2. Agenda Day 2 – The Intercultural Awareness Profiler (IAP)
09.00 Recap of Day 1
Distribution of IAP profiles
IAP supporting materials and features
11.00 Break
11.15 Technical Aspects of the IAP Online
12.30 IAP questionnaire and profile – Q&A
13.00 ~ Lunch ~
14.00 Practice / Playback
15.15 Break
15.30 Q&A Fons Trompenaars – background IAP research and
development
17.00 Wrap up
17.30 End of program
3. Agenda Day 1 – The 7 Dimensions
9:00 Welcome, Introductions, Expectations, Agenda
10.00 Concepts of Culture
The 4-R approach
How values come to us
10:45 Break
11.00 The 7 Dimensions of Culture
13:00 ~ Lunch ~
14:00 The 7 Dimensions of Culture (con’t)
15.30 Break
15.45 The 7 Dimensions of Culture (con’t)
16.45 Corporate Culture
17.00 Wrap up
17.30 End of day
18.00 Dinner at the Delikeet
4. Introducing Trompenaars Hampden-Turner
Connecting viewpoints
Founded by Charles Hampden-Turner Peter Woolliams
Fons Trompenaars
Dilemma theory, Assessments and
PhD Wharton scenario planning measurements
5. Objectives
During the next two days we aim to provide you:
• To provide necessary information on the IAPOnline tool and process
so that you are equipped to set up and use the tool with your
participants.
• To enable you to confidently and effectively integrate and use the
IAP tool as part of your practice with clients.
• A deeper understanding and background of 7Dimensions of culture
model
• A broad sense of how to use the IAP profile and supporting
materials with your clients
• A clear understanding of the features and practical logistics of using
the IAP Online system
6. Introductions
• What you would like to share that you think is important
for others to know about you?
• One (or two) values instilled in you by your parents?
7. Expectations
• What do you hope to take away from this program?
• How would you like to use what you learn in the next two
days in your practice?
8. Objectives for today
Today we aim to provide you:
• A deeper understanding and background of 7 Dimensions of culture
model and Corporate Culture Model
• Practice mapping cultural dimensions
• Reflect on our own cultural orientations and how this impacts our
work with others
10. Intercultural Awareness Profiler (IAP): The tool
The Intercultural Awareness Profiler (IAP):
• assesses an individual’s orientation when resolving intercultural
challenges
• awareness of cultural differences
• self-assessment, diagnostic tool
The primary aim is to help managers structure their
experiences in order to facilitate rapid personal development
for doing business and managing in international business
and/or diversity situations.
11. THT 4-step approach to develop cultural competence
Impact
Reconcile
Resolve
Cultural Differences
Respect
Appreciate
Cultural Differences
Recognize
Increase Awareness
Time
12. Global Mindset: from Linear Thinking to Dimensional Inclusion
From Linear Thinking
(‘either-or’, ‘win- My Way 5,5 Your Way
loose’,
1,10 10,1
or ‘water with the Compromise
wine’)
TO
My Way
Dimensional Thinking 1,10 10,10
(‘and-and’, Reconciliation
‘through-through’,
‘win-win’, ‘1+1=3’)
Compromise
5,5
Denial Your Way
10,1
13. THT 4-step approach to develop cultural competence
Impact
Realize and Root
Implement
Reconciling Actions
Reconcile
Resolve
Cultural Differences
Respect
Appreciate
Cultural Differences
Recognize
Increase Awareness
Time
14. Where the IAP fits in
THT approach to using the IAP
Learn to
Learn about Learn about
work with
myself others
others
Exercise
Discussions 7D with IAP
IAP Cases Roleplays
Exercises Reflections
18. Culture Clash
Culture A Culture B
Implicit Culture
Explicit Culture
19. Intercultural adjustment
We expect others to act like us, but they do not
Hence, cultural incident occurs
Causing a reaction (confusion, fear, anger, etc.)
