Culture is defined as a shared system of symbols, behaviors, norms, and values that orients members of a society. It impacts perceptions, thoughts, evaluations, and actions. Cultural relativism holds that no single culture can judge another as absolutely "high" or "low" - each culture evaluates itself. While cultures differ in areas like individualism, power distance, uncertainty avoidance, and long-term orientation, the only universal form of communication across cultures is human facial expression.
The document discusses leadership and ethics presented by David Cooper. It promotes authentic values-based leadership and applying ethics to everyday decisions. It argues against common myths that ethics only deals with major issues, is just about logic, and that businesses must prioritize themselves over others to succeed. Instead, it advocates an approach of enlightened self-interest where organizations consider the broader community in decision making.
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
This document discusses moving towards a more sustainable and equitable society. It outlines how economics currently shapes society in ways that prioritize greed and short-term gain over community and long-term well-being. Alternative measures like Gross National Happiness are presented that value health, education and environmental protection over just GDP. The document proposes a vision for a new society that is energy secure, uses sustainable systems, protects nature, fosters education and strategic planning, encourages individual and corporate responsibility, and rebuilds trust and community.
As a project manager, you must become a better person and leader in order to be successful. The presentation provides practical and philosophical ideas for developing ethical values and emotional intelligence. It emphasizes building trust with your team through responsibility, respect, fairness and honesty. It also stresses the importance of self-awareness, self-control, empathy and influencing others to achieve project goals and success.
Thomas Walenta gave a presentation to the PMI Pearl City, Hyderabad Chapter in May 2020 on the topic of "Hope over Fear: The human side of The Project EconomyTM". The presentation covered several key points:
1) As project managers, they are leaders who can guide teams and customers into a positive future through practical and philosophical ideas.
2) The Project Economy expands the scope of project management to focus on value delivery, principles over processes, and connecting people.
3) Ethical values like fairness, respect, and compassion can guide good leadership and decision-making, especially in times of crisis and complexity.
4) Leaders can influence others by understanding emotional triggers and reframing
The document contains Jing Zhao's portfolio listing 9 projects including photography, personal portfolios, visual identity designs for a technology company, a personal album website, and websites for an optoelectronic institute. The portfolio lists the projects, software used such as Photoshop and Illustrator, and requests feedback via email.
The document discusses leadership and ethics presented by David Cooper. It promotes authentic values-based leadership and applying ethics to everyday decisions. It argues against common myths that ethics only deals with major issues, is just about logic, and that businesses must prioritize themselves over others to succeed. Instead, it advocates an approach of enlightened self-interest where organizations consider the broader community in decision making.
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
This document discusses moving towards a more sustainable and equitable society. It outlines how economics currently shapes society in ways that prioritize greed and short-term gain over community and long-term well-being. Alternative measures like Gross National Happiness are presented that value health, education and environmental protection over just GDP. The document proposes a vision for a new society that is energy secure, uses sustainable systems, protects nature, fosters education and strategic planning, encourages individual and corporate responsibility, and rebuilds trust and community.
As a project manager, you must become a better person and leader in order to be successful. The presentation provides practical and philosophical ideas for developing ethical values and emotional intelligence. It emphasizes building trust with your team through responsibility, respect, fairness and honesty. It also stresses the importance of self-awareness, self-control, empathy and influencing others to achieve project goals and success.
Thomas Walenta gave a presentation to the PMI Pearl City, Hyderabad Chapter in May 2020 on the topic of "Hope over Fear: The human side of The Project EconomyTM". The presentation covered several key points:
1) As project managers, they are leaders who can guide teams and customers into a positive future through practical and philosophical ideas.
2) The Project Economy expands the scope of project management to focus on value delivery, principles over processes, and connecting people.
3) Ethical values like fairness, respect, and compassion can guide good leadership and decision-making, especially in times of crisis and complexity.
4) Leaders can influence others by understanding emotional triggers and reframing
The document contains Jing Zhao's portfolio listing 9 projects including photography, personal portfolios, visual identity designs for a technology company, a personal album website, and websites for an optoelectronic institute. The portfolio lists the projects, software used such as Photoshop and Illustrator, and requests feedback via email.
Cross Cultural Management Focus on Thailand july 2013Peter Cauwelier
A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.
Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt over...Phil Clothier
The document provides an overview of cultural transformation tools from the Values Centre, including details on values assessments that have been conducted in various countries and regions. It also discusses how organizational transformation begins with the personal transformation of leaders, and outlines the 7 levels of organizational consciousness as well as tools for measuring an organization's current culture and desired culture.
