ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University

1. Understanding Cross-
cultural Perspectives
in Coaching / Training
Shobha Naidu

2. Behaviors
Words
Customs
Traditions
Beliefs
Values
Assumptions
Thought Processes
© 1988 L. Robert Kohls

3. • Culture comes from the Latin word "colere",
meaning to build on, to cultivate, to foster.
• Culture is a set of accepted behaviour patterns,
values, assumptions, and shared common
experiences.
• Culture defines social structure, decision-
making practices, and communication styles.
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

4. • Culture dictates behaviour, etiquette, and
protocol.
• Culture is something we learn. It impacts
everyone, and influences how we act and
respond.
• Culture is communication. It is a way people
create, process and interpret information.
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

5. Identifying Cultural Values
Each Individual is:
 PERSONALITY (like no other person)
 CULTURE (like some people in some ways)
 HUMAN NATURE (like all people in some
ways – biological / psychological)
Shobha Naidu for Association of Understanding cross-cultural perspectives 5
Bangalore Coaches

6. Cultural Dimensions – Geert Hofstede
POWER DISTANCE INDIVIDUALISM / COLLECTIVISM
 This dimension
 This cultural dimension
addresses: whether the
describes the relative
Individual or the group is
importance of hierarchy
the focus.
and how it affects
 whether society
relationships between
members of a given reinforces individual or
group / society / collective achievements.
organization.  the expectations of the
Individuals towards the
group for his recognition
and wellbeing.
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

7. Hofstede‟s Dimensions
Masculinity Index Uncertainty Avoidance
 This dimension focuses This cultural dimension
focuses on how:
on:
 -the degree to which  cultures adapt to change,
and cope with risk,
there is gender uncertainty.
differentiation.
 The extent to which the
 In countries with high members of a culture feel
threatened by uncertain
„masculinity‟ there is a and unknown situations
reinforcement of the
traditional male role of
dominance.
Shobha Naidu for Association of Understanding cross-cultural perspectives 7
Bangalore Coaches

8. H/L Power Distance Countries
China: 80 H US: 40 L
Egypt: 80H UK: 35 L
India: 77 H France: 68 H
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

9. Management South Asia – USA
 Hierarchy is embedded in the Indian sub-continent.
 There is apparent less hierarchy at the workplace in the
West
IND USA NL PK SL BD
77 40 32 55 68 80
Geert Hofstede, Cultures & Organizations: software of the mind, 1991
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

10. H / L Individualism Countries
China: 20 L Egypt: 38 L
India: 48 M US: 91 H
France: 71 H UK: 89 H
Germany: 67 H
Shobha Naidu for Association of Understanding cross-cultural perspectives 10
Bangalore Coaches

11. Values that influence the workplace
South Asia - UK – USA
 South Asians are group oriented and tend to be collectivist
 Western cultures are more individualist, especially the
USA
IND USA NL PK SL BD
48 95 78 12 50 20
Geert Hofstede, Cultures & Organizations: software of the mind, 1991
Shobha Naidu for Association of Understanding cross-cultural perspectives 11
Bangalore Coaches

12. High Context Cultures
(information is implicit and indirect)
Japanese
Chinese
Indian
Arab
Latin American
Spanish
Italian
French
French-Canadian
English
Australian
American
Scandinavian
Dutch
German
Low Context Cultures
Shobha Naidu for Association of
(information iscross-cultural perspectives
Understanding
explicit and direct) 12
Bangalore Coaches

13. HIGH/LOW CONTEXT PROFESSIONS
HIGH CONTEXT Human Resources
Marketing/Sales
Management
Research & Development
Technical
Engineers
LOW CONTEXT
Finance
Shobha Naidu for Association of Understanding cross-cultural perspectives 13
Bangalore Coaches

14. High & Low Context
Communication Styles
Low Context High Context
 Exchange of info / focus on  Info is roundabout & implicit
words & is direct
 Meaning in also how you say
 Meaning in what you say
things & what is not said
 Task & relationship oriented
 Task centered
communication
 The use of “We” is more
 The use of “I” is important important
Shobha Naidu for Association of Understanding cross-cultural perspectives 14
Bangalore Coaches

