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Masters in Management

Alicia Marn Muniesa

TMA World
amuniesa@tmaworld.com

Welcome to:

Cross-Cultural Workshop
September, 2015
Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

The world is
changing
As we operate in an
increasingly international
environment, we must
develop the skills to build
successful relationships
globally, as well as locally.

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Key drivers:

Globalization of markets and

customers

Intensifying competition

Competitive advantage is tied

increasingly to innovation,
problem-solving, and
intellectual capital

A more diverse workforce

that needs inspiring and
retaining

Greater cross-border
collaboration with clients,
colleagues and partners with
different working styles and
expectations

Overall learning
objectives

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

To:

Recognize the key factors

contributing to cross-cultural
competence

Apply a model of culture to

analyzing the impact of cultural
differences on core business
activities

Identify appropriate
strategies and practices for
managing cross-cultural
communication and working
challenges

Todays Agenda
1. Your challenges, common mistakes
2. What is culture?
3. Defining culture, and applying a model to generate mutual
understanding: the TMA World Cultural Profile
Relating
Regulating
Reasoning

4. What options do we have and which attributes do we need?

5. Conclusions and key takeaways

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Challenges and common mistakes

Relying too heavily on

stereotypes

Thinking that everyone else

really wants to be like them

Not checking assumptions

about similarity/difference

Being too intolerant of

ambiguity and uncertainty

Not checking interpretations of

meaning/simplifying

Always thinking our way

is best

Not learning some of the

others language

Bluffing that he/she

understands

Pushing too hard to try and

change the other culture

Failure to prepare

Not handling frustration well;

getting impatient and losing
ones temper

Going too fast/slow for others

Talking before listening and

thinking

Rushing to judge others

Showing a lack of interest in

anothers culture

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Culture defined
CULTURE:

Some Alternative Definitions:

A shared pattern of preferred

values, beliefs, attitudes,
assumptions, and behaviours that
define the way of life of a group.

The software of the mind

The personality of a group

A groups operating system

The way we do things

around here

Water for the fish

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

What is culture?: The culture iceberg

Behaviour,
Language,
Symbols

Assumptions,
Attitudes,
Values

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

The Danger Zone: Stereotypes

Stereotypes

Tendencies

The closed circle

The open circle

FIXED

MODIFIABLE

Opinions
Closed to information on
individual variations

Observations
Open to information on
individual variations

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

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The cultural lens

We do not see the world as it is, but as we are.

Self

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Cultural lens

Worldview

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The TMA World Cultural Profile

Relating

Regulating

Reasoning
Cultural Lens

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The TMA World Cultural Profile

Dimension

Cultural orientations

Relating

Task
Explicit
Individual

- Relationship Focus
- Implicit Communication
- Group Identity

Regulating

Risk Taking
Tight
Shared

- Risk Avoiding Behaviour

- Loose Use of Time
- Concentrated Power

Reasoning

Linear
Facts
Simple

- Circular Processing
- Thinking Emphasis
- Complex Explanations

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

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The TMA World Cultural Profile

Relating
How we interact

Task

Relationship

Explicit

Implicit

Individual

Group

Regulating
How we manage

Risk Taking
Tight

Your Cultural Profile

Shared

Risk Avoiding
Loose
Concentrated

Reasoning
How we think

Linear

Circular

Facts

Thinking

Simple

Complex

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

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Country Navigator e-Tool (powered by LearnSpace)

Personal Cultural Profiling

Information about more than 87

countries / 100,000 people in DB

Flightpacks

12 month-access

http://countrynavigator.learnspace.com/security/login

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Looking through the TMA World Cultural Profile

Dimension: RELATING
Expectations on how to interact appropriately with others
Cultural orientations
Task

Relationship

Impersonal. Lets get down to

business. Rules before relationships.

Personal. Can I trust you? Are you

loyal? Relationships before rules.

Explicit

Implicit

Meaning is stated directly.

Say what you mean, and
mean what you say.

Meaning often has to be inferred from

what is said and not said, and body
language.

Individual

Group

Me before we.

We before me.

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Key takeaways: RELATING

Expectations on how to interact with others
Adapting to the Task Way

Adapting to the Relationship Way

Get down to the business specifics as quickly as possible

Build-in lots of time for getting to know you activities. Control the
feeling that this is a waste of your time

Dont take the relatively impersonal interaction of your

counterpart to be disrespectful and uncaring

Be prepared to answer personal questions

Dont take the impersonal rules before relationships

preference as a lack of trust in you

Understand the degree to which you can bend the rules to local
circumstances and relationships

Adapting to the Explicit Way

Adapting to the Implicit Way

Do not be personally affronted by direct, blunt statements

Soften direct instructions with statements like May I suggest, or

Perhaps we might. Ask rather than tell

Put things in writing if you find speaking directly to be too

challenging.

Read between the lines was that Yes really a Yes?

Meet in an informal setting where you may feel more

comfortable speaking your mind.

Never give direct criticism, especially in public

Adapting to the Individual Way

Adapting to the Group Way

Give individual praise, recognition, and rewards.

Give praise and recognition to the group rather than single

individuals

Expect to compete with colleagues. Dont be too modest

Develop your assertiveness. Dont be rushed or intimidated

Build in time for consensus-building when making decisions. Work

to fulfill team goals
Do not be competitive with your colleagues. Demonstrate loyalty

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Looking through the TMA World Cultural Profile

Dimension: REGULATING
Expectations on how to manage our work together
Cultural orientations
Risk Taking

Risk Avoiding

Make change happen;

act decisively. New is good.