This document provides an overview of cultural transformation tools from the Barrett Values Centre. It describes how organizational transformation starts with personal transformation of leaders. It then gives an example of how values assessments can be conducted for organizations in different countries. The document outlines seven levels of organizational consciousness and how cultural entropy measures the percentage of fear and dysfunction within an organization. It also shows how survey questions are used to assess personal, current organizational culture, and desired organizational culture values.
This document provides information about national values assessments that have been conducted in various countries. It includes plots of the personal, current culture, and desired culture values for Sweden, the UK Northwest region, and Iceland. It also shows entropy percentages for different nations, estimating the potential cost of cultural entropy to national GDPs. The highest levels of cultural entropy were found in Venezuela, Iceland, and South Africa, while the lowest were in Australia, the UK, and Sweden.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
Self-awareness and effective communication are essential for success in the workplace. Communication involves more than just words, including body language, tone, eye contact, and listening skills. Developing self-awareness means understanding how you impact others and being flexible in different situations. When people have strong emotional intelligence and self-awareness, they can manage their emotions, develop relationships, and use emotional information to make good decisions. This leads to increased influence, trust among colleagues, and better overall results.
As Project Managers, leaders are encouraged to:
1) Focus on ethical values like responsibility, respect, fairness and honesty to build trust with teams and customers.
2) Understand how emotions are automatically triggered and use tools like SCARF to minimize threats to fairness, autonomy and status.
3) Develop self-awareness using personality and emotional intelligence tools to become effective leaders who can successfully guide projects and interactions.
The document discusses the benefits of cognitive diversity in groups. It presents several key points:
1) Exposure to minority dissent increases individual courage to resist conformity and consider problems from multiple perspectives, leading to more correct solutions.
2) Debating different approaches and perspectives associated with cognitive diversity stimulates divergent thinking, which is closely linked to greater creative output.
3) When solving problems and making predictions, diversity can be just as important as ability according to mathematical models. Bringing a diversity of views increases the likelihood of finding the best solutions.
The document discusses employee engagement in organizations. It defines engagement as the state of emotional and intellectual involvement that motivates employees to do their best work. It notes that engaged employees say positive things about the organization, want to stay with the organization, and exert extra effort to contribute to business success. Disengaged employees take more sick days and are less likely to advocate for the organization. The document suggests that highly engaged companies achieve 400% greater financial performance than companies with poor engagement.
On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation.
The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.
Singapore CTT National Values Assessment Results Aug 2012Phil Clothier
Values assessment of 2000 Singapore citizens and residents in 2012 to support transformation dialogue in the nation. Includes workplace values assessment data too.
Run by a-advantage Consulting Singapore and Barrett Values Centre
The document discusses several studies and frameworks for understanding national culture and how it influences organizational culture and behavior. It summarizes research by Hofstede, Bond, Hall, Laurent, and Trompenaars on the dimensions of national culture, such as individualism vs collectivism, power distance, uncertainty avoidance, and long-term vs short-term orientation. The research found that national culture can strongly influence organizational culture and values, and in conflicts, national culture is more likely to override organizational culture.
Hofstede's research identified five key dimensions of cultural variation among countries:
1. Power Distance - The degree of inequality within a society.
2. Individualism - The strength of social ties within a community.
3. Masculinity - The distinction of gender roles within a society.
4. Uncertainty Avoidance - The tolerance for uncertainty and ambiguity.
5. Long Term Orientation - The importance placed on long-standing traditions.
These dimensions can help explain cultural differences between countries. For example, Mexico scores higher in power distance and long term orientation compared to Canada/US, indicating a greater acceptance of hierarchy and emphasis on traditions in Mexican culture.
The document discusses building and supporting communities. It emphasizes that a community is a group of connected, interacting people who find a sense of belonging and purpose through their shared passion. When building a community, one should envision the culture by defining values and behaviors, decide how it will benefit members and organizers, and determine the appropriate level of support while ensuring the community's interests come first. The key steps in building a community are design, seeding, launch, and achieving sustainability through grassroots growth.
Cross Cultural Management Focus on Thailand july 2013Peter Cauwelier
A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.
Barrett Values Centre - Cultural Transformation Tools Overview 2012 ctt over...Phil Clothier
The document provides an overview of cultural transformation tools from the Values Centre, including details on values assessments that have been conducted in various countries and regions. It also discusses how organizational transformation begins with the personal transformation of leaders, and outlines the 7 levels of organizational consciousness as well as tools for measuring an organization's current culture and desired culture.
