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Style Switching: Bridging Cultural Gaps in the Workplace

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If you could anticipate your colleagues' behavior, would you adjust your behavior in order to work more effectively with them? In other words, would you engage in style switching? This presentation explores the cultural values that motivate behavior in the workplace. It also includes some advice about how one might adjust one's behavior to work more effectively with people who have contrasting cultural values.

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Style Switching: Bridging Cultural Gaps in the Workplace

  1. 1. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 1 ©2017 ITAP International, Inc. All Rights Reserved. 11 Style Switching: Bridging Cultural Gaps in Workplace ©2017 ITAP International, Inc. All Rights Reserved.
  2. 2. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 2 ©2017 ITAP International, Inc. All Rights Reserved. 2 Cultural Values Motivate Behavior • Understanding the cultural values that motivate behavior in the workplace is a competitive advantage – It allows people to understand and anticipate their colleagues’ behavior – It allows people to adjust their behavior so that it would elicit the desired response from the colleagues, and lead to a desired business outcome
  3. 3. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 3 ©2017 ITAP International, Inc. All Rights Reserved. 3 Style Switching • Changing one’s behavior to align with the preferences of others is called “style switching.” It is the topic of this presentation • Organizations that have managers and employees who can “style switch” has a competitive advantage over organizations in which people do not possess this skill • Before we explore style switching, we’ll define cultural values
  4. 4. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 4 ©2017 ITAP International, Inc. All Rights Reserved. 4 Hofstede’s Framework • As in previous ITAP presentations, we define cultural values by drawing on Prof. Geert Hofstede’s framework • In Hofstede’s framework, cultural values are organized along six dimensions – Each dimension is a continuum – At each end of a continuum is a distinct value orientation
  5. 5. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 5 ©2017 ITAP International, Inc. All Rights Reserved. 5 1. Individualism (Individual or Group Orientation) - the degree to which action is taken for the benefit of the individual or the benefit of the group 2. Power Distance (Hierarchical or Participative Orientation) - the extent to which the less powerful expect and accept that power is distributed unequally 3. Certainty (Need for Certainty or Tolerance for Ambiguity) - the extent to which people prefer rules, regulations and controls, or are comfortable with ambiguity Hofstede’s Dimensions
  6. 6. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 6 ©2017 ITAP International, Inc. All Rights Reserved. 6 4. Achievement (Achievement or Quality of Life Orientation) - the degree to which we focus on goal achievement and work, or quality of life and caring for others 5. Time Orientation (Long- or Short-term Orientation) - the fostering of virtues that promote a long-term (perseverance and thrift) or short-term time horizon (preserving present benefits) 6. Indulgence (Indulgence or Restraint) - the tendency to allow relatively free gratification or the conviction that such gratification needs to be curbed Hofstede’s Dimensions
  7. 7. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 7 ©2017 ITAP International, Inc. All Rights Reserved. 7 Cultural Dimensions in the Workplace • As we mentioned, each dimension is a continuum: For example, the Individualism Dimension has Individual Orientation at one end of the continuum, and Group Orientation at the other end Colleagues whose values lie at opposite side of a continuum might encounter some challenges working together  Each also has an advantage
  8. 8. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 8 ©2017 ITAP International, Inc. All Rights Reserved. 8 Advantages of Each Orientation Individual Orientation Self-reliance Group Orientation Interdependence Hierarchical Orientation Discipline Participative Orientation Acceptance of Responsibility Need for Certainty Precision Tolerance for Ambiguity Innovation Achievement Orientation Efficiency Quality of Life Orientation Custom Outputs & Personal Service Long-Term Orientation Developing New Market Opportunities Short-Term Orientation Fast Adaptation Individualism Power Distance Certainty Achievement Time Orientation
  9. 9. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 9 ©2017 ITAP International, Inc. All Rights Reserved. 9 Scenario: Procurement Team • Imagine a global workplace in which some people have a Short-Term Orientation and others a Long-Term Orientation. Tasked with choosing a vendor, they might have a difficult time coming to an agreement
  10. 10. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 10 ©2017 ITAP International, Inc. All Rights Reserved. 10 Scenario: Procurement Team • Managers with a Short-Term Orientation will tend to prefer vendors who promise gains in terms of quarterly profit • Managers with a Long-Term Orientation will tend to prefer vendors who talk about advantages that will be realized over the longer term such as increase in market share
  11. 11. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 11 ©2017 ITAP International, Inc. All Rights Reserved. 11 Scenario: Procurement Team • The managers’ conflicting preferences would make it difficult for them to select a vendor • And this is just one example of how colleagues with contrasting cultural orientations might have a difficult time getting work done
  12. 12. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 12 ©2017 ITAP International, Inc. All Rights Reserved. 12 Advice for Working Effectively Across Cultural Differences • Working across cultural differences is a challenge • The next few slides present advice to managers on how to work with colleagues who behave differently than expected • Some of the advice asks managers to anticipate the preferences of others and consider changing their behavior accordingly—in other words to consider style switching
  13. 13. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 13 ©2017 ITAP International, Inc. All Rights Reserved. 13 Individualism… If your values align with Individual Orientation and you are interacting with someone with a Group Orientation…. Learn that others will respond after considering the group interests and impact of your expectations… …and that they may expect and require consultation before making or acting on a decision. If you meet resistance, passive or active, identify the common interests and outcomes up-front; make the collective case… Be patient; learn to trust the team to deliver when they have collectively worked out how… Know that others may expect you to put the team interests before their or your own self-interests, and that is OK…
