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Cultural orientations mindset

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  • 1. Four Behaviors that Define Great Global Leaders 1. Cultural Self-Awareness 2. Invite the Unexpected 3. Results Though Relationships 4. Frame Shifting (Style Switching) Source: What is Global Leadership?, Ernest Gundling

2. What is Culture? The complex pattern of ideas, emotions, and behaviors that tend to be expected, reinforced and rewarded by and within a particular group. 3. Sources of Cultural Influence 4. The Cultural Iceberg / 5. Cultural Orientations Model (COM) COM A neutral framework for describing and understanding cultural differences. 5 Thinking Style how people process information Sense of Self how people view identity and motivation Interaction Style how people communicate and engage with others 6. The connection between behaviors, beliefs, and emotions that are expected, reinforced and rewarded by and within a particular group. Aligned with our definition of culture Values Cognition (Beliefs and Assumptions ) Emotions Behavior Norms Context/Situation / Interaction Style Orientations that impact how we communicate and engage others. Thinking Style Orientations that impact how we process information. Sense of Self Orientations that define how we view our self and are motivated. 6 7. Fluid / Fixed / How we prefer to use time. Mild Mild Very Strong ** Strong * Very Strong ** FLUID FIXED Strong * Actions/event and outcomes determine the use of time. Schedules are approximate and flexible. / Schedules are firm and they structure interactions and events. Punctuality is critical. 7 8. Being / Doing / How we balance relationships and tasks. Mild Mild Very Strong ** Strong * Very Strong ** BEING DOING Strong * Relationships have priority. Nurturing relationship are essential to accomplishing tasks and objectives. Tasks have priority Tasks are independent of relationships. Relationships are nice to have, but not essential. 8 9. Indirect / Direct / How we prefer to handle conflict, disagreements, and discord. Mild Mild Very Strong ** Strong * Very Strong ** INDIRECT DIRECT Strong * Discreet handling of conflict. Face-saving is essential. Straight forward and open conflict handling. 9 10. Instrumental / Expressive / How we prefer to display and handle emotions. Mild Mild Very Strong ** Strong * Very Strong ** INSTRUMENTAL EXPRESSIVE Strong * Displaying rationality and objectivity builds trust and connection. Displaying feelings, passion and style builds rapport and connection. 10 11. Informal / Formal / How we prefer and experience etiquette, protocol, and social conventions. Mild Mild Very Strong ** Strong * Very Strong ** INFORMAL FORMAL Strong * Etiquette, protocol and social conventions are reduced or dispensed and experienced as disablers of relationships. Etiquette, protocol and social conventions of propriety are adhered to and valued as enablers of relationships. 11 12. Particularistic / Universalistic / How we prefer to apply rules and standards of fairness. . Mild Mild Very Strong ** Strong * Very Strong ** PARTICULARISTIC UNIVERSALISTIC Strong * Situation-dependent standards of behavior and application of rules. Focus on equity. Consistent and uniform standards of behavior and application of rules. Focus on equality. 12 13. Thinking Style Cultural orientations that impact how we process information; i.e. the way you think, perceive, remember and relate to information. 13 Thinking Style: Multi-Focus/Single-Focus / Past/Future / Low Context/High Context / Inductive/Deductive / Linear/Systemic / 14. Multi-Focus / Single Focus / How we prefer to select and pay attention to information. Mild Mild Strong *Very Strong ** Strong * Very Strong ** MULTI FOCUS SINGLE FOCUS Process information in a parallel way ; i.e., multiple things simultaneously. Process information sequentially; i.e., one thing at a time. 14 15. Past / Future / How we prefer to reference information. Mild Mild Strong *Very Strong ** Strong * Very Strong ** PAST FUTURE Reference to historical development and tradition Reference to vision of the future and innovation objectives 15 16. Low Context / High Context / How we derive and package meaning; i.e. how we interpret and understand information. 16 Mild Mild Strong *Very Strong ** Strong * Very Strong ** LOW CONTEXT HIGH CONTEXT Meaning is explicit. Information is taken at face value; i.e., it means what is says Meaning is implicit. Meaning is hidden; i.e. what is said stands for something else 17. Inductive / Deductive / How we reason; i.e., how we draw inferences, arrive at conclusions, and structure thoughts and arguments. 