And we Or, become aware of our reaction
Or, get drawn
withdraw into a conflict We reflect on its cause
Our initial reaction subsides
We observe & interpret the situation again
And develop a culturally appropriate response
20. About Culture
Culture is a shared systems of meanings and
patterns of behavior. It is expressed in the
solutions that people have chosen to solving
human problems/dilemmas in the areas of :
• Human Relationships
• Time
• External environment
21. The Seven Dimensions of Culture
HUMAN RELATIONSHIPS 1. ORGANIZATIONAL SYSTEMS and PROCESSES
Consistency Flexibility
2. GLOBAL TEAMWORK: the Individual and the Group
Individual Group /
Teamwork
3. INVOLVEMENT: How far do we get involved
Analytical Synthesis
‘Text ‘ ‘Context’
4. EMOTIONS: Feelings and Relationships
Controlled Passionate
5. STATUS: How do we get/give status?
Egalitarian/ Hierarchical/
Doing Being
TIME ORIENTATION 6. TIME: How do we manage it?
Sequential / Synchronic /
Linear Parallel
NATURE and PLANNING 7. STRATEGY: How do we relate to our environment
Push Pull
22. Models - Mind Maps
Models are like mental mind maps
A mental mind map is just like any other map, it is only
useful if it is relevant and helps you orient in the way that
you need.
23. Culture as a Normal Distribution
US Culture French Culture
Stereotype Stereotype
24. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Specific versus Diffuse
04 Neutral versus Affective
05 Achievement versus Ascription
06 How we deal with Time
07 Internal versus External Control
25. 01/ The Car Accident
What happens to your friend?
26. 01/ What Right has Your Friend?
A. My friend has a definite right as a
friend to expect me to testify to
the lower figure.
B. He has some right as a friend to
expect me to testify to the lower
figure.
C. He has no right as a friend to
expect me to testify to the lower
figure.
27. 01/ Recognizing how values come to us
Positives:
-Consistency
-Clarity
-Reliability
Universalism versus Particularism
(Rules & Systems) (Exceptions & Relationship)
Negatives:
-Corruption
-Chaos
-Unreliability
28. 01/ Recognizing how values come to us
Positives:
-Flexibility
-Responsiveness
-Personal
Universalism versus Particularism
(Rules & Systems) (Exceptions & Relationship)
Negatives:
-Bureaucracy
-Rigid
-Impersonal
29. 01/ Respecting that all sides are within everyone
Foreground
Background
Positives: Positives:
-Consistency -Flexibility
-Clarity - Responsiveness
- Interpersonal
-Reliability
Universalism versus Particularism
(Rules & Systems) (Exceptions & Relationship)
Negatives: Negatives:
-Bureaucracy -Corruption
-Rigid -Chaos
-Impersonal -Unreliability
31. 01/ Universalism
Friend has no/some right and would not help
Switzerland 97
Canada 93
USA 93
Sweden 92
United Kingdom 91
Australia 91
Netherlands 90
Germany 87
Czech Rep 83
France 73
Singapore 69
Japan 68
Mexico 64
India 54
China 47
Russia 44
Korea 37
Venezuela 32
0 20 40 60 80 100
32. 01/ Universalism – Particularism
Rules and regulations Exceptions
• Demands clarity based on • Willing to be flexible based on
standards relationship
• Consistency • “It depends”
• Uniform procedures • Pragmatic responses
• Desire for structure • At ease with ambiguity
• Letter of the Law • Spirit of the law – in context of
relationship
33. 01/ Universalism – Particularism
Positive Connotation
Consistency Flexibility
Clarity Responsiveness
Reliability Interpersonal
Negative Connotation
Bureaucracy Corruption
Rigid Chaos
Impersonal Unreliability
Implications for business:
• The meaning of a contract
• Role of Headquarters
• Negotiating process
• Branding
34. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Specific versus Diffuse
04 Neutral versus Affective
05 Achievement versus Ascription
06 How we deal with Time
07 Internal versus External Control
35. 02/ Individualism versus Communitarianism
One said: ‘It is obvious that if one has as much freedom
as possible and the maximum opportunity to develop
oneself, the quality of one’s life would improve as a
result.’
