parallel

NATURE and PLANNING

Push Pull

Egalitarian/Doing

Hierarchical/Being

Values instilled by my parents

• Lets go back to the values we listed in the beginning of

the morning.

• Do you see any links between the values which we wrote

down and the 7 dimensions of culture orientations?down and the 7 dimensions of culture orientations?

Exercise: Discovering Another Person’s Cultural Map

• In groups of 4, create a list of things you can say or do, when begining a relationship with another person, which could help you discover that other person’s primary cultural orientation.

(see Discovering Another Persons’ Cultural Map handout)

• Individually, make a personal copy of the liste created by your group • Individually, make a personal copy of the liste created by your group for future reference (and the next activity)

Exercise: Mapping Cultural Dimensions

• Pick a partner from your group to form a team of two.

• Each team of two picks a team of two from the other group and go and sit with them.

• Please don’t start your interactions until you get the next instructions – don’t even introduce yourself

• To start, one person from each team will speak and interact, the • To start, one person from each team will speak and interact, the other two will observe.

• Using the methods from the list you created in your separate groups, and see if you can get an idea of the other persons orienation...

• Observers look at what works well and what not

• Switch.

Corporate Culture

• Organizational culture is shaped not only by

technologies and markets, but by the cultural

preferences of leaders and employees.

Eg

alita

ria

nIncubator Guided missile

ORG. CHAOSMBPassionLEARNING

STRATEGYMBObjectivesPAY FOR PERFORMANCE

Corporate Culture

Person oriented Task oriented

Hie

rarc

hic

al

Family Eiffel tower

NETWORKMBSubjectivesPROMOTION/POWER

STRUCTUREMBJobDescriptionEXPERTISE

National patterns of corporate culture

Egalitarian

Denmark

Switzerland

Sweden

Canada

UK

USA

Norway

the Netherlands

Finland

Person Task

Hierarchical

Finland

Italy

South Korea

China

Israel

Greece

Belgium

France

Germany

AustraliaHungary

Venezuela

Nigeria

Summary - what culture has taught us…

• Cultural preferences are like mirror images of each other

• What comes first in importance for one culture, comes second in another

• We are comfortable when others acknowledge and act on what is important to us. When we are under pressure, we are less likely to ‘reason’ outside of our comfort zone.‘reason’ outside of our comfort zone.

• We can only respect others (‘points of view) when we are able to reasonably understand them.

• We require a new (assessment) logic to learn from both sides.

tht iap certification presentation day1 6dec2010

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