The document discusses building global Indonesian leaders through systematic learning of culture. It summarizes data showing that 30-60% of companies offer intercultural training due to high costs of expatriate failure. Non-systematic learning is inefficient, as seen in examples of people not understanding cultural differences without proper research. Systematic learning involves understanding behaviors within cultural, situational, and attributional contexts. Intercultural competence development requires awareness, sensitivity, and modifying one's behavior. Training evaluations found significant improvements in attitudes toward diversity and understanding cultural influences on behavior. Studies also found training significantly improved intercultural competence levels in explaining and solving cultural incidents.

1. !!
Media
Partner:
Global Indonesian Network
a
Global
Indonesian
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:
BUILDING GLOBAL INDONESIAN LEADERS
By Systematic Learning

2. !!
Global Indonesian Network
Global Indonesian-Network (GI-Net) is a series of events aiming to promote
an open and interactive dialogue between the academic world and business practices.
Involved are people who take an active role in an Indonesian-international working environment.
• We
make
sure
that
research
addresses
the
needs
of
businesses
and
organiza5ons
and
provide
a
pla9orm
of
learning
and
sharing,
where
theory
meets
reality
• Themes
to
be
raised
in
our
forum
will
focus
on
the
three
domains
cross-­‐cultural
competence,
talent
&
leadership
development
as
well
as
strategic
change
&
transforma5on
• Business
implica5ons
based
on
our
findings
will
further
be
discussed
in
each
of
our
sessions
Global
Indonesian
Network
Global Indonesian NetworkGlobal Indonesian Network www.globalindonesian.net @htjitra

3. !!
Global
Indonesian
Network
Can
Add
To
Your
Success
• You
will
be
able
to
apply
current
research
to
the
challenges
faced
in
daily
business
life
• Get
in
touch
with
people
in
similar
work
environment
to
share
knowledge
and
experience
• Develop
yourself
in
the
area
of
intercultural
diversity,
talent
and
change
management
• Add
value
to
your
organiza5on
with
concrete
knowledge
on
current
interna5onal
business
maKers
and
industry
characteris5cs

4. !!
✴ Culture Learning Needs
✴ Systematic Learning
✴ What the data says
AGENDA
4

5. Culture Learning Needs

6. !!
4
Data from Multinational Corporations (MNCs)
1. 10% - 50% of international assignees returning home
early from their assignment (Eschbach et al., 2001)
2. Financial cost of expatriate failure and tehir
underperformance are very high: $ 250.000 – $ 1
million
3. The percentage of companies offering of intercultural
training increased from 30% to 60% within 10 years
(Bennett et al., 2000)

7. !!
5
Strangeness - Culture Shock
“Aneh harus memanggil orang yang lebih tua dengan nama
tanpa disertai sapaan om, tante, oma di Belanda”
“Kaget dengan nada suara orang Ambon dan Medan yang tinggi dan
keras, pada akhirnya merasa tidak nyaman”
“Bos Jawa : Yes or No tidak terlalu jelas, saya harus tanya berkali-kali untuk memastikan suatu hal”
EVEN WITH OUR OWN CULTURE
“1 bulan pertama merasa depresi karena masih terbawa dengan culture Belanda yang on time”
Re- Entry Culture Shock

8. !!
6
Non- Systematic Learning is inefficient
“pengalaman saya ketika berhubungan dengan seorang profesor dalam konteks studi.
Profesor ini sudah sering mengunjungi berbagai Negara dengan budaya berbeda. Akan
tetapi dia tetap bertanya: “ketika di Uganda bisa jalan dengan cara seperti ini, kenapa
disini tidak bisa?”
Pendeta Jamaica dan pendeta Singapore mengeluh “mengapa begitu sukar
mengajak kerja orang Indonesia?”.
Orang lokal Indonesia resisten dengan usulan mereka “mereka tau apa
tentang orang indonesia?”.