This document provides an overview of cultural transformation tools from the Barrett Values Centre. It describes how organizational transformation starts with personal transformation of leaders. It then gives an example of how values assessments can be conducted for organizations in different countries. The document outlines seven levels of organizational consciousness and how cultural entropy measures the percentage of fear and dysfunction within an organization. It also shows how survey questions are used to assess personal, current organizational culture, and desired organizational culture values.
This document provides information about national values assessments that have been conducted in various countries. It includes plots of the personal, current culture, and desired culture values for Sweden, the UK Northwest region, and Iceland. It also shows entropy percentages for different nations, estimating the potential cost of cultural entropy to national GDPs. The highest levels of cultural entropy were found in Venezuela, Iceland, and South Africa, while the lowest were in Australia, the UK, and Sweden.
The document discusses adopting agile methods in medium and large organizations and outlines some of the risks and strategies involved. It notes that organizational culture, processes, and human resistance can make adoption difficult. Common risks include having too many reasons and approaches to adoption, as well as barriers related to organizational size, structure, and culture. The document recommends understanding an organization's culture and choosing the right strategy and risks, with a focus on communication, consistency, and making any change process acceptable.
Self-awareness and effective communication are essential for success in the workplace. Communication involves more than just words, including body language, tone, eye contact, and listening skills. Developing self-awareness means understanding how you impact others and being flexible in different situations. When people have strong emotional intelligence and self-awareness, they can manage their emotions, develop relationships, and use emotional information to make good decisions. This leads to increased influence, trust among colleagues, and better overall results.
As Project Managers, leaders are encouraged to:
1) Focus on ethical values like responsibility, respect, fairness and honesty to build trust with teams and customers.
2) Understand how emotions are automatically triggered and use tools like SCARF to minimize threats to fairness, autonomy and status.
3) Develop self-awareness using personality and emotional intelligence tools to become effective leaders who can successfully guide projects and interactions.
The document discusses the benefits of cognitive diversity in groups. It presents several key points:
1) Exposure to minority dissent increases individual courage to resist conformity and consider problems from multiple perspectives, leading to more correct solutions.
2) Debating different approaches and perspectives associated with cognitive diversity stimulates divergent thinking, which is closely linked to greater creative output.
3) When solving problems and making predictions, diversity can be just as important as ability according to mathematical models. Bringing a diversity of views increases the likelihood of finding the best solutions.
The document discusses employee engagement in organizations. It defines engagement as the state of emotional and intellectual involvement that motivates employees to do their best work. It notes that engaged employees say positive things about the organization, want to stay with the organization, and exert extra effort to contribute to business success. Disengaged employees take more sick days and are less likely to advocate for the organization. The document suggests that highly engaged companies achieve 400% greater financial performance than companies with poor engagement.
On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation.
The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.
Singapore CTT National Values Assessment Results Aug 2012Phil Clothier
Values assessment of 2000 Singapore citizens and residents in 2012 to support transformation dialogue in the nation. Includes workplace values assessment data too.
Run by a-advantage Consulting Singapore and Barrett Values Centre
The document discusses several studies and frameworks for understanding national culture and how it influences organizational culture and behavior. It summarizes research by Hofstede, Bond, Hall, Laurent, and Trompenaars on the dimensions of national culture, such as individualism vs collectivism, power distance, uncertainty avoidance, and long-term vs short-term orientation. The research found that national culture can strongly influence organizational culture and values, and in conflicts, national culture is more likely to override organizational culture.
Hofstede's research identified five key dimensions of cultural variation among countries:
1. Power Distance - The degree of inequality within a society.
2. Individualism - The strength of social ties within a community.
3. Masculinity - The distinction of gender roles within a society.
4. Uncertainty Avoidance - The tolerance for uncertainty and ambiguity.
5. Long Term Orientation - The importance placed on long-standing traditions.
These dimensions can help explain cultural differences between countries. For example, Mexico scores higher in power distance and long term orientation compared to Canada/US, indicating a greater acceptance of hierarchy and emphasis on traditions in Mexican culture.
The document discusses building and supporting communities. It emphasizes that a community is a group of connected, interacting people who find a sense of belonging and purpose through their shared passion. When building a community, one should envision the culture by defining values and behaviors, decide how it will benefit members and organizers, and determine the appropriate level of support while ensuring the community's interests come first. The key steps in building a community are design, seeding, launch, and achieving sustainability through grassroots growth.
The document discusses the idea of a "Political Party 2.0" and how politics and political parties may evolve in a more networked world. It suggests that politicians will need to act more as network managers than authority figures. Political membership would be based on creating or relating to different nodes in a network, with some nodes having more gravitational pull than others. The connections and ideology of a party would be defined by the relationships between these nodes. Politicians would try to send targeted messages to clusters of nodes. Ultimately, the network would need to have a real-world impact.