Avoid change. Steady, but sure.

Stress continuity.

Tight

Loose

Be punctual, control time.

Time is money.

Be flexible, go with the flow.

Things will happen in their own time.

Shared

Concentrated

Distribute power and authority within

the group.

Focus power and authority on specific

people in the group.

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

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Key takeaways: REGULATING

Expectations on how to manage our work together
Adapting to the Risk Taking Way

Adapting to the Risk Avoiding Way

Embrace the unknown as providing potential opportunities

Expect to operate within clearly defined roles with many rules and
procedures

Demonstrate your ability to take initiative and make

calculated risks

Dont take unnecessary risks or ask others to do so. Security is a

priority

Become comfortable with the trial and error approach

Expect to engage in rigorous planning and scenario planning
Adapting to the Tight Way

Adapting to the Loose Way

Be punctual and efficient. End meetings at the agreed time

Be punctual, but dont become upset if the meeting doesnt begin

or end on time. Recognize your counterpart may have different
priorities

Compartmentalize your time commitments and time-control

your activities, so that your productivity is measurable and
predictable

Stay focused on building relationships not meeting arbitrary

deadlines

Clarify upfront how much time is available for each party

Dont be a slave to schedules
Adapting to the Shared Way

Adapting to the Concentrated Way

Become comfortable challenging your boss if you have a

different view

Use appropriate titles and demonstrate respect and deference to

those in authority

Expect individual freedom: take the initiative

Recognize that information will not flow as freely in a hierarchical

system. Develop a network to help you

Learn how to influence and persuade without formal authority

Make indirect suggestions rather than question leaders openly. Be
loyal

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Looking through the TMA World Cultural Profile

Dimension: REASONING
Expectations on how to think about problems and present solutions
Cultural orientations
Linear

Circular

Analytical, step-by-step process

toward solution.

Focus on exploring and integrating

perspectives in a relatively
unstructured way.

Facts

Thinking

Emphasis on data and concrete

experiences.

Emphasis on reasoning, concepts, and

logic.

Simple

Complex

Focus on essentials with little context.

Focus on developing a detailed,

contextual understanding.

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Key takeaways: REASONING

Expectations on how to think about problems and
present solutions
Adapting to the Linear Way

Adapting to the Circular Way

Break a problem down into small chunks, and identify a

simple, systematic process for solving it

Understand that your counterparts may see the world as being

more complex than you

Dont over-analyze problems. Focus on action and getting

results

Visualize the big picture and not just the individual bits and pieces

Present your ideas logically rather than as they occur to you

Be patient with the more organic process of arriving at decisions.

Dont show frustration or push too hard

Adapting to the Facts Way

Adapting to the Thinking Way

Support your ideas with relevant data

Use data to support logical argument and theory. Dont try to let
data speak for itself

Structure your projects so that there are always measurable

outcomes

Respect the idea that there is nothing so practical as a good

theory

Work from the specific to the general

Demonstrate your value as a thinker
Adapting to the Simple Way

Adapting to the Complex Way

Focus on conclusions, possible action points and

recommendations. Get to the point quickly

Be patient with explanations that appear lengthy or overly-detailed

Distinguish between nice to know and need to know

Listen actively and dont lose concentration. Let the argument

evolve

Keep it brief!

Understand the depth of context required and provide it

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Strategy - five key options

ADAPT

Adapt

I/we adjust behaviours to accommodate the other

Enforce

Blend

BLEND
The best approach is a mix of your way and my way
Divide

CO-CREATE
Well develop a new way that works for both of us

DIVIDE
You do it your way, and well do it our way

ENFORCE
We have to do it this way

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Cocreate

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10 personal attributes for Cultural Intelligence

Do you display
this attribute?
(10 = always,
1=never)
Adaptability

Ability to adjust to changing circumstances and situations

Cooperation

Willingness and ability to work with others for mutual benefit

Curiosity &
Learning

Desire to find answers to questions like who, what, where, why, and how?

Empathy

Being aware of and sensitive to the feelings, thoughts, and experiences of

others

Objectivity

Ability to look at people and viewpoints without bias

Patience

Willingness and ability to give others time to learn and adjust

Perceptiveness

Ability to accurately identify differences and similarities between people

Resilience

Being able to keep going despite difficulties and setbacks

Self
Awareness

Understanding ones own habitual ways of thinking and behaving and their
potential impact on others

Warmth

Ability to generate good feelings in relationships

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Beginning tomorrow, I will

Start...
Stop...
Continue

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Key takeaways

Assume differences until similarity is proven.

Understand your own cultural orientations and their impact.

Understand the orientations of the other culture(s) and their

impact.

Familiarize yourself with the other cultures customs, traditions,

body language, etc.

Set realistic objectives and timeframes.

Work with a culture rather than against it and create value out of
differences.

Relate to individuals not stereotypes.

Listen, observe, think, and then talk.

Keep learning. Learning to understand other cultures is an ongoing

process.

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What you say about people from another culture

often says more about you than about them.

Transnational Management Associates Ltd. All Rights Reserved. [Cross-Cultural Workshop]

Thank You