Touch the Culture V160617

Transcription

1 Touch the Culture V160617

2 Who? Dipl.-Ing. Born in Sebastian Sussmann easy, just call me: Sebi Germany Living and working since 2003 in Switzerland and since 2008 also in Vietnam Studied at Brandenburg University of Technology Cottbus (BTU), Germany Swiss Federal Institute of Technology Zürich (ETH), Switzerland IT developing experience started at university in 1995 Institute for Automation Engineering - IFAT, network and WEB-Application, Otto-von-Guericke-University Magdeburg, Germany Multimedia Centre Cottbus (BTU), Germany 3D Swiss Federal Institute of Technology Zürich (ETH), Switzerland Mappuls AG, Lucerne, Switzerland Axon Active AG, Luzern, Switzerland Axon Active Vietnam Co. Ltd., Ho Chi Minh City, Vietnam Trainer at ECCInternational sebastian.sussmann@axonactive.com

3 What is Culture?

4 Culture

5 Who will make Culture? Who is responsible for Culture? What is different in Culture?

6 to cultivate to take care to be in the habit to develop to train Culture (Latin: Colere)

7 Culture Models, what is Culture?

8 Culture is the collective programming of the mind which distinguishes the members of one group from another Geert Hofstede

9 We learn Culture when we growing, influenced by parents, school, work

10 Culture is like a basic operation system

11 That a Culture can grow, you need a group of people You alone will not have a Culture Culture is between the connection of individuals

12 Culture is everywhere

13 Culture Orientation Environment Control Harmony Constraint Time Single-Focus / Multi-Focus Fixed / Focused Past / Present / Future Space Private / Public Power Hierarchy / Equality Individualism Individualistic / Collectivistic Universalistic / Particularistic Competiveness Structure Thinking Environment Time Action Being / Doing Communication High Context / Low Context Direct / Indirect Expressive / Instrumental Formal / Informal Competitiveness Competitive / Cooperative Structure Order / Flexibility Thinking Deductive / Inductive Linear / Systemic Individualism Culture Action Power Communication The Culture Orientation model Space

14 Normal Distribution Culture as a Normal Distribution Riding the Waves of Culture: Understanding Diversity in Global Business

15 Onion model Culture comes in layers, we have to unpeel it layer by layer Riding the Waves of Culture: Understanding Diversity in Global Business

16 Iceberg model Culture is like an iceberg if two icebergs will hit each other, we usually have an issue but we don t see it

17 Everybody thinks we are normal and the others are abnormal

18 We are all looking out of the window of our own culture home, we see that people act different But think our own is the normal home But we are abnormal in more than 90% of this world

19 Visible and not visible?

20 Visible Working Style Food Private Distance Habits Tradition, History Language Traffic Religion Culture

21 Invisible Honor Trust Values Respect Flexibility with unexpected things Love Problem Solving Culture

22 Invisible Honor Trust Values Respect Flexibility with unexpected things Love Problem Solving Culture

23 We have to dive in to understand more

24 How to Understand and dive in to Culture?

25 Who has the best Culture?

26 Can we copy Culture? And only make the implementation?

27 Who is responsible for Culture?

28 Who will influence Culture?

29 What do we need to understand?

30 Toolbox

31 International teams offer great potential Culture mix delivers a lot of opportunities But it can be complex

32 Organization Cultures are embedded in the national Cultures where we are working But influenced by the Cultural backgrounds of founders, leaders and team

33 Culture and Trust KEY

34 So what is trust? You know it when you feel it. Jack Welch, former CEO of General Electric You know it, when you loose it

35 The lack of trust is replaced by bureaucracy, and has a strong link to efficiency Increasing our trust towards others Is key, for successful cooperation across Cultures

36 Culture and Communication KEY

37 Communication / Respect

38 Learning the language gives a little more inside but that will not show all secrets

39 See the problem How can we see a Problem?

40 Dunning-Kruger effect When you re incompetent, the skills you need to produce a right answer are exactly the skills you need to recognize what a right answer is. In logical reasoning, in parenting, in management, problem solving, the skills you use to produce the right answer are exactly the same skills you use to evaluate the answer. New York Times: Interview with David Dunning, 20. June 2010

41 KEY Culture and Value

42 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto KEY

43 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto & 12 Principles KEY

44 Scrum set up the frame, that we can complete with our Culture that fit to us

45 Value slow opportunistic weak-willed humorless honest friendly sly focused emotional reliable true motivated quick heavy humorous laid back risk taking serious diplomatic talkative loyal polite time-dominated boring strong-willed old-fashioned respectful money oriented collective wise sincere literal open proud shy unreliable direct joking sociable hard working conservative individualistic loud ill-mannered caring extroverted efficient punctual flexible

46 Value Exchange with your neighbor

47 Where to start? Awareness

48 YOU KEY

49 The biggest problems are not that we don t know about our partners or colleges - My Values? - How do I think? - How do I solve problems? - What are my habits? But do we know our?

50 If we don t manage Culture, Culture will manage us without even knowing this

51 Actually we are not aware about our own Culture until we get an issue, but than it could be too late

52 If we don t understand our own values and there priorities and if we don t know them, how can we understand others?

53 Learning another Culture means learning your own Culture

54 feeling positive negative euphoric shock acculturation stable time Get the Culture shock KEY

55 In a new Culture we are back in our childhood, we have to start to learn the Usually we are: new values and priority Scare,Helpless, Hostile

56 Who am I?

57 Observe Culture, Observe & reflect our own Culture KEY

58 Just observation is not enough, if you see the same thing, it does not mean that this means the same thing Be aware

59 Jump in other shoes KEY

60 Think outside the BOX

61 Respect sub- KEY truth or don t contradict

62 Wrong? / Right?

63 The mix is important & KEY

64 Improving KEY

65 Don t forget, never stop to: KEY

66 Now it is your time

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68 Disclaimer This presentation is an ongoing work and will be updated and improved frequently. 1. Use This presentation is produced for Axon Active Vietnam and may be used: By Sebastian Sussmann for Axon Active Vietnam 2. Content The author reserves the right not to be responsible for the whole correctness, completeness or quality of the information which is provided at this document. If some body will get problems because of using some information out from this presentation, the author will reject all claims. Because the author can not guarantee the correct use of all provided information. The author done it with the best of one's knowledge and belief This presentation / document is not complete. The author can add, remove and change it completely or partly at any time. 3. Copyright The author intended not to use any copyrighted material for the presentation. For the case it was clearly indicated he provide the copyright and source information at this page to indicate the copyright and the way of use. The copyright for any material created by the author and the company Axon Active Vietnam is reserved. Any duplication or use of objects such as images, diagrams, sounds or texts in other electronic or printed publications is not permitted without the author's agreement.