Key to successful ICs

1、Key to successful ICsKey to successful ICsCommunicationCommunicationCommunicationCommunicationCommunicationWhy is it important?Why is it important?Percentage of Total ( % )DELInsufficient delegates53.4DISTTravel distance / cost4.1LDRNo leader4.7STRInternal / global strife10.8COMC o m m u n i c a t i

2、 o n difficulties10.1NORNo reason given16.9Cancellation Study, presented AIM 2002, 3year study 2000-2002MisunderstandingsMisunderstandings Difficult even if we have more communication possibilities. “If I dont have news, I dont write”“I dont want to blame myself, so I dont write”“I dont know anyone

3、who could help”Communication: Dont take your Communication: Dont take your perception for grantedperception for granted We all bring assumptions to the communication process Much of our communication is unconscious We see, what we expect to see We dont see, what we dont expect to see We all perceive

4、 things differentlySenderencodemeaningMediummessageReceiverdecodemeaningnoiseculturepersonalityotherFeedbackCommunication style Communication style directvs.indirectclarityvs.groupharmony/facesaving/respectDirectcommunicatorswouldnotexpectthefollowingtomeanno“:IwillthinkaboutitMaybeIhavetocheckthisI

5、tisnotsoconvenientImightconsiderThatisalittletoomuchEliminate misunderstandingsEliminate misunderstandingsBeforeyoucommunicateaskyourself:CanmycounterpartunderstandwhatIamsaying?“Establishcontextandrelationsbycreatingcommonalitieslike:CISVexperienceEatingorcookingRaisingchildrenSameprofessionSamehob

6、biesGet Buy-in and FeedbackGet Buy-in and FeedbackIfyourcommunicationpartnerdoesntunderstand,dontjustrepeat:RephraseandusedifferentwordsVisualizecomplicatedexpressionsAskforasummaryinhis/herownwordsAskforane-mail,insteadofusingthephoneRememberCooperationGuidelines:Differentbehavioursandopinionsareno

7、tbetterorworsejustdifferentRespectisearnedSmoothcooperationdependsonreciprocityAgreement to InterchangeAgreement to Interchange.isanegotiationprocesswithseveralstepsPreparationRelationship BuildingExchange of task-related informationPersuasion Concessions agreementIIC ideasIIC ideas Communicate ofte

8、n, at least monthly Answer within 3 days Establish a second communication line Send information about your city, Christmas cards, pictures of your family, . Send a culturegram Send all the information you have about the group, be open, be honest!LIC LIC communicationIIC ideas more LIC tasksIIC ideas

9、 more LIC tasksEstablish a leaders communication as soon as you have them Encourage Participant/Family communication Keep your NIC updated Advice partner LIC and own NIC when you are going on holidays Dont forget about the use of telephone voice-to-voice can overcome difficultiesIIC ideasIIC ideas E

10、stablish a good contact with your partner NIC Ask your LICs about their last communication at least monthly Inform your partner NIC about what you know NIC NIC communicationWho communicates?Who communicates?NIC 1NIC 2LIC 1LIC 2Chapter 1Chapter 2NA 1NA 2IICIOLeaders 1Leaders 2Families andparticipants

11、 1Families andparticipants 1Appendix: Intercultural ConflictsAppendix: Intercultural Conflictsgivesabroaderviewtointerculturalconflictisadditionaltothepresentationincludesculturalself-awarenesshasamoreacademicviewNational CultureNational CultureCulture:Norms andValue SystemsSocial StructureLanguageE

12、ducationEconomic PhilosophyPolitical PhilosophyReligion+ Geography+ ClimateC.W.L. Hill, International Business, 2001, p. 81Conflict TriangleConflict Triangle (ABC & PPP Model) (ABC & PPP Model)AttitudesPeopleBehaviourProcessConflict SituationProblemPeople:-Personalities-Values-Past History-R

13、elationships-AbilitiesProcess:-Communication Style-Cultural Norms ofConflict Behaviour-Roles, Organisational Structure, ProceduresProblem:-Facts-Position-Issues-InterestHofstedes Hofstedes Value DimensionsValue DimensionsNameDescriptionExtremesIdentityTherelationshipbetweenanindividualandthegroupInd