Another said: ‘If the individual is continuously
taking care of his or her fellows then the quality of
life for us all will improve, even if it obstructs
individual freedom and individual development.’
36. 02/ Individualism
Percentage opting for individual freedom
Israel 89
Canada 71
USA 69
Denmark 67
Netherlands 65
Finland 64
Australia 63
UK 61
Sweden 61
Russia 60
Germany 53
Italy 52
Indonesia 44
Singapore 42
China 41
France 41
Japan 39
India 37
Mexico 32
Egypt 30
0 20 40 60 80 100
37. 02/ Individualism - Communitarian
Positive Connotation
Personal Initiative Commitment
Personal responsibility Cooperation
Negative Connotation
Egoism Conformism
Anarchy
Implications for business:
• Decision Making
• Reward Systems
• Negotiating
38. 02/ Individualism – Communitarianism
‘I’ culture
‘we’ culture
Focus on the individual Focus on the group
• Decide by voting •Decide by consensus
• Pay for performance •Team rewards
• Individual mandate •Group mandate
• One representative •Delegation
• Selection based on skill •Fitting the team
39. 02/ Structure – How to Align Project Plans?
German way Japanese way
Plan Plan
Time for
preparation
x3
Implement
Implement
Evaluate Improve
Invest time in clarifying definitions and their meanings
40. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Specific versus Diffuse
04 Specific versus Diffuse
05 Achievement versus Ascription
06 How we deal with Time
07 Internal versus External Control
46. 03/ Meeting between Diffuse versus Specific
PUBLIC
PRIVATE PRIVATE
Danger Zone
47. 03/ Specific - Diffuse
Analytic / Differentiated Holistic / Integrated
• Text • Context
• Task • Relationship
• Easy contact • Slower personal involvement
• Open and direct communication • Polite and implicit communication
• Analyzing, segmenting • Connecting issues
• Letter of contract • Spirit of contract
• Hard selling • Client relationship
• Shareholders • Stake holders
50. 03/ Direct and Indirect Communication
Specific, reduced context Diffuse, larger context
(moving from specific to general) (moving from general to specific)
51. 03/ High and Low Context Communication
Chinese languages
High
Context Japanese
Arabic
All meaning is
not conveyed Indian Languages
in the
language Greek
Spanish
Italian
English
Most meaning French
is expressed
by the specific American
words
Scandinavian Languages
Low Context German / Swiss
Dutch
52. Exercise
Communication Tools
• Create a list on a flip chart of the various communication tools
(e.g. email, conference call, etc).
• Order them from low context to high context
• Indicate the situations to use these tools when working with
either Specific cultures and Diffuse cultures.
53. Technology – Choices and their Impact
Context-Poor Context-Rich
Most suitable for
High
Participative discussion and debate
Reaching agreement and understanding
Level of rapport
Level of rapport
Discussing sensitive issues
Most suitable for
Factual information sharing
Exchange of data
Clarification or summarizing
meeting results
Fax, Email Teleconferencing Face-to-Face meetings Low
Groupware Phone calls Videoconferencing
Source: adapted from Globally speaking, Video Two..
54. 03/ Specificity
A boss asking to paint his house
The colleague argues:
You don’t have to paint the house if you don’t feel like it. He is your boss in the
company. Outside the company, he has little authority.
The subordinate argues:
Despite the fact that I don’t feel like it, I will paint the house anyway. He is my
boss and you cannot ignore it outside your work either.
