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Impact of Culture on Multi-Cultural Teams

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- Defining Culture …

- Defining Culture
- Cultural Misunderstandings
- Impacts on Team Members and Projects
- Improving Team Performance
- Special Offer: Individual and Team Assessments (CWQ and GTPQ)

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  • 1. The I Th Impact of Culture on t f C lt Multi cultural Multi-cultural Teams Catherine Mercer Bing Managing Director, ITAP Americas (O) +1.215.860.5640 (M) +1.215.937.1557 http://www.itapintl.com ©2013 ITAP International, Inc. All Rights Reserved.
  • 2. Presentation Contents Defining Culture Cultural Misunderstandings Impacts on Team Members and Projects Improving Team Performance Special Offer: Individual and Team Assessments (CWQ and GTPQ) ©2013 ITAP International, Inc. All Rights Reserved. 2
  • 3. Culture… “All people are the same. It is only their habits p p y that are different.” Confucius “Culture distorts how we see the world… We have a blind spot when we look at ourselves. We evaluate the behaviors of others against what we perceive as normal…” Schneider and Barsoux ©2013 ITAP International, Inc. All Rights Reserved. 3
  • 4. Culture and Perception Culture is… • Learned • Shared • Unconscious • Dynamic • Ethnocentric Perceptions are influenced by our “cultural lenses” “We don’t see things ho the are how they are, we see things how WE are.” Anaïs Nin ©2013 ITAP International, Inc. All Rights Reserved. 4
  • 5. Cultural Misunderstandings g • A manager was criticized by a director who saw the g y manager repeatedly touching a potential client… …touching is very natural (and expected) in Hispanic cultures. lt • Packaging products in groups of four failed in Japan… …where the Japanese word for “four” also sounds like the where four Japanese word for “death” (which makes the number four undesirable). • In an advertisement, the NYC Helmsley Palace compared itself to the Taj Mahal… …which is a mausoleum (a monument to the dead) which dead). ©2013 ITAP International, Inc. All Rights Reserved. 5
  • 6. Cultural Misunderstandings g • Time Magazine ran a Spanish language ad in its Brazilian diti B ili edition… …in Brazil they speak Portuguese. • A French company set up a timber mill in Africa Africa… …only to find, after it was constructed, that they did not have enough consistent water power to run the mill. • A Chinese scientist always copied his manager on technical communications with global team members… …the US A th American scientists saw thi as an effort to i i ti t this ff t t “tattle” to the boss about the work of the US Americans. • Red… …is a blasphemous color in some African countries. ©2013 ITAP International, Inc. All Rights Reserved. 6
  • 7. Are YOU Making Cultural Blunders? Do your project members ever: 1. Not work fast enough 2. Miss deadlines/milestones 3. 3 Need more information 4. Seem to have difficulty coming to the point 5. 5 Spend too much time talking about unimportant (and sometimes personal) things – sports, family, weather, etc. y, , ©2013 ITAP International, Inc. All Rights Reserved. 7
  • 8. What Were They Thinking? Does it ever happen that your project pp y p j members: 1. Can’t make a decision without checking with others 2. Do not take initiative 3. Do not identify issues/problems until it is way too late in the process 4. Do not speak up in meetings 5. 5 Go off and do things on their own and when finished finished, bring their work back to the team 6. Agree with you (do not have their own opinion) ©2013 ITAP International, Inc. All Rights Reserved. 8
  • 9. What Do I Need to Know? • As a team leader recognize that cultural leader, preferences are deeply embedded, not easily changed • Attitudes about the qualities and characteristics that make a leader effective are culturally based - and therefore, team members will have different perspectives ©2013 ITAP International, Inc. All Rights Reserved. 9
  • 10. What Are Those Cultural Drivers? • Individualism (Individual or Group Orientation) • Power Distance (Hierarchical or Participative Orientation) ) • Certainty (Need for Certainty or Tolerance for Ambiguity Orientation) g y ) • Achievement (Achievement or Quality of Life Orientation) • Time Orientation (Long or Short Term Orientation) ©2013 ITAP International, Inc. All Rights Reserved. 10
  • 11. Aspects of Individualism Individual Orientation Group Orientation • Task prevails over relationship • Relationship prevails over task • Everyone is expected to have a  private opinion • Opinions are predetermined by group  membership • Speaking one’s mind is a  characteristic of an honest person;  confrontations can be healthy • Harmony should always be maintained  and direct confrontations avoided • The same value standards are  supposed to apply to everyone.  • Value standards differ for in‐groups  and out‐groups. In‐group customers  get better treatment (particularism). ©2013 ITAP International, Inc. All Rights Reserved. 11
  • 12. Task Over Relationship Which co mmunica tio n te chno lo g ie s d o yo u find mo st e ffe ctive fo r yo ur re mo te te a ms? Telephone/conference calls Chat or other social media Email Most effective = Telephone/Conference Calls (RELATIONSHIP ORIENTED) Video conferences Skype Which co mmunica tio n te chno lo g ie s a re use d mo st o fte n in yo ur re mo te te a ms? Used most often = Email (TASK ORIENTED) ©2013 ITAP International, Inc. All Rights Reserved. Email Telephone/conference calls T l h / f ll Chat or other social media Skype Video conferences 12
  • 13. Aspects of Power Distance Hierarchical Orientation Participative Orientation • Inequalities among people are  expected and desired • Superiors are superior beings • Hierarchy in organizations reflects  existential inequality between  higher and lower levels g • Top‐down organization; focus on  functional specialties • Employees are expected to follow Employees are expected to follow  through as ordered; they are less  likely to suggest solutions for  problems unless specifically  problems unless specifically asked/told • Inequalities among people should  be minimized • Hierarchy is for practical purposes • Hierarchy in organizations means an  inequality of roles, established for  convenience • Matrix structures where work to get  i h k done depends on cross‐professional  collaboration • E l Employees are expected to go to  t dt t managers to report on progress and  suggest approaches to problem  solving ©2013 ITAP International, Inc. All Rights Reserved. 13
  • 14. Aspects of Certainty Need for Certainty Tolerance for Ambiguity • There is an emotional need for  rules, even if they will not work • More formal and widely More formal and widely  understood ways of behaving and  getting the work done Comfortable in structured  • Comfortable in structured environments; matters that can be  structured should not be left to  chance • Belief in experts and technical  solutions • Top managers are concerned with  p g daily operations • There should be no more rules than  strictly necessary  • Tolerance of differences innovative Tolerance of differences, innovative  ideas and a wide range of behaviors • Trying new approaches is Trying new approaches is  encouraged and rewards may be  given for “thinking outside the box” • Belief in generalists and common  sense Top managers are concerned with  • Top managers are concerned with strategy ©2013 ITAP International, Inc. All Rights Reserved. 14
  • 15. Aspects of Achievement Achievement Orientation Quality of Life Orientation • Performance society ideal; support  for the strong • Welfare society ideal; help for the  needy • Live in order to work • Work in order to live • Stress what you do Stress what you do • Stress who you are • Assertiveness, competitiveness and  • Modesty, solidarity, and helping  others are virtues ambition are virtues • Resolution of conflicts by a show of  • Resolution of conflicts by  compromise and negotiation strength or by fighting ©2013 ITAP International, Inc. All Rights Reserved. 15
  • 16. Aspects of Time Orientation Long-Term Orientation • • • • Short-Term Orientation Success over a long time horizon is • valued Measures such as market position position, • sales growth, and customer satisfaction are key in evaluating business performance • Thrift; sparing with resources f Deferred gratification of needs accepted • Quick results are expected Measures such as profit growth, ROI (Return on Investment), and residual income are key in evaluating business performance Spending for status purposes S di f t t (social consumption) Immediate gratification of needs expected p ©2013 ITAP International, Inc. All Rights Reserved. 16
