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GI Net 12 - Building Global Indonesian Leaders by Systematic Learning

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Materials presented during the 12th GI Net: "Developing Global Competence for (Future) Indonesian Leaders" on August 30, 2013

Materials presented during the 12th GI Net: "Developing Global Competence for (Future) Indonesian Leaders" on August 30, 2013

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    GI Net 12 - Building Global Indonesian Leaders by Systematic Learning GI Net 12 - Building Global Indonesian Leaders by Systematic Learning Presentation Transcript

    • !! Media  Partner: Global Indonesian Network a  Global  Indonesian  Network  series Hosted  by  : BUILDING GLOBAL INDONESIAN LEADERS By Systematic Learning
    • !! Global Indonesian Network Global Indonesian-Network (GI-Net) is a series of events aiming to promote an open and interactive dialogue between the academic world and business practices. Involved are people who take an active role in an Indonesian-international working environment. • We   make   sure   that   research   addresses   the   needs   of   businesses   and   organiza5ons   and   provide   a   pla9orm   of   learning  and  sharing,  where  theory  meets  reality • Themes  to  be  raised  in  our   forum   will  focus  on   the  three   domains   cross-­‐cultural   competence,   talent   &   leadership   development  as  well  as  strategic  change  &  transforma5on • Business  implica5ons  based  on  our   findings  will  further   be   discussed  in  each  of  our  sessions Global  Indonesian  Network Global Indonesian NetworkGlobal Indonesian Network www.globalindonesian.net @htjitra
    • !! Global  Indonesian  Network  Can  Add  To  Your  Success • You   will   be   able   to   apply   current   research   to   the   challenges  faced  in  daily  business  life • Get  in  touch  with  people  in  similar  work  environment   to  share  knowledge  and  experience • Develop  yourself  in  the  area  of  intercultural  diversity,   talent  and  change  management • Add   value   to   your   organiza5on   with   concrete   knowledge  on  current  interna5onal  business  maKers   and  industry  characteris5cs
    • !! ✴ Culture Learning Needs ✴ Systematic Learning ✴ What the data says AGENDA 4
    • Culture Learning Needs
    • !! 4 Data from Multinational Corporations (MNCs) 1. 10% - 50% of international assignees returning home early from their assignment (Eschbach et al., 2001) 2. Financial cost of expatriate failure and tehir underperformance are very high: $ 250.000 – $ 1 million 3. The percentage of companies offering of intercultural training increased from 30% to 60% within 10 years (Bennett et al., 2000)
    • !! 5 Strangeness - Culture Shock “Aneh harus memanggil orang yang lebih tua dengan nama tanpa disertai sapaan om, tante, oma di Belanda” “Kaget dengan nada suara orang Ambon dan Medan yang tinggi dan keras, pada akhirnya merasa tidak nyaman” “Bos Jawa : Yes or No tidak terlalu jelas, saya harus tanya berkali-kali untuk memastikan suatu hal” EVEN WITH OUR OWN CULTURE “1 bulan pertama merasa depresi karena masih terbawa dengan culture Belanda yang on time” Re- Entry Culture Shock
    • !! 6 Non- Systematic Learning is inefficient “pengalaman saya ketika berhubungan dengan seorang profesor dalam konteks studi. Profesor ini sudah sering mengunjungi berbagai Negara dengan budaya berbeda. Akan tetapi dia tetap bertanya: “ketika di Uganda bisa jalan dengan cara seperti ini, kenapa disini tidak bisa?” Pendeta Jamaica dan pendeta Singapore mengeluh “mengapa begitu sukar mengajak kerja orang Indonesia?”. Orang lokal Indonesia resisten dengan usulan mereka “mereka tau apa tentang orang indonesia?”.