14、ividualism-CollectivismHierarchyTheextenttowhichpeoplefeelthatpowerisunequallydistributedbetweenthemandinstitutionsLargeSmallPowerDistanceGenderTheequalityofroledistributionbetweengender,whereequallydistributedismeanttobefeminine.Femininity-MasculinityTruthTheextenttowhichpeoplefeelthreatenedbyuncer

15、tainorunknownsituationsStrongWeakUncertaintyAvoidanceVirtueThedegreepeoplevaluethefutureortruthandthepastorvirtueLongShortTermOrientationStereotypingStereotypingWhatisstereotyping?AformofcategorisationthatorganisesourexperiencetowardsgroupsinsocietyNeveraccurate;itdescribesabehaviouralnormwithinagro

16、upStereotypingisonlyhelpfulwhen:ConsciouslyheldFirstbestguessSeenasdescriptive,notevaluativeModifiedbasedonfurtherobservationExample of stereotypingExample of stereotypingNorth-WestEurope,USIssuesareseparatedfrompeople.(Peoplecanhaveanopenargumentandstillmaintainafriendlyrelationshipafterwards)Publi

17、cdisagreementisacceptableFact-based,confrontationalresponsetoconflicts,whichisviewedfromanintellectualpointofviewProf.K.Kster,UniHeilbronnFarEast,MiddleEast,LatinAmerica,AfricaIssuesareNOTseparatedfrompeople.Opendisagreementandpublicconfrontationarehighlyinsultingandcausea“l(fā)ossofface”Ignoring,avoidi

18、ngconflictandfloweryspeechtomakeemotionalappeal,ambiguityandunderstatementtodiffuseconflictConflict Interaction StylesConflict Interaction StylesCooperationConfrontationlowhighhighForcesuperior imposes a solutionBargainingNegotiationCollaboration superior helps to negotiate solutioncounsellingAppeas

19、ementcalm someone downAvoidanceignore/avoid conflictCultural Self-Awareness (1)Cultural Self-Awareness (1)IndividualismEachindividualisunique,specialandneedstoberespectedPrivacyisapositiveanddesiredconditionIndependenceisvaluedGroup orientationStrongidentificationwithgroupPrivacymeanslonelinessandis

20、olationDependenceisnormalWhatareyourvalues?Individualvs.GroupCultural Self-Awareness (2)Cultural Self-Awareness (2)Direct / ClarityFeedbackisshortandclear,evenwhennegativeHonestyandopennessarehighlyvaluedUseofathirdpartyisseenasmanipulationClearstatementstoavoidmisunderstandingsIndirect / Subtleness

21、BadnewsareavoidedMistakesarehiddenSavingfaceisimportantUseofthirdpartyisacceptedtomaintainharmonyWhatareyourvalues?Directvs.IndirectCultural Self-Awareness (3)Cultural Self-Awareness (3)ConflictPublicdisagreementisacceptableIssuesareseparatedfrompeopleFactbasedconfrontationalresponsesConsensusMainta

22、iningfaceisimportantIssuesarenotseparatedfrompeopleAvoidingconflictsandcreatingambiguityWhatareyourvalues?Conflictvs.ConsensusCultural Self-Awareness (4)Cultural Self-Awareness (4)TaskFocusontheissue/topicBreakdownofresultsintomilestonesAchievementandresultorientationRelationsFocusoncolleaguesandtea

23、mmembersEstablishingagoodworkclimateNoseparationofbusinessandprivatelifeWhatareyourvalues?Taskvs.RelationshipCultural Self-Awareness (5)Cultural Self-Awareness (5)NeutralAttempttocontrolemotionsEmotionsareseenasinterferencewithobjectivejudgementExpressingemotionsataculturallyinappropriatetimemaybeco

24、nsideredunprofessionalandoutofcontrolAffectiveExpressingemotionsisnaturalItisadequatetoshowemotionsinbusinessWhatareyourvalues?Neutralvs.AffectiveCultural Self-Awareness (6)Cultural Self-Awareness (6)TheoreticalAdvancedplanningishighlyimportantReachunderstandingonanabstractlevelFollowcertainprinciples;beconsistentPragmaticTrialandError;learningbydoingAllmeansareaccepted,ifsuccessfulWhatareyourvalues?Theoreticalvs.PragmaticC