Understanding Cross- cultural Perspectivesin Coaching / Training            Shobha Naidu
Behaviors      Words     Customs    Traditions      Beliefs      Values  AssumptionsThought Processes             © 1988 L...
•    Culture comes from the Latin word "colere",     meaning to build on, to cultivate, to foster.•    Culture is a set of...
•    Culture dictates behaviour, etiquette, and     protocol.•      Culture is something we learn. It impacts       everyo...
Identifying Cultural ValuesEach Individual is:    PERSONALITY (like no other person)    CULTURE (like some people in som...
Cultural Dimensions – Geert HofstedePOWER DISTANCE                                           INDIVIDUALISM / COLLECTIVISM ...
Hofstede‟s DimensionsMasculinity Index                                        Uncertainty Avoidance    This dimension foc...
H/L Power Distance CountriesChina: 80 H                                              US: 40 LEgypt: 80H                   ...
Management South Asia – USA                   Hierarchy is embedded in the Indian sub-continent.                   There...
H / L Individualism CountriesChina: 20 L                                              Egypt: 38 LIndia: 48 M              ...
Values that influence the workplace           South Asia - UK – USA                   South Asians are group oriented and...
High Context Cultures                                  (information is implicit and indirect)                             ...
HIGH/LOW CONTEXT PROFESSIONS             HIGH CONTEXT                       Human Resources                               ...
High & Low Context                        Communication Styles                 Low Context                                ...
„Saving Face‟ in Communication / Behavior      „Yes‟ could mean „maybe‟,„I heard you…‟      The „NO‟ factor.      Poor ...
Employee Perspective           Gautam Chainani’ s presentation at Nasscom July 2007)Shobha Naidu for Association of   Unde...
Culture : A Conceptual Framework Source: Schein, Edgar ‘Organization Culture and Leadership, San Francisco, 2004          ...
Swift Trust                                       Deeper Trust    Competence                                            ...
Asia 1.0 Leadership style                  Single Focus                                                  Single Focus     ...
Craig Storti: „The art of coming home‟    64% of American returnees reported culture shock.    64% of Dutch & 80% of Jap...
„Emerging Trends in Global Mobility  Perspectives on India‟ - Cartus 2008          52% of assignments are outbound      ...
Profile of Assignees – Cartus           Inbound assignees – predominantly male            (83%) and 26% are less than 30 ...
GMAC Global Trends Report2006    31% of global Assignments lead to faster     promotion.    27% say it makes it easier t...
Relocation Challenges -                     Cartus           Inbound – family adjustment at 46% was            the major ...
Sources:    Craig Storti, „Speaking of India‟, 2007    Richard Lewis, „Cross-cultural Communication‟ 2008    Geert Hofs...
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Understanding cross cultural perspectives in training & coaching - abc (1)

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ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University

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Understanding cross cultural perspectives in training & coaching - abc (1)

