Intercultural Competence: German - Polish Teams


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Intercultural Competence: German - Polish Teams

  1. 1. How to work in Polish-German Teams?Intercultural differences at the workplace. A fish only discovers its need for water when it is no longer in it. Dr. Fons Trompenaars Krynica, 24.02.2012
  2. 2. What is culture? Culture is a system of values, beliefs,assumptions, norms, shared among a group ofpeople. This group can be:   a country (e.g. Poland/Germany),   region (e.g. Silesia),   religion (e.g. zen-buddhism),   profession (e.g. psychologists),   generation (e.g. generation X),   soccer club (e.g. Manchester United) Krynica, 24.02.2012
  3. 3. Culture as Iceberg   Cooking/Food   MusicExplicit Culture   Architecture   Clothing   Ways to handle emotions   Arrangement of physical spaceImplicit Culture   Nature of Friendship   Patterns of superior/ subordinate relations   Patterns of decision making And much, much more… Krynica, 24.02.2012
  4. 4. Why do we need to understand other cultures?➮  When two people from different cultures meet eachother, they behave according to their own standards(own beliefs, values, norms…). ➮  Problem occurs when these standards are notcompatible: e.g. when deemed behavior (e.g. in Japan)occurs to be standard in another culture (e.g. inPortugal).➮  In this situation these two people need tounderstand the different behavior of others and at thesame to correct their own behavior. Krynica, 24.02.2012
  5. 5. Clash of the icebergs Krynica, 24.02.2012
  6. 6. Intercultural learning spiralBertelsmann Stiftung based on the models of intercultural competence by Dr. Darla K. Deardorff Krynica, 24.02.2012
  7. 7. What does it mean to be “intercultural” competent? Awareness of ones own cultural standards Understanding of the foreign culture standards Ability to change perspectives Ability to tolerate ambiguity and to controlemotions Ability to integrate different perspectives inown action Ability to understand, recognize and appreciatethe logic of a foreign culture Ability to independent cross-cultural learning Krynica, 24.02.2012 (Kammhuber  2000)  
  8. 8. Cultural standards Socially shared and accepted norms and valuesused by individuals belonging to the specificgroup Our orientation system, frame for thoughts,beliefs and perception Not objective, they need to be set incomparison to other cultures Krynica, 24.02.2012
  9. 9. Perception of Germans and Polish by other culturesPolish   …about…   German  Hard,  reliable    and  qualified   Bri3sh   Qualifica3ons  are  worker   important  Loud  and  open   Portuguese   Don’t  talk  about  private  life  Emo3onal  and  always   Japanese   Logical  and  always  have  a  explain  why  they  do   reason  what  they  do  something  Direct,  give  more   Taiwanese   Direct,  come  straight  to  the  informa3on  than  needed   point   Krynica, 24.02.2012
  10. 10. German cultural standards➮  Pragmatic task orientation   Professional role comes first   Communication in a professional context without substantive goal is limited   Personal relationship doesn’t influence professional context   Facts have first priority - relationship building comes with the time   Task orientation and goal orientation can act over hierarchies.   Germans likes personal touch but they do not expect it➮  Appreciation of rules and structures   Rules and regulations with rigid timeline & actions   Failure to comply may be punished by outsiders   Objective: Risk minimization and control over situation   Rules and structures = best way to overcome problems (for example, brochures / internet as an information source)   Having grown up with confidence in the structures   Think in terms of responsibilities   Improvisation = poor planning   Priority by writing: Where is this in cold print? Krynica, 24.02.2012
  11. 11. German cultural standards➮  Attention to detail   Make exact and detailed plans   Minimize possible sources of errors beforehand   Are well prepared for meetings and presentations   Highly value neatness and orderliness➮  Rule oriented internalized control   Consistency and reliability high recognisability   High tendency to avoid uncertainty.   They therefore develop binding rules and structures in order to foster certainty in dealings with each other➮  Time Planning   Appointments are precisely planned   It is expected that times which are set are adhered to   Punctuality is a matter of good manners Krynica, 24.02.2012
  12. 12. German cultural standards➮  Separation of areas of life   Adaptation of the behavior depending on the sphere of their life (private or business)   This frequently leads to Germans being seen as very remote and cold and even as overtly unfriendly.➮  Low-Context communication   direct and explicit communication   Important statements directly and openly and without window dressing.   can appear rude and threatening without meaning to or even noticing it   Therefore they do not easily recognize and respond to verbal subtleties   And therefore they can often miss the decisive content of an interaction➮  Individualism   Emphasis on single people in relative Independence of group membership   Focal point of my life, I’m   Self-responsibility, personal opinion, independence - important principles in education and school   Symmetrical partnerships and gender roles   Contact possible without the personal connection   In private space very important to be left alone Krynica, 24.02.2012
  13. 13. Polish cultural standardsEmotions-based relationships   Mixing of pragmatic and personal level   Every situation might be analyzed on personal level – which implications does it have for me?   very indirect communication style   avoidance of open criticism   importance of nonverbal communicationHigh-Context communication   Indirect subtle communication between the lines   Depend on context and situationCollectivism   Emphasis on groups and their collective decisions   Influence on indirect communication as you can not loudly express your feeling or wishes in the group Krynica, 24.02.2012
  14. 14. Polish cultural standardsHierarchy-orientation   Respect for authority   Tendency not ask questions directly   Decisions are made by the person with higher authority   Addressing with title and full nameFlexibility of rules   Very secure dealing with unstructured situations   Flexibility, dynamic and improvisation   Ability to execute multiple tasks at the same time and to tackle problems in a pragmatic and goal oriented way Krynica, 24.02.2012
  15. 15. Clash of the Polish and German icebergs  Pragmatic task orientation   Emotions-based relationships  Individualism   Collectivism  Rule oriented internalized control   Hierarchy-orientation  Appreciation of rules and structures   Flexibility of rules  Time Planning   Flexibility of rules  Separation of areas of life   Emotions-based relationships  Low-Context communication   High-Context communication Krynica, 24.02.2012
  16. 16. How to run a successful teleconference?➮  Keep statements short and ask for recording the callfrequent feedback   Different laws in different countries   Low-/High context communication ➮  Start on time➮  Don’t use slides if you can avoid it   Time Planning   Attention to details and rules; ➮  Make sure the moderator dials in early➮  If you must show slides, don’t send them   Time planningahead of time. ➮  Don’t dial in from a mobile phone   Quality of calls➮  Send out an agenda ahead of time and ➮  Set limits on call durationstick to it   Time planning   Time planning. Attention to details and rules➮  Use video if possible   Emotions-based relationships ➮  Let the participants know if you are Krynica, 24.02.2012
  17. 17. About Magdalena Kishizawa   Magdalena is a coach and trainer with a successful track record over ten years in providing leadership development support and executive coaching as consultant.   She worked for such companies as SAP AG (HR Department at Service & Support Executive Board), Kienbaum Management Consultants GmbH and O&P Consult AG.   Since 2008 Managing Director at PeOrg Consult Ltd.  Because of her business and private experiences (like working and living in Germany, Poland, Portugal, Russia and United Kingdom and her personal connection to Japan) Magdalena has a deep understanding of challenges of culture differences in business environment.  She studied psychology, business administration and education science; is CIPD member; has finished a course in systemical coaching (accredited by German Psychology Association).