This document discusses challenges and opportunities for cross-cultural project teams. It notes that cultural differences can be both a problem and an opportunity. While leadership styles may differ across cultures, focusing on clear communication, shared commitment, and managing uncertainty can help cross-cultural project teams succeed. Developing intercultural competence involves sensitivities to different cultures as well as adapted communication skills.

1. Hvilke utfordringer og muligheter gir
krysskulturelle prosjektteam?
Bjørn Christian Nørbech, Kulturtolk
Oslo, 10. oktober 2012 ©

2. Siden 2002 har Kulturtolk vært kulturrådgivere for over
100 virksomheter, inkludert:
©

3. HVA ER KULTUR?
©

4. Kultur er den kollektive programmeringen av
det menneskelige sinn. –Prof. Hofstede
Arvet
& lært
Individ
Kultur
Gruppe Lært
Arvet
Menneskeheten
“Gruppe”: som nasjon, profesjon, organisasjon, familie
©

5. “We don’t see things
as THEY are...
We see things
as WE are.”
-Anais Nin
©

6. TYPISKE UTFORDRINGER OG
MULIGHETER FOR NORSKE
PROSJEKTLEDERE
©

7. ©

8. Derimot er det mange som påpeker den nære
lederstilen som typisk norsk
“The most positive about working in Norway is the fact that you can easily talk to your supervisors and
disagree at many points with their ideas, and you mainly feel like being friends and not like having a boss. At
least in my country you have to always call your supervisors and bosses with the words like Dr., Mr., Mrs... and
I think this make you and your boss distant“
©

9. Allerede vikingene valgte høvdinger og konger!
“The thing was the assembly of the
free people of a country, province or
a hundred (hundare/härad/herred).
There were consequently hierarchies
of things, so that the local things
were represented at the higher-level
thing, for a province or land. At the
thing, disputes were solved and
political decisions were made. The
place for the thing was often also
the place for public religious rites
and for commerce.
The thing met at regular intervals, legislated, elected chieftains and kings, and judged
according to the law, which was memorized and recited by the "law speaker" (the judge).
The thing's negotiations were presided over by the law speaker and the chieftain or the king.
In reality the thing was of course dominated by the most influential members of the
community, the heads of clans and wealthy families, but in theory one-man one-vote was
the rule.”
Source: http://en.wikipedia.org/wiki/Thing_(assembly)
©

10. HVORDAN LYKKES I KRYSSKULTURELLE
PROSJEKTTEAM?
©

11. Kulturforskjeller kan både være et problem og
en mulighet
Virksomhetslæring
4,70
Flerkulturelle
4,65 grupper
4,60
4,55
Homogene
Mean (scale: 1-7)
4,50 Nesten
grupper
homogene
4,45
grupper
4,40
Bikulturelle
grupper
4,35
4,30
4,25
4,20
4,15
Kilde: Jørn Riises doktorarbeid ©

12. Hva er egentlig flerkulturell kompetanse?
Flerkulturell kompetanse er flerkulturell…
sensitivitet (bedret forståelse av egen
og andres kultur)
kommunikasjon (tilpasset, bl.a. tydelig kommunikasjon)
bygge ”commitment” / felles forpliktelse og eierskap (bl.a.
tydelighet gjennom forventningsavklaring og felles formål)
håndtering av usikkerhet
©

13. Copyright 2010 Kulturtolk. Reproduction in whole or in part without express written permission is prohibited.
The enclosed materials are proprietary and confidential to Kulturtolk AS.
Contact: post@kulturtolk.no
©