  1. 1. Understanding Cross- cultural Perspectivesin Coaching / Training Shobha Naidu
  2. 2. Behaviors Words Customs Traditions Beliefs Values AssumptionsThought Processes © 1988 L. Robert Kohls
  3. 3. • Culture comes from the Latin word "colere", meaning to build on, to cultivate, to foster.• Culture is a set of accepted behaviour patterns, values, assumptions, and shared common experiences.• Culture defines social structure, decision- making practices, and communication styles.Shobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  4. 4. • Culture dictates behaviour, etiquette, and protocol.• Culture is something we learn. It impacts everyone, and influences how we act and respond.• Culture is communication. It is a way people create, process and interpret information.Shobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  5. 5. Identifying Cultural ValuesEach Individual is: PERSONALITY (like no other person) CULTURE (like some people in some ways) HUMAN NATURE (like all people in some ways – biological / psychological)Shobha Naidu for Association of Understanding cross-cultural perspectives 5Bangalore Coaches
  6. 6. Cultural Dimensions – Geert HofstedePOWER DISTANCE INDIVIDUALISM / COLLECTIVISM  This dimension This cultural dimension addresses: whether the describes the relative Individual or the group is importance of hierarchy the focus. and how it affects  whether society relationships between members of a given reinforces individual or group / society / collective achievements. organization.  the expectations of the Individuals towards the group for his recognition and wellbeing.Shobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  7. 7. Hofstede‟s DimensionsMasculinity Index Uncertainty Avoidance This dimension focuses This cultural dimension focuses on how: on: -the degree to which  cultures adapt to change, and cope with risk, there is gender uncertainty. differentiation.  The extent to which the In countries with high members of a culture feel threatened by uncertain „masculinity‟ there is a and unknown situations reinforcement of the traditional male role of dominance.Shobha Naidu for Association of Understanding cross-cultural perspectives 7Bangalore Coaches
  8. 8. H/L Power Distance CountriesChina: 80 H US: 40 LEgypt: 80H UK: 35 LIndia: 77 H France: 68 HShobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  9. 9. Management South Asia – USA  Hierarchy is embedded in the Indian sub-continent.  There is apparent less hierarchy at the workplace in the West IND USA NL PK SL BD 77 40 32 55 68 80 Geert Hofstede, Cultures & Organizations: software of the mind, 1991Shobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  10. 10. H / L Individualism CountriesChina: 20 L Egypt: 38 LIndia: 48 M US: 91 HFrance: 71 H UK: 89 HGermany: 67 HShobha Naidu for Association of Understanding cross-cultural perspectives 10Bangalore Coaches
  11. 11. Values that influence the workplace South Asia - UK – USA  South Asians are group oriented and tend to be collectivist  Western cultures are more individualist, especially the USA IND USA NL PK SL BD 48 95 78 12 50 20 Geert Hofstede, Cultures & Organizations: software of the mind, 1991Shobha Naidu for Association of Understanding cross-cultural perspectives 11Bangalore Coaches
  12. 12. High Context Cultures (information is implicit and indirect) Japanese Chinese Indian Arab Latin American Spanish Italian French French-Canadian English Australian American Scandinavian Dutch German Low Context CulturesShobha Naidu for Association of (information iscross-cultural perspectives Understanding explicit and direct) 12Bangalore Coaches
  13. 13. HIGH/LOW CONTEXT PROFESSIONS HIGH CONTEXT Human Resources Marketing/Sales Management Research & Development Technical Engineers LOW CONTEXT FinanceShobha Naidu for Association of Understanding cross-cultural perspectives 13Bangalore Coaches
  14. 14. High & Low Context Communication Styles Low Context High Context Exchange of info / focus on  Info is roundabout & implicit words & is direct  Meaning in also how you say Meaning in what you say things & what is not said  Task & relationship oriented Task centered communication  The use of “We” is more The use of “I” is important importantShobha Naidu for Association of Understanding cross-cultural perspectives 14Bangalore Coaches
  15. 15. „Saving Face‟ in Communication / Behavior  „Yes‟ could mean „maybe‟,„I heard you…‟  The „NO‟ factor.  Poor participation, opting out of situations, deflecting ownership…Shobha Naidu for Association of Understanding cross-cultural perspectives 15Bangalore Coaches
  16. 16. Employee Perspective Gautam Chainani’ s presentation at Nasscom July 2007)Shobha Naidu for Association of Understanding cross-cultural perspectives 16Bangalore Coaches
  17. 17. Culture : A Conceptual Framework Source: Schein, Edgar ‘Organization Culture and Leadership, San Francisco, 2004 So h rt Es s a ie t T rm e Tcn a e h ic l (P c s e , ro e s s T o &S c re ) o ls tru tu s E p u e V lu s sosd a e (M n g m n S s m , a a e e t y te s Durabilityof Change AbilitytoInfluence M a u m n &R w rd ) e s re e ts e a s B h v ra e a io l (W a g u s &in iv u ls d ) h t ro p d id a o U d rly gA s m tio s n e in s u p n (V lu s B lie , A d s N rm ) a e , e fs ttitu e , o s Ms ot Ln og D u iffic lt T rm eShobha Naidu for Association of Understanding cross-cultural perspectives 17Bangalore S u e S h in E g r H O a iz tio C ltu a dL a e h . S nF n is o J h W y&S n In , 2 0 . Coaches c e , d a . rg n a n u re n e d rs ip a ra c c : o n ile o rc : os c 04
  18. 18. Swift Trust Deeper Trust Competence  Compatibility Openness with  Benevolence information  Predictability Integrity  Security Reciprocity  Inclusion  Accessibility „Building Trust in Diverse Teams TCO International Diversity Management, February 2007Shobha Naidu for Association of Understanding cross-cultural perspectives 18Bangalore Coaches
  19. 19. Asia 1.0 Leadership style Single Focus Single Focus EXECUTOR CONTROLLER Clear Task focused Logical Data Driven Directive Productive Serious Thorough ENERGIZER INTEGRATOR Open Humorous Inquisitive Involving Informal Adaptive Collaborative Patient Multi-focus Multi-focused Asia 2.0 Leadership styleShobha Naidu for Association Understanding cross-cultural perspectives 19,of Bangalore Coaches
  20. 20. Craig Storti: „The art of coming home‟ 64% of American returnees reported culture shock. 64% of Dutch & 80% of Japanese expatriates said they found coming home more difficult than adjusting overseas. Two thirds of returnees complained of suffering from the “out of sight out of mind syndrome”Shobha Naidu for Association of Understanding cross-cultural perspectivesBangalore Coaches
  21. 21. „Emerging Trends in Global Mobility Perspectives on India‟ - Cartus 2008  52% of assignments are outbound  12% of assignments are inbound  30% of assignments are intra – IndiaShobha Naidu for Association of Understanding cross-cultural perspectives 21Bangalore Coaches
  22. 22. Profile of Assignees – Cartus  Inbound assignees – predominantly male (83%) and 26% are less than 30  Outbound assignees – predominantly female (73%) and 63% are less than 30 years of ageShobha Naidu for Association of Understanding cross-cultural perspectives 22Bangalore Coaches
  23. 23. GMAC Global Trends Report2006 31% of global Assignments lead to faster promotion. 27% say it makes it easier to obtain a new position in the workplace. 26% report expatriates change employers more often.Shobha Naidu for Association of Understanding cross-cultural perspectives 23Bangalore Coaches
  24. 24. Relocation Challenges - Cartus  Inbound – family adjustment at 46% was the major cause of assignment failure.  Outbound – family adjustment was secondary at 14% but cultural adjustment & communication was higher at 35%Shobha Naidu for Association of Understanding cross-cultural perspectives 24Bangalore Coaches
  25. 25. Sources: Craig Storti, „Speaking of India‟, 2007 Richard Lewis, „Cross-cultural Communication‟ 2008 Geert Hofstede, Culture‟s Consequences, Sage Publication, revised 2001 Geert Hofstede, Cultures & organizations: software of the mind, McGraw Hill, 1996 Edward Hall, „Beyond Culture‟, Anchor, 1977Shobha Naidu for Association of Understanding cross-cultural perspectives 25Bangalore Coaches
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