55. 04/ Specificity
Would not paint the house
Sweden 91
Netherlands %91
Denmark 89
UK 88
Canada 87
USA 82
Australia 78
Japan 71
Mexico 70
Thailand 69
Greece 67
Belgium 66
Korea 65
Singapore 58
Venezuela 52
Kuwait 47
Nigeria 46
China 32
0 20 40 60 80 100
56. 04/ Specific - Diffuse
Positive Connotation
Easy contact Personal involvement
Task oriented Commitment
Negative Connotation
Superficial Evasive
Blunt Indirect
Implications for business:
• Management Style
• Communication
• Giving feedback
• The concept of ‘face’
57. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Neutral versus Affective
04 Neutral versus Affective
05 Achievement versus Ascription
06 Sequential versus Synchronic
07 Internal versus External Control
58. 04/ Neutral– Affective
‘Controlled’ emotions Show emotions openly
• Detached • Engaged
• Not speaking up • Speaking up
• Monotonous • Raising your voice
• Let someone finish speaking • Interrupting
• Keep a (physical) distance • Touching each other
59. 04/ Tone of Voice
Tone of voice
Riding the Waves of Culture
F. Trompenaars / C. Hampden - Turner
60. 04/ Pace of voice
Anglo-Saxon
A ___ ___ ___ ___ ___
B ___ ___ ___ ___ ___
Southern Europe
A ____ ____ ____ ____ ____ ____ ____
B ____ ____ ____ ____ ____ ____
Asian
A ___ ___
B ___ ___
61. Email
Dear Ms Hermsen,
It was a pleasure to speak with you over the phone the other day. ☺
COULD YOU SEND US YOUR REQUEST THIS WEEK. The deadline is
18 November 2010. Without recieving your list, we will not be able to
provide you the parts you need!!!!!
Have a fantastic day!!
Wendy
62.
63.
64. 04/ Neutral - Affective
Positive Connotation
Reasonable Engaged
In control Spontaneous
Negative Connotation
‘Cold’ ‘Hysterical’
Detached Over-reacting
Evasive Unmanageable
Implications for business:
• Interpretation of emotions and humor
• Effective intercultural communication, feedback
• Product design
65. 04/ What is your preference?
In pairs discuss:
• When working as a presenter/coach/trainer when do feel
that people are listening to you?
• What reactions from your audience makes you
comfortable or uncomfortable, appreciated or not
appreciated?
• How do you behave when you feel angry or frustrated
with your audience, team, colleagues?
• As a listener, how do you show you are paying
attention? Have you had situations where people have
opened up or closed down using this approach?
• Is your experience different across cultures?
• Do you consciously change your style for different
audiences? If so, when?
66. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Specific versus Diffuse
04 Neutral versus Affective
05 Achievement versus Ascription
06 How we deal with Time
07 Internal versus External Control
68. 05/ How Status is Accorded
Achievement Ascription
What You Do Who you are
• Achievement • Family background
• Age
• Performance • Gender
• Education
• Position
69. 05/ Achievement versus Ascription
Do you agree with this statement?
“The most important thing in life is to act as really
suits you, even if you don’t get things done.”
70. 05/ Achievement versus Ascription
Percentage not agreeing with acting as really suits you
USA 76
%
Australia 69
Canada 65
UK 56
Sweden 54
Denmark 49
Germany 40
Switzerland 34
France 33
Hong Kong 32
Mexico 31
Russia 30
China 28
Japan 26
Poland 21
Korea 20
Czech Republic 13
Argentina 12
Egypt 4
0 20 40 60 80 100
71. 05/ Achievement-Ascription
DOING BEING
Status based on performance Status based on who you are:
(age, gender, family, education)
• More egalitarian structure • More hierarchical structure
• Short-term contract • Job on recommendation
• Budget based on last year’s • Budget based on past
achievements • Fixed salary with regular rises
• Bonuses • Promotion based on reputation
• Promotion based on bottom line or seniority
contribution
72. 05/ Achievement-Ascription
Positive Connotation
Top performing individuals Predictability and stability
Pushing for next performance
Negative Connotation
Past performance doesn’t count Status quo not challenged
No time for learning Rigidity and steep hierarchy
Nepotism
Implications for business:
• Recruitment
• Affirmative Action program
• Negotiating
73. 01
Universalism versus Particularism
02
Individualism versus Communitarianism
03
Specific versus Diffuse
04
Neutral versus Affective
05
Achievement versus Ascription
06
How we deal with Time
07
Internal versus External Control
74. “”On XXXX training, we aim to impress on trainees the
importance of punctuality in the company x corporate
culture. Therefore, we expect trainees to be on time,
every time, seated and prepared to learn at the times
agreed. This includes morning (08.00) and after-lunch
(14.00) start times as well as after breaks in between.