  • 17. Avoiding Cultural Blunders If your p j y project team members : 1. Do not work fast enough for you – – This could be a difference in Time Orientation You may have an Achievement Orientation and they have a Quality of Life Orientation 2. Miss deadlines/milestones – This could be Need For Certainty or preference for Hierarchy 3. Need more information – This could be Need For Certainty ©2013 ITAP International, Inc. All Rights Reserved. 17
  • 18. Avoiding Cultural Blunders If your p j y project team members: 1. Seem to have difficulty coming to the point – This could be a communication style that is less y linear than yours might be 2. Spend too much time talking about unimportant (and sometimes personal) things – sports, family, weather, etc. – This Thi could b G ld be Group O i t ti – b ildi Orientation building relationships as opposed to Individual Orientation where task prevails over relationship ©2013 ITAP International, Inc. All Rights Reserved. 18
  • 19. What s What’s Driving Their Behavior? 1. Can’t make a decision without checking with others (Group or Hierarchical) 2. Do not take initiative (Group or Hierarchical) 3. Do t identify i 3 D not id tif issues/problems until it i way t l t i / bl til is too late in the process (Hierarchical) 4. Do not speak up in meetings (Hierarchical or Group) 5. Go off and do things on their own and when finished, bring their work back to the team (Individualism) 6. Agree with you (do not have their own opinion) (Hierarchical) ©2013 ITAP International, Inc. All Rights Reserved. 19
  • 20. So what? • Team leaders need to be sensitive to the needs/preferences of their team members in order to motivate them and to avoid rework • Analyze your style and be prepared to style-flex when necessary to improve productivity ©2013 ITAP International, Inc. All Rights Reserved.
  • 21. The Nagging Questions • Do I need to make allowances for every culture I come into contact with? • Why don’t they just do it my way? • Why do I have to be the one to change? y g ©2013 ITAP International, Inc. All Rights Reserved. 21
  • 22. The Answers • Do I need to make allowances for every culture I come into contact with? It helps productivity if you understand what drives your team members • Why don’t they just do it my way? There are many ways to get things accomplished; you do not always know best • Why do I have to be the one to change? If you want productive team members, you need to fi d d i b d find out what drives their behaviors and leverage what makes the team productive. productive ©2013 ITAP International, Inc. All Rights Reserved. 22
  • 23. To Improve Individual and Team Performance We have this special combination offer for $750 includes: 1. 1 Culture in the Workplace Questionnaire (CWQ*) Questionnaire™ (CWQ ) – – – Individual cultural profiles for each team member (up to 10) Comparison - anonymous bar charts of team member results 1 hour virtual debriefing with the team 2. Global Team Process Questionnaire™ (GTPQ**) to improve team dynamics and improve performance – – 1 iteration for the same team 1 additional hour virtual debriefing with the team INTERESTED? Email me (cbing@itapintl.com) and enter PROMOTION CODE IC14CWQ in the subject line * CWQ retails for $100 per p Q $ p person and debrief coaching @ $ g $350/hour **GTPQ (Premium version) retails for $1,000/team plus debrief or interventions for the team @ $350/hour ©2013 ITAP International, Inc. All Rights Reserved. 23
  • 24. Measuring Team Alignment ITAP measures human process interactions on teams. Reports include: • Executive overviews • Q Quantitative and qualitative tit ti d lit ti responses • Automated diagnosis • …can be customized…
  • 25. Other 2013 ITAP Presentations 1. 1 Impact of Culture in Multi-cultural Teams Multi cultural 2. Establishing Leader Credibility on MultiMulti cultural Teams 3. Building Trust on Multi-cultural Teams 4. Establishing Relationships on Multicultural Teams ©2012 ITAP International, Inc. All Rights Reserved. 25
  • 26. Questions?  Please email or call me… Questions? Please email or call me… Catherine Mercer Bing CEO,  ITAP International, Inc. cbing@itapintl.com ITAP International, Inc. ITAP International Inc 353 Nassau Street, 1st Floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com // Remember put PROMOTION CODE IC14CWQ j y in the subject line of your email. …thank you… 26