Expert in Intercultural Management Helps Connect Across Borders
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How far could NVC go in connecting people across borders? How much of cultural differences should be taken into account to adapt itself to be acceptable, ear-able, applicable by culture far from "us" (and from "U.S")?
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Expert in Intercultural Management Helps Connect Across Borders
- 1. The Expert in Intercultural Management and Organisational Culture How to help people To connect across borders ?
- 2. The Expert in Intercultural Management and Organisational Culture Programme • What is culture? • Prof Geert HOFSTEDE story? • What are his findings? • Q&A • My request : Do you think I can “blend” the NVC with this tool, to help managers to better communication cross border? 2
- 3. The Expert in Intercultural Management and Organisational Culture « We don’t see others as they are, we see them as we are » Anaïs Nin (1903 – 1977)
- 4. The Expert in Intercultural Management and Organisational Culture Universal level Inherited Human nature Collective level Learned National culture Corporate culture Individual level Inherited + learned Culture & personality Human being constitution
- 5. The Expert in Intercultural Management and Organisational Culture Symbols Hero's Rituals Values To understand a national culture, we must go beyond the visible layers of culture experiences
- 6. The Expert in Intercultural Management and Organisational Culture Symbols Heroes Values / Dimensions VALUES: The implicit part of culture… Symbols Hero’s Rituals
- 7. The Expert in Intercultural Management and Organisational Culture The 4D / 5D / 6D Model© Professor Geert Hofstede Starting point : IBM Surveys 1967 to 1979 • 116.000 questionnaires, 72 countries, 20 languages • 4 dimensions Continuing researches up to now • Over 60 repeated surveys, confirmed the values • + 2 dimensions
- 8. The Expert in Intercultural Management and Organisational Culture The 5D model A navigation tool which explains cultural differences between countries through 5 dimensions 1 2 3 4 5 RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME LTO ©
- 9. The Expert in Intercultural Management and Organisational Culture The 5D model A navigation tool which explains cultural differences between countries through 5 dimensions 1 2 3 4 5 © RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME PRA
- 10. The Expert in Intercultural Management and Organisational Culture PDI Power Distance Index The extend to which the less powerful members of society accept that power is distributed unequally
- 11. The Expert in Intercultural Management and Organisational Culture PDI (Relationship to power) Illustrations
- 12. The Expert in Intercultural Management and Organisational Culture
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- 18. The Expert in Intercultural Management and Organisational Culture
- 19. The Expert in Intercultural Management and Organisational Culture PDI (Relationship to power) Scores France 68 US 40 UK Costa Rica 35 Spain 57 Arab Emirates 90 Israel 13 Russia 93 Japan 54 New Zealand 22 India 77 Medium area Extreme area 0 100 75 50 25 EGALITARIAN countries HIERARCHICAL countries China 80 Extreme area Italy 50 Norway 31 Belgium 65
- 20. The Expert in Intercultural Management and Organisational Culture PDI (Relationship to power) The impacts of dimension 1 in your daily work PAYS EGALITAIRES 0 100 50 EGALITARIAN countries HIERARCHICAL countries COMMUNICATION INFORMATION FLOW DECISION MAKING DELEGATION TAKING INITIATIVES CONTROL Directe Fluid Decentralized Natural Encouraged Disliked Indirecte Selective Centralized Under control Sanctioned Expected
- 21. The Expert in Intercultural Management and Organisational Culture 1 2 3 4 5 ©The 5D model A navigation tool which explains cultural differences RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME LTO
- 22. The Expert in Intercultural Management and Organisational Culture IDV(The relationship to the group) Definitions Collectivism : People belong to in-‐groups or collectivities which are supposed to look after them in exchange for loyalty. Individualism : People are supposed to look after themselves and their immediate family only. No group is supposed to intervene in individuals’ choices.
- 23. The Expert in Intercultural Management and Organisational Culture Individualism China (PDI 80 / IDV 20)
- 24. The Expert in Intercultural Management and Organisational Culture IDV (Relationship to the group) Illustrations : extremes coexist
- 25. The Expert in Intercultural Management and Organisational Culture IDV : example Another side of collectivism…
- 26. The Expert in Intercultural Management and Organisational Culture IDV(The relationship to the group) KEY IDEAS COLLECTIVIST countries INDIVIDUALISTIC countries 0 100 50 « We » consciousness Limited private life Group opinion prevails Preference for harmony Loss of face (shame) « I » consciousness Private life is respected Personal opinion prevails Preference for freedom Loss of self-‐respect (guilt) Relationships before task Task before relationships
- 27. The Expert in Intercultural Management and Organisational Culture IDV(Relationship to the group) Scores US 91 UK 89 India 48 Costa Rica 15 Russia 39 Japan 46 Arab Emirats 25 0 100 75 50 25 COLLECTIVIST countries INDIVIDUALISTIC countries China 20 Belgium 75 Norway 69 New Zealand 79 Canada 80 Medium area Extreme area Extreme area
- 28. The Expert in Intercultural Management and Organisational Culture IDV (Relationship to the group) The impacts of dimension 2 of your daily work PAYS EGALITAIRES 0 100 50 COLLECTIVIST countries INDIVIDUALISTIC countries COMMUNICATION STYLE RELATIONSHIP IMPORTANCE RELATIONSHIP based on… RECOGNITION NEGOTIATION Implicit Priority Trust Collective Explicit Secondary Individual interest Personalized What we offer!Who offers it!
- 29. The Expert in Intercultural Management and Organisational Culture IDV (Relationship to the group) Individualists represents 15% of population 0-‐25 26-‐45 46-‐55 56-‐75 76-‐100
- 30. The Expert in Intercultural Management and Organisational Culture IDV (Relationship to the group) Concept of solidarity 0-‐25 26-‐45 46-‐55 56-‐75 76-‐100 GUANXI UBUNTU OUMMA KEIRETHSU CHAEBOL CLAN
- 31. The Expert in Intercultural Management and Organisational Culture Collectivism : bribery is not a sin, it is a illustration of connections
- 32. The Expert in Intercultural Management and Organisational Culture Let’ start to combine dimensions…. . . . . . . . . . . . . . . . . . . . EGALITARIAN INDIVIDUALISTIC HIERARCHICAL INDIVIDUALISTIC EGALITARIAN COLLECTIVIST HIERARCHICAL COLLECTIVIST INDIA FRANCE NETHERLANDS U.K. JAPAN COSTA RICA US GERMANY CHINA RUSSIA AEM SPAIN POLAND FINLAND PAKISTAN BELGIUM
- 33. The Expert in Intercultural Management and Organisational Culture Charles de Gaulle (1890 – 1970) « Every French person wants to benefit from one or several privileges. It’s his way to claim his passion for equality» Let’ start to combine dimensions….
- 34. The Expert in Intercultural Management and Organisational Culture 1 2 3 4 5 ©The 5D model A navigation tool which explains cultural differences RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME LTO
- 35. The Expert in Intercultural Management and Organisational Culture MAS (Motivation roots) Definitions MASCULINE societies : The dominant values in society are achievement, success and material goods. FEMININE societies : The dominant values in society are consensual approach, caring for others and quality of life. Perceptions assertiveness – discretion arrogance - weakness
- 36. The Expert in Intercultural Management and Organisational Culture MAS (Motivation’s roots) Scores Belgium 54 US 62 Venezuela 73 Netherlands 14 Norway 8 Russia 36 Japan 95 UK Germany China 66 New Zealand 58 Spain 42 0 100 75 50 25 FEMININE countries MASCULINE countries Medium area Extreme area Extreme area Italy 70 Costa Rica 21
- 37. The Expert in Intercultural Management and Organisational Culture MAS (Motivation roots) KEY IDEAS FEMININE countries MASCULINE countries 0 100 50 Assertive behavior Modest behavior Work in order to live Live in order to work Concensus first Decision first Sympathy for the unfortunate Admiration for success Do your best Be the best. Quality of life Perfomance ambition
- 38. The Expert in Intercultural Management and Organisational Culture 1 2 3 4 5 ©The 5D model A navigation tool which explains cultural differences RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME LTO
- 39. The Expert in Intercultural Management and Organisational Culture UAI(Relationship to uncertainty) Definition The extent to which people feel threatened by uncertainty and ambiguity and try to avoid such situations or try to control them