9. !!
7
“Staf-staf ini tidak mau duduk bersebelahan dalam mobil
yang mengantar mereka ke lokasi pendampingan. Saya pusing
negosiasi dengan bagian logistik untuk minta tambahan mobil.
! Karena persediaan mobil terbatas, akhirnya saya menengahi
dengan duduk di tengah-tengah di antara staff laki-laki dan
perempuan dalam mobil.
! Karena saya sudah bangun rapport dengan staffnya sebelum
kerja, dia mau cerita bahwa mereka tidak mau duduk
sebelahan, karena bukan mukhrim dan menurut budaya/
agama mereka yang bukan mukhrim tidak boleh bersentuhan
fisik”
Learning by doing

10. !!
8
Information Searching
“Mengerti karakteristik orang dan cultural backgroundnya itu
penting. Saya akhirnya mencari sendiri dalam seri buku
culture shock. Itu isinya cukup bagus loh, yang culture
shock Singapur itu kan dia cerita orang Singapur ini kayak
begini, jadi kalau anda bertemu dengan mereka. Kalau anda
mengatakan begini, jangan tersinggung karena apa, karena
mereka maksudnya bukan begitu, tapi ini dijelasin
karakteristik orangnya.”
Senior Vice President Bank ‘X” in Singapore

11. !!
9
BEHAVIOR
Person
SituationCulture
Behavior Attribution

12. !!
10
Conflict
The Cultural Iceberg

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11
Other
culture
My own
culture
Self Other
Intercultural Encounter
Self, Other, Intercultural Encounter

14. !!
12
Acculturation
Indonesia is one of the most MULTICULTURAL country
in the world

15. !!
13
✴ Born at a little village in East Java,Indonesia.
✴ Grew and learned from two culture,Chinese
and Javanese.
✴ Lived not only with his nuclear family,but
also with his grandmother and grandfather
who owns business in copra (dried meat,or
kernel,of the coconut).
✴ Described himself as a stubborn,brave,and
sociable person.
✴ His friends comes from various circles.
✴ Moved to Jakarta to continue his study.
✴ One of this job,he had 4 simultaneous jobs
in a one single-day:
Cigarette distributor (morning),Biology
teacher (afternoon),college student
(evening),and worked in casino (night)
Transforming
Global & local
career excellence
Intracultural Experiences
Intercultural
Competence
Our Case Study: Harvesting Diversity Benefit
Career’s critical incidents:
✴ Encounters with foreign
bosses / colleagues
✴ Leading multinational team
BEST
PRACTICE

16. !!
13
✴ Born at a little village in East Java,Indonesia.
✴ Grew and learned from two culture,Chinese
and Javanese.
✴ Lived not only with his nuclear family,but
also with his grandmother and grandfather
who owns business in copra (dried meat,or
kernel,of the coconut).
✴ Described himself as a stubborn,brave,and
sociable person.
✴ His friends comes from various circles.
✴ Moved to Jakarta to continue his study.
✴ One of this job,he had 4 simultaneous jobs
in a one single-day:
Cigarette distributor (morning),Biology
teacher (afternoon),college student
(evening),and worked in casino (night)
Transforming
Global & local
career excellence
Intracultural Experiences
Intercultural
Competence
Our Case Study: Harvesting Diversity Benefit
Career’s critical incidents:
✴ Encounters with foreign
bosses / colleagues
✴ Leading multinational team
BEST
PRACTICE

17. Systematic Learning

18. !!
15
Culture Learning

19. !!
16
Cross-cultural Training
Technical Competence
Passion to Learn
Self - confidence
An educative process focused on promoting intercultural learning through
acquisition of behavioral, cognitive and affective competencies required for
effective interaction across diverse cultures
Landis & Brislin, 1996

20. !!
17
“To
be
effective
in
another
culture,
people
must
be
interested
in
other
cultures,
be
sensitive
enough
to
notice
cultural
differences,
and
then
also
be
willing
to
modify
their
behavior
as
an
indication
of
respect
for
the
people
of
other
cultures
”
(Bhawuk and Brislin, 1992)
Intercultural Competence
Technical knowledge &
skill
Motivation
Stress tolerance
Respect for
differences
Harmony
preservationSelf Control
Awareness of
communication symbols
Language skill
Verbal & non verbal
expression
Attribution process of
information
Cultural empathy
Intercultural
Sensitivity
Intercultural
Communication
Competence
What is Intercultural Competence & Sensitivity ?

21. !!
18
Developmental Intercultural Competence Model
Bennet, 1996

22. !!
19
Cross Cultural Training

23. !!
20
W - Curve: Intercultural Training

24. !!
21
‣ Building
Self-Confidence
&
Developing
Assertiveness
‣ Creating
(Inter-)
National
Talent Pool
✴ Selection
✴ Support
✴ Coaching
✴ Training
✴ Networking
into Intercultural
sensitivity
Transforming the Intra-cultural
sensitivity
Getting Familiar with
International Business Experiences
Foreign Colleagues
and Boss in home country
International Project / Virtual Teams
Intensive Working and Living abroad
Leading another cultures
1
2
3
4
Organization Intervention

25. !!
22
Dipl. Psych. Ulrich Hößler
University of Regensburg, Germany
University & Corporation Setting

26. !!
23
Just Example: Pre - Departure Training for Students Going Abroad

27. !!
24
Master Program for Intercultural Psychology

28. What the Data Says

29. !!
26
“training ini membuat saya bisa mengerti
mengapa orang Jakarta bersikap demikian dan
membuat saya mengetahui bagaimana
bertahan di Jakarta”
Mahasiswa Kutai Barat, 2013
Is It Possible To Become Interculturally by A Course / Training ?

30. !!
27
No Dimensi Pre Post
1 Awareness
of
differences
culture
* 2.64 3.00
2 Understand
the
differences 3.17 3.21
3 Respect
the
differences
3.26 3.29
4 Valuing
the
differences
2.61 2.73
5
Willing
(and)
to
par5cipa5ng
in
cross-­‐
cultural
interac5on
(working
with
people
from
other
backgrounds)
2.27 2.42
6 Having
stereotype
and
prejudice
toward
others
1.93 2.07
7 Awareness
of
cultural
influence
to
behavior
* 2.69 3.01
8 Respect
the
influence
of
cultural
to
behavior
2.83 3.05
9 Understand
of
your
own
and
other's
culture 2.73 2.83
10
Admit
our
assump5on
about
someone
else
stereotype
and
prejudice
may
be
wrong*
2.10 2.52
11
Understanding
the
meaning
of
ac5on
of
others
by
analyze
the
context/
situa5on
of
the
ac5on*
2.21 2.68
12 Empathy
* 2.81 3.07
13 Comfortable* 2.57 2.82
14
Awareness
of
judging
other's
behavior
and
beliefs
according
to
the
standards
of
your
own
culture*
1.62 1.98
NILAI TOTALNILAI TOTAL 2.52 2.74
Significant Attitude change on diversity
Pre - Departure Training for Students Going Abroad

31. !!
28
Evaluation of The Bachelor’ Course “Psikologi Kerjasama antar Budaya”
“jadi tidak take it personally ketika ada masalah. Ketika dikritik,
tidak sakit hati karena yang dikritik adalah perilakunya”
“Jadi lebih peka dalam menangkap issue antar budaya yang melatarbelakangi
keinginan dan kebutuhan si mayoritas orang Singapore itu”
“Kalau ada yang tidak disetujui oleh rekan-rekan kerja, malah dibicarakan di
belakang. Akhirnya saya berperan sebagai mediator antara rekan kerja dengan
atasan”
X angkatan 2004
Y angkatan 2005
Z angkatan 2003

32. !!
29
Significant knowledge change
after the course
Significant attitude change on
diversity

33. !!
30
Method:qualitative
Students had to find explanations and solutions
to culturally determined critical incidents
• 2 trained coders analysed written material independently
• 4 levels of ICC:1 being the lowest,4 the highest
Dipl. Psych. Ulrich Hößler
University of Regensburg, Germany
Study Program in German

34. !!
30
Average
level
of
intercultural
competence
before
program ader
program significance
mean SD
.54 **1.62 .60 2.83
mean SD
k
=
.83
Interrater
reliability
Method:qualitative
Students had to find explanations and solutions
to culturally determined critical incidents
• 2 trained coders analysed written material independently
• 4 levels of ICC:1 being the lowest,4 the highest
Dipl. Psych. Ulrich Hößler
University of Regensburg, Germany
Study Program in German

35. COMING SOON !!
Our LATEST books on Global Talent ....
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36. x
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