Communicating Across Cultures What leaders and teams need to know to succeed Patricia Hernández & Curtis D. Curry, QLI December 9, PM-3PM

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1 Communicating Across Cultures What leaders and teams need to know to succeed Patricia Hernández & Curtis D. Curry, QLI December 9, PM-3PM Sponsored by Quality Learning International global leadership development teambuilding intercultural communication executive coaching leading global teams leading change Bienvenidos, Bienvenue, Welcome Reactions? How did you feel when we began the session using French & Spanish? Write a couple words in the text area. COMMON REACTIONS to intercultural dilemmas: Confused Disoriented Stressed Curious Annoyed Awkward Threatened 2/2010 1

2 Program Focus Learn 4 key cultural dimensions critical for communicating across cultures Identify differences in cultural values and behavior that frequently lead to miscommunication Explore how space, pace, and touch impact intercultural communication Take away three strategies leaders and teams can use to develop intercultural communication competency Why? Rapid change ASIA World s most populous region Fastest growing economies 2/3 of world s middle class by 2030 US/Canada, Europe 300+ years world s richest region 100+ years world s largest cities (& Tokyo) Largest middle class 2

3 Cultural Competence How many squares do you see? Cultural Competence It s not as simple as counting squares. Our professional paradigms impact how we see the world, just like culture Culture impacts: Global team effectiveness It s not as easy as I travel a lot, so I know o o Our culture powerfully influences our behavior & comfort level when interacting with others Minimization Trap First impressions are critical 3

4 Developmental Model of Intercultural Sensitivity (Janet and Milton Bennett) Ethnocentric Stages Ethnorelative Stages 11/ ,000 cultures Goal of Cross-Cultural Competence Develop cross-cultural communication skills languages Increase self-awareness (self/culture) Learn key cultural concepts 4

5 Whole Brain Model A UPPER LEFT LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE D UPPER HOLISTIC RIGHT INTUITIVE INTEGRATING SYNTHESIZING LOWER LEFT B ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL LOWER RIGHT C Herrmann International 2012 A Analyzes Quantifies Is logical Is critical Is realistic Likes numbers Knows about money Knows how things work Infers Imagines Speculates Takes risks Is Impetuous Breaks rules Likes surprises Is curious / Plays Whole Brain Model D Takes preventive action Is sensitive to others Establishes procedures Likes to teach Gets things done Touches a lot Is reliable Is supportive Organizes Is expressive B Is neat Timely Plans Is emotional Talks a lot Feels C Herrmann International

6 Our lenses We see the world as we are, not as it is Herrmann International 2012 Tale of the Châteaux of the Loire Valley Family Adventure and the (silent) Clash of the Tourists 6

7 a) The Hondurans were in a hurry. Vacation is a sacred time to be with family & friends, and they wanted be first on the bus to get the best seats so this would be a special time. b) The Hondurans were aggressive as was obvious from their loud speech & their cue-jumping. c) Lines (cues) are not important in Honduras like they are in England, especially during social outings. The conversation with friends and family took precedent over the cue. Our rightful seats at last! 7

8 Our Lenses Herrmann International 2012 What other lenses? Culture Personality Upbringing Religion Thinking styles In-groups 8

9 Culture Defined learned patterns of behavior shared assumptions, values, beliefs common rules of behavior paradigm, help define reality iceberg Herrmann International

10 Particularism/Universalism Fons Trompenaars Particularism My friend was only going 20 mph your honor. Universalism My friend was going 35 mph, but it was an accident your honor. Individualism Collectivism (Geert Hofstede) US highest in world Individualism Collectivism 10

11 Power Distance High Low High A decision at this time is difficult. Context Low If you want my department to move forward, you will need to make the case with the boss. Japan Saudi Arabia China High Context Colombia Venezuela Brazil USA, UK, Australia, Germany Low Context 11

12 Proxemics Close: Middle East, North Africa, Latin America Middle: US, UK, Australia, Canada Further: China, Japan Touch More: Mediterranean, Brazil & Latin America Less: Japan, US, Sweden, Germany Cultural Dimensions for Business People Scientist Hall Hofstede Trompenaars Dimension High/Low Context Proxemics Time: Polychronic/Monochronic Individualism/Collectivism Power Distance Universalism/Particularism Other scholars Face 12

13 GLOBE Global Leadership and Organizational Behavior Effectiveness Societal level 62 nations 7 regions n=17,000+ middle level managers /globe/ Behaviors viewed as Negative: Loner Egocentric Dictatorial Positive: Trustworthy Encouraging Excellence oriented 13

14 Culture Dependent Ambitious Enthusiastic Class conscious Indirect Intersil Values Final Tips Train individuals who work across cultures During interactions, stop, look, listen Acknowledge your reactions & feelings Pause, withhold judgment Think, assume positive intent Practice Mindfulness 14

15 Resources SHRM/ATD/SIETAR Institute for Cross-Cultural Management, Florida Tech Herrmann International SHRM-GlobeSmart m iccmglobal.com geert-hofstede.com/countries tions/the-worldfactbook/geos/sf.html 2/

16 Thank you for participating! Communicating Across Cultures: What leaders and teams need to know to succeed Patricia Hernández Curtis D. Curry Quality Learning International Global Leadership Development Global Teambuilding/Chartering Global Executive Coaching Creativity & Innovation in Global Teams /2010 Connect with Us Save your seat: Shop the store: 16