- 40. The Expert in Intercultural Management and Organisational Culture UAI(Relationship to uncertainty) Scores Costa Rica 86 US 46 Germany 65 UK 35 Sweden 29 Belgium 94 Japan 92 Singapore 8 Italy 75 India 40 0 100 75 50 25 RELAXED countries ANXIOUS countries China 30 Finland 59 Medium area Extreme area Extreme area Arab Emirates 80 Norway N-‐Zealand 50
- 41. The Expert in Intercultural Management and Organisational Culture UAI (Relationship to uncertainty) Illustration : Japan 92
- 42. The Expert in Intercultural Management and Organisational Culture EMPIRICISTS John Locke Charles Darwin Francis Bacon Descartes Kant Spinoza UAI (Relationship to uncertainty) Illustration : 2 ways of seeing the world Observe & try RATIONALISTS Think & analyse
- 43. The Expert in Intercultural Management and Organisational Culture UAI(Relationship to uncertainty) KEY IDEAS RELAXED countries ANXIOUS countries 0 100 50 Fewer worries / health & worries Emotions are contained Competition is natural Failure is natural Flexibility & newness Few rules More worries / health & money Emotions are expressed Competition is worrying Failure scares Toughness & continuity Emotional need for rules
- 44. The Expert in Intercultural Management and Organisational Culture UAI The concept of failure RELAXED countries ANXIOUS countries 0 100 50 Identify the person with the action “I am what I do ” “I am my work “ “I am my offer “ “ I am my company” Disconnect the person and the action “I am who I am, and what I did is my work”
- 45. The Expert in Intercultural Management and Organisational Culture UAI (Relationship to uncertainty) The impacts of dimension 4 of your daily work PAYS EGALITAIRES 0 100 50 RELAXED countries ANXIOUS countries PROJECT PREPARATION EXPERTISE CHANGE INNOVATION RISK TAKING Action first Nice to have Accepted Natural Favored Reflexion first Essential Feared Forced Controlled
- 46. The Expert in Intercultural Management and Organisational Culture 1 2 3 4 5 ©The 5D model A navigation tool which explains cultural differences RELATIONSHIP TO POWER PDI RELATIONSHIP TO THE GROUP IDV MOTIVATION ROOTS MAS RELATIONSHIP TO UNCERTAINTY UAI RELATIONSHIP TO TIME LTO
- 47. The Expert in Intercultural Management and Organisational Culture A little experience Long Term Orientation (“LTO”) Try the fill the missing words My future will start ___________ My present starts ___________ My pass started ____________
- 48. The Expert in Intercultural Management and Organisational Culture LTO (Relationship to time) Scores Spain 19 Italy 34 U.S. 29 India 61 Norway 44 0 100 75 50 25 SHORT term countries LONG term countries China 118 Medium area Extreme area Extreme area Japan Vietnam 80 U.K. 25 New Zealand 30 Belgium 38
- 49. The Expert in Intercultural Management and Organisational Culture Life cycle Long Term Orientation (“LTO”) The extent to which society exhibits a pragmatic future orientated perspective rather than a normative historic or near term point of view
- 50. The Expert in Intercultural Management and Organisational Culture LTO (Long Term Orientation) Key IDEAS L If A is true, B is not A & B can be true Matter & spirit integrated SHORT term countries LONG term countries 0 100 50 Absolute truth Conventional/traditional Concern for stability Quick results expected Many truths Pragmatic Acceptance of change Perseverance Matter & spirit separated
- 51. The Expert in Intercultural Management and Organisational Culture PAYS EGALITAIRES 0 100 50 SHORT term countries LONG term countries Lo MAIN CONCERN WORK VALUES FOCUS PROFIT LOYALTY DEPENDS NEGOTIATION LTO (Long Term Orientation) in Business Demand of virtue Learn, be honest, adapt Market position 10 years profit On guanxy, etc.. Possessing the truth This quarter profit On bottom line Freedom/right/achievement On business needs Sequential vision Global vision
- 52. The Expert in Intercultural Management and Organisational Culture Symbol of « struggle for life » Illustration : GAMES SHORT term countries Long term countries 0 100 50 Holistic view
- 53. The Expert in Intercultural Management and Organisational Culture 1 2 3 4 5 How to use the model? POWER PDI 40 INDIVIDUALISM IDV 91 MASCULINITY MAS 62 UNCERTAINTY UAI 46 TIME LTO 29 35 15 21 86 -- 54 46 95 92 80 U.S. COSINDIA 77 48 56 40 61 31 69 8 50 44 JPN NOR
- 54. The Expert in Intercultural Management and Organisational Culture Thanks for your attention All Country values on my blog www.cultureclash.co 54 Jean-Pierre Coene Jeanpierre.coene@itim.org + 32 475 42 16 29 THIS PRESENTION IS AVAILABLE ON www.slideshare.net