15. „Saving Face‟ in Communication / Behavior
 „Yes‟ could mean „maybe‟,„I heard you…‟
 The „NO‟ factor.
 Poor participation, opting out of
situations, deflecting ownership…
Shobha Naidu for Association of Understanding cross-cultural perspectives 15
Bangalore Coaches

16. Employee Perspective
Gautam Chainani’ s presentation at Nasscom July 2007)
Shobha Naidu for Association of Understanding cross-cultural perspectives 16
Bangalore Coaches

17. Culture : A Conceptual Framework
Source: Schein, Edgar ‘Organization Culture and Leadership, San Francisco, 2004
So
h rt
Es s
a ie t T rm
e
Tcn a
e h ic l
(P c s e ,
ro e s s
T o &S c re )
o ls tru tu s
E p u e V lu s
sosd a e
(M n g m n S s m ,
a a e e t y te s
Durabilityof Change
AbilitytoInfluence
M a u m n &R w rd )
e s re e ts e a s
B h v ra
e a io l
(W a g u s &in iv u ls d )
h t ro p d id a o
U d rly gA s m tio s
n e in s u p n
(V lu s B lie , A d s N rm )
a e , e fs ttitu e , o s
Ms ot Ln
og
D u
iffic lt T rm
e
Shobha Naidu for Association of Understanding cross-cultural perspectives 17
Bangalore S u e S h in E g r H O a iz tio C ltu a dL a e h . S nF n is o J h W y&S n In , 2 0 .
Coaches c e , d a . rg n a n u re n e d rs ip a ra c c : o n ile
o rc : os c 04

18. Swift Trust Deeper Trust
 Competence  Compatibility
 Openness with  Benevolence
information  Predictability
 Integrity  Security
 Reciprocity  Inclusion
 Accessibility
„Building Trust in Diverse Teams
TCO International Diversity Management, February 2007
Shobha Naidu for Association of Understanding cross-cultural perspectives 18
Bangalore Coaches

19. Asia 1.0 Leadership style
Single Focus Single Focus
EXECUTOR CONTROLLER
Clear Task focused Logical Data Driven
Directive Productive Serious Thorough
ENERGIZER INTEGRATOR
Open Humorous Inquisitive Involving
Informal Adaptive Collaborative Patient
Multi-focus Multi-focused
Asia 2.0 Leadership style
Shobha Naidu for Association Understanding cross-cultural perspectives 19
,of Bangalore Coaches

20. Craig Storti: „The art of coming home‟
 64% of American returnees reported culture shock.
 64% of Dutch & 80% of Japanese expatriates said they
found coming home more difficult than adjusting
overseas.
 Two thirds of returnees complained of suffering from the
“out of sight out of mind syndrome”
Shobha Naidu for Association of Understanding cross-cultural perspectives
Bangalore Coaches

21. „Emerging Trends in Global Mobility
Perspectives on India‟ - Cartus 2008
 52% of assignments are outbound
 12% of assignments are inbound
 30% of assignments are intra – India
Shobha Naidu for Association of Understanding cross-cultural perspectives 21
Bangalore Coaches

22. Profile of Assignees – Cartus
 Inbound assignees – predominantly male
(83%) and 26% are less than 30
 Outbound assignees – predominantly
female (73%) and 63% are less than 30
years of age
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Bangalore Coaches

23. GMAC Global Trends Report
2006
 31% of global Assignments lead to faster
promotion.
 27% say it makes it easier to obtain a new
position in the workplace.
 26% report expatriates change employers
more often.
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Bangalore Coaches

24. Relocation Challenges -
Cartus
 Inbound – family adjustment at 46% was
the major cause of assignment failure.
 Outbound – family adjustment was
secondary at 14% but cultural adjustment
& communication was higher at 35%
Shobha Naidu for Association of Understanding cross-cultural perspectives 24
Bangalore Coaches

25. Sources:
 Craig Storti, „Speaking of India‟, 2007
 Richard Lewis, „Cross-cultural Communication‟ 2008
 Geert Hofstede, Culture‟s Consequences, Sage Publication,
revised 2001
 Geert Hofstede, Cultures & organizations: software of the
mind, McGraw Hill, 1996
 Edward Hall, „Beyond Culture‟, Anchor, 1977
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Bangalore Coaches