cross cultural communications - global summit brazil 2015

PROF. BRIAN DAVID BUTLER

A global citizen, Brian was born in

Canada, raised in Switzerland (where he

attended international schools), educated

in the U.S., started his career with a

Japanese company, moved to New York

to work as an analyst, married a

Brazilian, and has traveled extensively in

Latin America, Asia, Europe and North

America. [email protected]/in/briandbutler

mailto:[email protected]


Before founding Summit Global Education, Brian

worked for three years, and helped organize multiple

study-abroad programs in Europe and South Africa

as the "Director of Marketing and Admissions" with

"Forum-Nexus", an academic program co-sponsored

by the IQS School of Management of the Ramon

Llull University in Barcelona (which is fully accredited

by AACSB), and by the Catholic University of Milan

(Università Cattolica del Sacro Cuore, member of the

ISEP Network). During this time, Brian taught the

"International Finance" courses for five semesters,

and the "Introduction to the European Union" course

for two semesters.

[email protected]/in/briandbutler



Brian previously worked as an analyst for the

Columbia Institute of Tele-Information (of the

Columbia University Business School). Brian earned

an MBA with valedictorian distinction from the

Thunderbird School of Global Management and he

has lectured on Finance, Economics and Global

Trade as course facilitator at Thunderbird’s Global

MBA program in Miami. He did his undergraduate

studies at Michigan State University, and worked at

Honda of America Manufacturing in their

"International Parts Supply" department doing new

model [email protected]/in/briandbutler


Student

background:-- International experience?

-- Experience working in cross cultural teams?

-- Why are you taking a Cross-Cultural course?

Expectations:

-- What do you think this course is about?

-- What do you hope to learn?

SYLLABUS ONLINE:

http://www.summitstudyabroad.com/cross-cultural-management---

brazil.html

http://www.summitstudyabroad.com/cross-cultural-management---brazil.html

Reading:

-- Have you bought the book?

-- EXPECTATION --- READ THE ENTIRE BOOK BY THE 18TH OF

JANUARY!

READINGS

Required Readings:

• “Cultural Intelligence: Living and Working Globally”, by David Thomas and

Kerr Inkson, Berrett-Koehler Publishers, 2009

Recommended

• “Brazil - