On 26 August 2014 the Center for Persona Research and Application hosted a seminar on International User Studies and Personas at the IT University of Copenhagen. 40 people from 35 different companies participated. Read more about the seminar here: http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportage//seminar_on_international_user_studies_and_personas.htm

1. The maturity model
Iben Jensen, Professor (mso),
Department of Learning

2. Why bother with definitions?
• 25 years with the concept of culture? Why?
• Culture is one of the most powerful concepts in
contemporary sociology (‘constructing the other’)
• Knowledge on culture determines strategies in
international cooperation
• Common sense knowledge on culture and national
differences (discourses) influence political as well as
financial decisions

3. Discussion at the tables (30 min)
• Counting process (1-2-3-4-5)
• Use a couple of minutes to read the maturity model
(hand-out)
• Use the next five minutes individually to assess (for
each of the two dimensions) the level of maturity of
the organization you work for now (or have worked
for).

4. Table discussion, continued
• Take a turn around the table and discuss:
• How and why have you assessed your organization as
you did? Give examples.
• Discuss: What would it take for your organization to
become more mature?
• Reflect on the maturity model:
– Did the model make sense as a tool?
– Are some important elements lacking?
– Was any part of the model irrelevant?

5. Level 1
• The organization does not enter foreign
markets.
• The organization has a positive attitude
towards international markets, but prefers the
national market.
• Other markets are perceived as unfamiliar and
very different.
• The organization does not collect data about
international end users.

6. Level up?
• Interest/motivation for other markets
• Other markets are perceived as unfamiliar and
very different.
– Theoretically this attitude rely on a common
sense /descriptive perception of other cultures
and a low degree of intercultural competence
– No data about the other reinforces this attitude

7. Engagement, curiosity,
respecting the other
Intercultural
competence
Knowledge related
to the market and
local working
practices
Awareness of one’s own practices
– and presuppositions of ‘the other’
Communication skills :
Meta-communication –
to be able to
communicate about the
communication
Knowledge about the
formal rules (tax,
income level, image)
related to the
area/product

8. Level 2
• The organization enters international markets,
which are perceived as similar (e.g. Scandinavian
markets).
• National cultural differences are seen as
important, but the organization assumes
similarities between neighboring cultures.
• The organization collects data about end users in
markets that are considered similar or where the
language barrier is low (e.g. Scandinavian
markets and English speaking countries).

9. A level up ?
• Assuming similarities between neighbor
countries is theoretically called parallel-cultures.
• Misunderstandings are common as
differences occur at micro-level and are
misinterpreted
• Jokes about neighbor countries should be
avoided (they become dull)

10. Level 3
• The organization enters selected international
markets.
• Countries are seen as separate national
entities with unique cultures. Other countries
are often compared to the home country.
• The organization collects data about end
users in a few selected strategic markets.

11. Cultural awareness
• This is the level for experiences and stereotypes
• It is important to reflect on single experiences as such
– do not generalize too fast
• Be aware of self-idealisation; constructing your self as
rational and the other as irrational and determined by
their culture
• Look out for similarities in practices and explore social
differences

12. Intercultural communication
Cultural self-awareness
Cultural self-awareness
Fixed
points
Iben Jensen
Cultural
presupposition
Cultural
presupposition
Positions
of experiences
Positions
of experiences

13. Cultural presupposition
• All understanding relies on
preunderstanding or
prejudices: It is prejudiced
to think, that you have no
prejudices against other
people.
• A simplistic understanding
of ‘the other’ which is
foremost seen in cultural
meetings
• Be aware how ‘They’ are
described
• ”Not only Danes but also
Germans seem to be rather
shy.”
• ”The Koreans are more
intellectually skilled than
Danes”
Iben Jensen

14. Cultural self-awareness
• In cultural meetings we
have a tendency to
describe ourselves as we
want to be.
• Cultural self-awareness is
a simplistic ideal
understanding of one’s
own culture.
• Take note of which words
are used by ‘us’
• ”Denmark has a very flat
structure; an easy way to
discussion with top
managers. (We like that).
Abroad, it is generally
more hierarchical”
• (from staff meeting)
Iben Jensen

15. Positions of experiences
• Is the position from
where you get your
experiences

16. Fix-points
• Topics which within seconds
create great stir
• Coherence between own
identity and fix-points
Iben Jensen

17. Level 4
• The organization enters all relevant markets.
• Culture is seen as complex. Users from a country
are seen as diverse groups of people having
different practices. Users are also seen as having
similarities in practices across countries.
• Employees are aware that their own culture
influences their view on other cultures and
practices.
• The organization collects data about end users in
all strategic markets.

18. Level Up
• Going from theoretical insight to international
practice
• It is mutual learning between the
organisations and the markets they relate to
…
• Developing strategies for common new
practices …

19. Culture as practice
• From the perspective of Practice theory
culture can be seen as series of practices.
• In globalised societies more and more
practices will be common across countries …
• A conceptualizing of global personas.

20. Level 5 = IDEAL
• The organization enters all relevant markets.
• Culture is seen as complex and the organization
has developed strategies for handling national
differences/practices and cross-cultural
similarities.
• Employees have awareness on how their own
culture influences their view on other cultures
and practices.
• The organization collects data about end users in
all relevant markets.