  14. 14. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 14 ©2017 ITAP International, Inc. All Rights Reserved. 14 Recognizing Style Switching Advice • In some cases, it might be wise to style switch, and communicate or behave in a manner that would align with the preferences of others • What style switching advice is found in the previous slide? ______________________________ ______________________________
  15. 15. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 15 ©2017 ITAP International, Inc. All Rights Reserved. 15 Style Switching Advice • In the next slide, there is the following advice to a person with a Hierarchical Orientation who wants to work more effectively with someone with a Participate Orientation: “They know you have power; you don’t have to always use it; allow others to make decisions and guide them if they go wrong”
  16. 16. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 16 ©2017 ITAP International, Inc. All Rights Reserved. 16 Power Distance... If your values align with Hierarchical Orientation and you are interacting with someone with a Participative Orientation… Learn that others expect to be consulted and required to contribute before the decision; that helps make things happen… …so be sensitive to irritation and hang on a bit, ask opinions, encourage ideas and show that you’ve taken them seriously. They know you have power; you don’t have to always use it; allow others to make decisions and guide them if they go wrong. Recognize that others are happy to access the lower levels in the business if that works; your clients may not need you if someone in your team can do it for them… Know that others may not see that their loyalty will be reciprocated; they may not trust you to protect them if they take the hit.
  17. 17. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 17 ©2017 ITAP International, Inc. All Rights Reserved. 17 Recognizing Style Switching Advice • What other advice about style switching is found in the previous slide? _______________________________ _______________________________
  18. 18. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 18 ©2017 ITAP International, Inc. All Rights Reserved. 18 Style Switching Advice • Which of the advice about style switching that you have been exposed to thus far applies to you? ______________________________ ______________________________
  19. 19. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 19 ©2017 ITAP International, Inc. All Rights Reserved. 19 • For more insight about working effectively across cultures, contact ITAP • ITAP is one of only 2 companies worldwide endorsed by Dr. Hofstede and approved to represent his research "This [approval] is due to their professionalism and deep understanding of my work.” • An Ivy League university partners with ITAP to certify its coaches in the CWQ. ©2017 ITAP International, Inc. All Rights Reserved.
  20. 20. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 20 ©2017 ITAP International, Inc. All Rights Reserved. 20©2017 ITAP International, Inc. All Rights Reserved.
  21. 21. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 21 ©2017 ITAP International, Inc. All Rights Reserved. 21 ITAP CWQ database includes over 8,000 respondents. Results correlate highly with Hofstede’s data. The CWQ is currently available in: – English – Latin American Spanish – European Spanish – French – German – Korean – Chinese – Questions and instructions only (not the report) are in Danish and Japanese ©2017 ITAP International, Inc. All Rights Reserved.
  22. 22. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 22 ©2017 ITAP International, Inc. All Rights Reserved. 22 Your results compared to country averages Explanation of your results Individual orientation Group orientation ©2017 ITAP International, Inc. All Rights Reserved.
  23. 23. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 23 ©2017 ITAP International, Inc. All Rights Reserved. 23 QUADRANT CHARTS: • The CWQ application can produce quadrant charts that compare the results of a group of people along any two cultural dimensions • The quadrant chart to the right compares the Individualism and Power Distance scores of a group of people. • The chart includes country scores ©2017 ITAP International, Inc. All Rights Reserved.
  24. 24. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 24 ©2017 ITAP International, Inc. All Rights Reserved. 24 Hofstede Country Culture Analysis Australia Hofstede Country Culture Analysis Germany Hofstede Country Culture Analysis Mexico Hofstede Country Culture Analysis China Hofstede Country Culture Analysis India Hofstede Country CultureAnalysisUnited Arab Emirates ©2017 ITAP International, Inc. All Rights Reserved.
  25. 25. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 25 ©2017 ITAP International, Inc. All Rights Reserved. 25 • One time licensing fee for organizations with 1-10 employees is $2,500 and includes certification of 1 person (virtual certification is fine) • Embedded in this fee are 25 free uses of this tool ($1,750 value) • The usage fee is $70 / user • Use is required to retain license (at least once every 12 months). If there is no usage within 12 months, license renewal is $3,000 / year • No admin fees: Certification ensures independent access to the on-line tool
  26. 26. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 26 ©2017 ITAP International, Inc. All Rights Reserved. 26
  27. 27. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 27 ©2017 ITAP International, Inc. All Rights Reserved. 27 ITAP is prepared toITAP is prepared to provide demonstrationsprovide demonstrations of its Intellectualof its Intellectual Property to qualifiedProperty to qualified licensorslicensors ©2017 ITAP International, Inc. All Rights Reserved. Who licenses the CWQ? •Human Resource professional in large organizations •Consulting firms seeking the capability to assess cultural values at the individual, group and organizational levels
  28. 28. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 28 ©2017 ITAP International, Inc. All Rights Reserved. 28 Improving Competitive Advantage • Our services focus on: 1. Global talent retention and development 2. Effectiveness of the senior team and mission critical global teams 3. Global leader and global workforce development 4. Cross-border transformation and change • Ensure that culture is an asset, not a barrier in your global business. ©2017 ITAP International, Inc. All Rights Reserved.
  29. 29. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 29 ©2017 ITAP International, Inc. All Rights Reserved. 29 Catherine Mercer Bing CEO, ITAP International, Inc. Managing Director, ITAP Americas, Inc. 353 Nassau Street, First Floor Princeton, NJ 08540 USA (W) +1.215.860.5640 (M) +1.609.937.1557 www.Itapintl.com cbing@itapintl.com SKYPE: CatherineBing ©2017 ITAP International, Inc. All Rights Reserved.

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