2. What is culture?
Helps me
decide...
It tells me
what to think
and do
I can show it,
I can see it
3. What is culture?
●“A universal orientation system within a
society, organization and/or group.
●This system consists of distinct symbols
Helps me traditionally upheld in a given society.
decide... ●It impacts the perceptions, thoughts,
evaluations and actions of all its members,
defining their adherence to the society.”
(Thomas)
It tells me
I can show it, what to think
I can see it and do
4. Culture is defined by:
SHARED…
–…norms What is normal -
and expected?
5. Culture is defined by:
SHARED…
–…norms
–…values
What we all value
as important?
6. Culture is defined by:
SHARED…
–…norms
–…values
–…behavioral patterns
What we all do.
7. Cultural relativism
“Cultural relativism is based on the
presumption that one particular culture
holds no absolute criteria for
considering another culture as “low” or
„high“. However every culture may
apply such appraisal upon its own
activities, since its associates are at the
same time both its members and
observers.“
–Claud Levi-Strauss
8. Cultural relativism
“Cultural relativism is based on the
presumption that one particular culture
holds no absolute criteria for
considering another culture as “low” or
„high“. However every culture may
apply such appraisal upon its own
activities, since its associates are at the
same time both its members and
observers.“
–Claud Levi-Strauss
14. Two tastes of cultures:
Low context cultures High context cultures
What You See Is What You Get Read betwen the lines
Hear my words... See my face...
This is what I want! This is what WE need!
1+1 = 2 1 + 1 = 2, but it depends.
See, this is how I feel! (Can you feel how I feel?)
This person is dealing with issues. This person is having issues.
Let’s argue! Let’s find a consensus.
15. Planning
Do we plan based on analysis, or intuition?
Is our plan expressed by numbers, or words?
Is everyone involved in the planning, or is it the sole
responsibility of managers?
16. Competition vs Harmony
Are people more proud of their status, or
professionalism?
Do they work for the benefit of their teams in which
they seek harmony, or for themselves, prospering
amidst competition?
17. Individualism
Do sentences begin with “I”, or “We”?
Are managers managing groups, or individuals?
Is employment more of a relationship, than a contract?
Do tasks prevail over relationships, or the other way?
20. Reward
and promotion
Which is true: that the right
connections guarantee promotion
and academic titles imply a social
standing, or it’s competencies that
do so, with academic titles
indicating dispositions for
expertise?
21. Authority
Is authority rather informal and based on trust, or is it
formally stated and based on competencies?
Does authority have to be constantly won from
subordinates, or does it have to be demonstrated to
them?
Are subordinates consulted, or told?
Is boss a democrat, or a monarch? Are priviledges
disapproved, or expected?
Are inequalities minimized, or expected and
welcomed?
22. Power distance index
India
Austria
high Denmark
Greece Mexico
USA
ly
Ita Malaysi
a Germany
Spain
UK France Israel
Japan Czech
low
23. Power distance index
Malaysi
a
Mexico
high India
France
Greece
Czech
Spain
Japan
ly
Ita
USA
Germany
UK
Denmark
low Israel
Austria
24. Stability
What is the extent into which people feel threatened by
uncertain situations?
Is uncertainty causing much of a stress?
Is the reaction to innovation more of a tolerance, or a
resistance?
What is more motivating, achievement or security?
Are rules to be minimized, or natural and needed?
25. Uncertainty avoidance
India
high Israel Denmark
Canada
USA
Greece
Austral Germany
ia
UK France Korea
Japan Czech
low
26. Uncertainty avoidance
Greece
high Japan
France
Korea
Israel
Czech
Germany
Austral
ia
Canada
USA
UK
India
low Denmark
27. Long term avoidance
Are traditions respected or adapted?
Are there little or plenty of resources for investment?
Are quick results expected rather than perseverance
towards slow results?
Is Truth more concerned about than Virtue?
28. Long term avoidance
high China Japan
USA
India
Austral Germany
ia
UK Sweden Nigeria
low
29. Long term avoidance
China
high
Japan
India
Sweden
Austral
ia
Germany
USA
UK
low Nigeria
30. Some other dimensions
Individual – society relationship
Importance of masculinity in society
Ways of conflict resolution
Ability to perceive, accept others
Time implications in procedures of problem solving (line of consecutive
tasks or parallel run of tasks)
Rationality and emotionality in actions
Decision making
Old age – young age relationship
Formal & top-down vs. informal communication
Importance of rules
Long term vs. short term thinking