17 Mild Mild Strong *Very Strong ** Strong * Very Strong ** INDUCTIVE DEDUCTIVE Specific to general. Data and specific cases reveal the underlying principle. General to specific. Principles are applied to specific instances and cases. 18. Linear / Systemic / How we perceive and organize information. Mild Mild Strong *Very Strong ** Strong * Very Strong ** LINEAR SYSTEMIC Component perception Focus on discrete components and cause-effect relationships. Holistic perception Focus on the big picture and the interaction among components. 18 19. Sense of Self Cultural orientations that impact how we see and experience our self; i.e., our identity and core motivation. 19 Sense of Self: Control/Constraint / Private/Public / Hierarchy/Equality / Collectivistic/Individualistic / Cooperative/Competitive / Flexibility/Order / 20. Control / Constraint / How we experience our agency in the (work) world; i.e., how empowered you see yourself over the circumstance of your work/life. / Mild Strong *Very Strong ** Strong * Very Strong ** CONTROL CONSTRAINT Internal locus of control or high sense of empowerment. Belief that we can determine outcomes through our actions and decisions. External locus of control or low sense of empowerment. Belief that outcomes are determined by forces we cannot influence. Mild 20 21. Private / Public / How we experience boundaries and access; i.e., our need for and relationship to physical and psychological boundaries. Mild Mild Strong *Very Strong ** Strong * Very Strong ** PRIVATE PUBLIC Clear and firm boundaries. Demarcation, segmentation and preservation are key. Weak and permeable boundaries. Accessibility, transparency and exchange with others are key. 21 22. Hierarchy / Equality / How we experience and relate to social stratification and the differential distribution of privilege and power. Mild Mild Strong *Very Strong ** Strong * Very Strong ** HIERARCHY EQUALITY Differences in power and status are desirable. Deference to and special privileges for those of higher status. Differences in power are and ought to be minimized. No deference or special privileges to those of higher status. 22 23. Collectivistic / Individualistic / How we experience group membership; i.e. how we identify with a given group. Mild Mild Strong *Very Strong ** Strong * Very Strong ** COLLECTIVISTIC INDIVIDUALISTIC Identification with a group. The we predominates and submission to group norms and interests is expected. Independence from groups. The I predominates and the pursuit of self-interest is encouraged. 23 24. Cooperative / Competitive / How we are motivated and what we find desirable to achieve. Mild Mild Strong *Very Strong ** Strong * Very Strong ** COOPERATIVE COMPETITIVE Harmony and balance is prized and a source of pride. Maximum gain and achievement is prized and a source of pride. 24 25. Flexibility / Order / How we experience and respond to uncertainty and ambiguity. Mild Mild Strong *Very Strong ** Strong * Very Strong ** FLEXIBILITY ORDER Uncertainty and ambiguity are assumed and expected. Responsiveness to change, improvisation and resilience are sources of pride. Uncertainty and ambiguity are minimized and contained. Stability, consistency and predictability are sources of pride. 25 26. Understanding the COI: Gap Analysis COI 26 Continua: Being / Doing / 27. Sample Country COI Profile (China) COI 27 28. Exercise: COIReflection COI Identify one strong/very strong preference. / In which situations do you act on this preference? What are the positive consequences? What are the negative and/or unintended consequences? / How do the consequences contribute to your challenges at work? 28 29. Exploring Cultural Gaps 1 on 1 Step 1: Place a checkmark () next to each orientation indicating your preference. 1 Step 2: Select a partner. 2 Step 3: Review your partners COI and put a checkmark next to his or her preferences for each continuum on the following pages. 3 COI Step 4: Identify any potential culture gap that exists between your preferences and that of your counterpart . 4 Step 5: Identify specific strategies and tactics you could employ to work together more effectively. 5 Step 6: Discuss your strategies and tactics with your partner. Check your conclusions 6 29 30. MODULE 4: 4 Understanding Your Cultural Profile and Exploring the Four Key Cultural Skills 31. Four Key Cultural Skills Cultural Due Diligence: Assessing and preparing for the possible impact of culture and cultural differences Style Switching: Using a different behavioral approach to accomplish ones goals Cultural Dialogue: Exploring cultural differences and negotiating mutual adaptations Cultural Mentoring: Helping others with cultural adaptation and integration. 31 32. Four Key Cultural Skills Model Cultural Due Diligence Assessing and preparing for t

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