If you agree with trainees on a 7-, 10-, 12- or 15-
minute break, please make clear the precise time
agreed on for resumption of class, and shut the
classroom door when that time has passed. Trainees
that do not stick to agreed times will be noted by the
Class Manager.”
75. 06/ Time Orientation
Past, Present and Future
• Past-orientation: respect for ancestors, traditions, collective historical
experiences.
• Present-orientation: day-by-day experience directs people’s life, focus on
doing and action.
• Future-orientation: activities are directed toward future prospects, focus on
planning.
77. Time Circles
• In pairs, draw your own circles.
• What implications does your orientation have for your
work with your clients?
• Do you see a difference working with different industries
in how they relate to time? Between government and
corporate?
78. 06/ Past - Present - Future
Positive Connotation
Proven worth In the moment Trend setter
Up-to-date Earlier Adopter
Negative Connotation
Passé In a rut Dreamer
Lack of strategy
Implications for business:
• Marketing /Sales pitches
• Program /product positing
• Communication
79. 06/ Sequential versus Synchronic
Sequential (linear) Synchronic (in parallel)
•One activity at a time • Parallel activities
•Cut time in pieces • Cyclical time
• Universalistic time •Subjective time
• Situations are subject to • More paths to the goal
planning
80. 06/ Sequential versus Synchronic
Sequential versus Synchronic
1.45 Sequential 3.00
Synchronic
1.45 - 2.00 3.00 - 3.15
81. 06/ Sequential versus Synchronic
Efficient Positive Connotation Effective
Punctual Flexible
Predictable Good improvisation
Negative Connotation
Rigid Lack of punctuality
Stressed about time Unreliable about deadlines
Implications for business:
• The meaning of appointments
• Meetings
• Project and business planning
• Speed & different priorities
82. 01 Universalism versus Particularism
02 Individualism versus Communitarianism
03 Specific versus Diffuse
04 Neutral versus Affective
05 Achievement versus Ascription
06 Sequential versus Synchronic
07 Internal versus External Control
83. 07/ Internal versus External Control
External Control
Subjugation to nature
Internal Control
Dominance over nature
84. 07/ Internal versus External Control
a) When I make plans, I am almost certain that I can
make them work.
b) It is not always wise to plan too far ahead because
many things turn out to be a matter of good or bad
fortune.
85. 07/ Internal versus External Control
What happens to me is my own doing
Israel 88
Norway 86
USA 82
UK 77
France 76
NL 75
Belgium 75
Italy 72
Korea 72
Germany 66
Japan 63
India 63
Czech Republic 59
Singapore 57
Kuwait 55
Russia 49
China 39
Venezuela 33
0 20 40 60 80 100
86. 07/ Interal - External
• Focus on self & in control • Focus on ‘others’ & anticipate
• Internal push ‘drive to make it • External pull
happen’
• Comfort with waves and shifts
• Discomfort with ‘out of control’
• Acting with environment &
• Dominance & ‘aggressiveness’ responsiveness
• Planning and control • Options and scenario’s
• Preventive maintenance • Trouble shooting
• Sticking to what you planned • Going ‘with the flow’
87. 07/ Internal - External
Positive Connotation
‘Go getter’ Goes with the flow
Drive and ambition Harmony
Negative Connotation
Aggressive Weak backbone
“not invented here” syndrome Fate as an excuse
Implications for business:
• Strategy to product development
• Planning for the future
• Dealing with hardware, processes
88. Case study
The Forecasting Scenario.