    • !! 7 “Staf-staf ini tidak mau duduk bersebelahan dalam mobil yang mengantar mereka ke lokasi pendampingan. Saya pusing negosiasi dengan bagian logistik untuk minta tambahan mobil. ! Karena persediaan mobil terbatas, akhirnya saya menengahi dengan duduk di tengah-tengah di antara staff laki-laki dan perempuan dalam mobil. ! Karena saya sudah bangun rapport dengan staffnya sebelum kerja, dia mau cerita bahwa mereka tidak mau duduk sebelahan, karena bukan mukhrim dan menurut budaya/ agama mereka yang bukan mukhrim tidak boleh bersentuhan fisik” Learning by doing
    • !! 8 Information Searching “Mengerti karakteristik orang dan cultural backgroundnya itu penting. Saya akhirnya mencari sendiri dalam seri buku culture shock. Itu isinya cukup bagus loh, yang culture shock Singapur itu kan dia cerita orang Singapur ini kayak begini, jadi kalau anda bertemu dengan mereka. Kalau anda mengatakan begini, jangan tersinggung karena apa, karena mereka maksudnya bukan begitu, tapi ini dijelasin karakteristik orangnya.” Senior Vice President Bank ‘X” in Singapore
    • !! 9 BEHAVIOR Person SituationCulture Behavior Attribution
    • !! 10 Conflict The Cultural Iceberg
    • !! 11 Other culture My own culture Self Other Intercultural Encounter Self, Other, Intercultural Encounter
    • !! 12 Acculturation Indonesia is one of the most MULTICULTURAL country in the world
    • !! 13 ✴ Born at a little village in East Java,Indonesia. ✴ Grew and learned from two culture,Chinese and Javanese. ✴ Lived not only with his nuclear family,but also with his grandmother and grandfather who owns business in copra (dried meat,or kernel,of the coconut). ✴ Described himself as a stubborn,brave,and sociable person. ✴ His friends comes from various circles. ✴ Moved to Jakarta to continue his study. ✴ One of this job,he had 4 simultaneous jobs in a one single-day: Cigarette distributor (morning),Biology teacher (afternoon),college student (evening),and worked in casino (night) Transforming Global & local career excellence Intracultural Experiences Intercultural Competence Our Case Study: Harvesting Diversity Benefit Career’s critical incidents: ✴ Encounters with foreign bosses / colleagues ✴ Leading multinational team BEST PRACTICE
    • !! 13 ✴ Born at a little village in East Java,Indonesia. ✴ Grew and learned from two culture,Chinese and Javanese. ✴ Lived not only with his nuclear family,but also with his grandmother and grandfather who owns business in copra (dried meat,or kernel,of the coconut). ✴ Described himself as a stubborn,brave,and sociable person. ✴ His friends comes from various circles. ✴ Moved to Jakarta to continue his study. ✴ One of this job,he had 4 simultaneous jobs in a one single-day: Cigarette distributor (morning),Biology teacher (afternoon),college student (evening),and worked in casino (night) Transforming Global & local career excellence Intracultural Experiences Intercultural Competence Our Case Study: Harvesting Diversity Benefit Career’s critical incidents: ✴ Encounters with foreign bosses / colleagues ✴ Leading multinational team BEST PRACTICE
    • Systematic Learning
    • !! 15 Culture Learning
    • !! 16 Cross-cultural Training Technical Competence Passion to Learn Self - confidence An educative process focused on promoting intercultural learning through acquisition of behavioral, cognitive and affective competencies required for effective interaction across diverse cultures Landis & Brislin, 1996
    • !! 17 “To  be  effective  in  another  culture,  people  must  be  interested  in  other  cultures,  be  sensitive  enough  to  notice  cultural  differences,  and   then  also  be  willing  to  modify  their  behavior  as  an  indication  of  respect  for  the  people  of  other  cultures  ”   (Bhawuk and Brislin, 1992) Intercultural Competence Technical knowledge & skill Motivation Stress tolerance Respect for differences Harmony preservationSelf Control Awareness of communication symbols Language skill Verbal & non verbal expression Attribution process of information Cultural empathy Intercultural Sensitivity Intercultural Communication Competence What is Intercultural Competence & Sensitivity ?