• You are a consultant for a US-based company in information technology "Go For
IT" (GFI) and represent Scenario Inc. a consulting company that specializes in
producing scenarios as an important part of the strategic planning process. For
many years GFI had gained impressive competitive advantage by producing in
their strategy group an official forecast for the near term prospects of the global
company. A few years ago, owing to a very high uncertainty and volatility, the
process of sophisticated, well-researched forecasting was introduced with
incredible success. Market share rose by 20% each year since.
• Your company is trying to get GFI to adopt the process of SOD, Scenario Option
Development. This process consists scanning the environment for trends which
might culminate in three to four alternative future scenarios, each of which GFI
must survive and prosper therein. When I made the presentation of the
difference between scenarios and forecasting, an American manager of GFI
quite bluntly stated:
• "I don't understand. You are trying to replace our successful process of
forecasting that was based on our best guess about what will happen next. On
top of that we have shown to be able to make it happen. We believe in the
"willed future". And you are suggesting that we imagine 3 or 4 "alternative
futures" and prepares ourselves to go along with these and adapt to them. I see
it as an invitation to loss of focus".
89. Summary - The Seven Dimensions of Culture
HUMAN RELATIONSHIPS 1. ORGANIZATIONAL SYSTEMS and PROCESSES
Consistency Flexibility
2. GLOBAL TEAMWORK: the Individual and the Group
Individual Group /
Teamwork
3. INVOLVEMENT: How far do we get involved
Analytical Synthesis
‘Text ‘ ‘Context’
4. EMOTIONS: Feelings and Relationships
Controlled Passionate
5. STATUS: How do we get/give status?
Egalitarian/ Hierarchical/
Doing Being
TIME ORIENTATION 6. TIME: How do we manage it?
Sequential / Synchronic /
Linear Parallel
NATURE and PLANNING 7. STRATEGY: How do we relate to our environment
Push Pull
90. Values instilled by my parents
• Lets go back to the values we listed in the beginning of
the morning.
• Do you see any links between the values which we wrote
down and the 7 dimensions of culture orientations?
91. Exercise: Discovering Another Person’s Cultural Map
• In groups of 4, create a list of things you can say or do, when
begining a relationship with another person, which could help you
discover that other person’s primary cultural orientation.
(see Discovering Another Persons’ Cultural Map handout)
• Individually, make a personal copy of the liste created by your group
for future reference (and the next activity)
92. Exercise: Mapping Cultural Dimensions
• Pick a partner from your group to form a team of two.
• Each team of two picks a team of two from the other group and go
and sit with them.
• Please don’t start your interactions until you get the next instructions
– don’t even introduce yourself
• To start, one person from each team will speak and interact, the
other two will observe.
• Using the methods from the list you created in your separate groups,
and see if you can get an idea of the other persons orienation...
• Observers look at what works well and what not
• Switch.
93. Corporate Culture
• Organizational culture is shaped not only by
technologies and markets, but by the cultural
preferences of leaders and employees.
94. Corporate Culture
Egalitarian
Incubator Guided missile
ORG. CHAOS STRATEGY
MBPassion MBObjectives
LEARNING PAY FOR
PERFORMANCE
Person oriented Task oriented
NETWORK STRUCTURE
Hierarchical
MBSubjectives MBJobDescription
PROMOTION/ EXPERTISE
POWER
Family Eiffel tower
95. National patterns of corporate culture
Egalitarian
Denmark
Norway
Switzerland USA
Sweden the Netherlands
Canada
UK
Finland
Person Task
Belgium
Hungary
Australia
Italy
Greece
Venezuela
France
Israel
Germany Nigeria
China
South
Korea
Hierarchical
96. Summary - what culture has taught us…
• Cultural preferences are like mirror images of each other
• What comes first in importance for one culture, comes second in
another
• We are comfortable when others acknowledge and act on what is
important to us. When we are under pressure, we are less likely to
‘reason’ outside of our comfort zone.
• We can only respect others (‘points of view) when we are able to
reasonably understand them.
• We require a new (assessment) logic to learn from both sides.