    • !! 18 Developmental Intercultural Competence Model Bennet, 1996
    • !! 19 Cross Cultural Training
    • !! 20 W - Curve: Intercultural Training
    • !! 21 ‣ Building Self-Confidence & Developing Assertiveness ‣ Creating (Inter-) National Talent Pool ✴ Selection ✴ Support ✴ Coaching ✴ Training ✴ Networking into Intercultural sensitivity Transforming the Intra-cultural sensitivity Getting Familiar with International Business Experiences Foreign Colleagues and Boss in home country International Project / Virtual Teams Intensive Working and Living abroad Leading another cultures 1 2 3 4 Organization Intervention
    • !! 22 Dipl. Psych. Ulrich Hößler University of Regensburg, Germany University & Corporation Setting
    • !! 23 Just Example: Pre - Departure Training for Students Going Abroad
    • !! 24 Master Program for Intercultural Psychology
    • What the Data Says
    • !! 26 “training ini membuat saya bisa mengerti mengapa orang Jakarta bersikap demikian dan membuat saya mengetahui bagaimana bertahan di Jakarta” Mahasiswa Kutai Barat, 2013 Is It Possible To Become Interculturally by A Course / Training ?
    • !! 27 No Dimensi Pre Post 1 Awareness  of  differences  culture  * 2.64 3.00 2 Understand  the  differences 3.17 3.21 3 Respect  the  differences   3.26 3.29 4 Valuing  the  differences   2.61 2.73 5 Willing  (and)  to  par5cipa5ng  in  cross-­‐ cultural  interac5on  (working  with  people   from  other  backgrounds)   2.27 2.42 6 Having  stereotype  and  prejudice  toward  others   1.93 2.07 7 Awareness  of  cultural  influence  to  behavior  * 2.69 3.01 8 Respect  the  influence  of  cultural  to  behavior   2.83 3.05 9 Understand  of  your  own  and  other's  culture 2.73 2.83 10 Admit  our  assump5on  about  someone  else   stereotype  and  prejudice  may  be  wrong* 2.10 2.52 11 Understanding  the  meaning  of  ac5on  of   others  by  analyze  the  context/  situa5on  of   the  ac5on* 2.21 2.68 12 Empathy  * 2.81 3.07 13 Comfortable* 2.57 2.82 14 Awareness  of  judging  other's  behavior  and   beliefs  according  to  the  standards  of  your   own  culture* 1.62 1.98 NILAI TOTALNILAI TOTAL 2.52 2.74 Significant Attitude change on diversity Pre - Departure Training for Students Going Abroad
    • !! 28 Evaluation of The Bachelor’ Course “Psikologi Kerjasama antar Budaya” “jadi tidak take it personally ketika ada masalah. Ketika dikritik, tidak sakit hati karena yang dikritik adalah perilakunya” “Jadi lebih peka dalam menangkap issue antar budaya yang melatarbelakangi keinginan dan kebutuhan si mayoritas orang Singapore itu” “Kalau ada yang tidak disetujui oleh rekan-rekan kerja, malah dibicarakan di belakang. Akhirnya saya berperan sebagai mediator antara rekan kerja dengan atasan” X angkatan 2004 Y angkatan 2005 Z angkatan 2003
    • !! 29 Significant knowledge change after the course Significant attitude change on diversity
    • !! 30 Method:qualitative Students had to find explanations and solutions to culturally determined critical incidents • 2 trained coders analysed written material independently • 4 levels of ICC:1 being the lowest,4 the highest Dipl. Psych. Ulrich Hößler University of Regensburg, Germany Study Program in German
    • !! 30 Average  level  of  intercultural  competence before  program ader  program significance mean SD .54 **1.62 .60 2.83 mean SD k  =  .83 Interrater reliability Method:qualitative Students had to find explanations and solutions to culturally determined critical incidents • 2 trained coders analysed written material independently • 4 levels of ICC:1 being the lowest,4 the highest Dipl. Psych. Ulrich Hößler University of Regensburg, Germany Study Program in German
    • COMING SOON !! Our LATEST books on Global Talent .... based on 18 years intensive research of Global Indonesian
    • x THANK YOU ! Contact us via … gi-net@tjitra.com www.globalindonesian.net Global Indonesian Network Global Indonesian Network @Glob_Indonesian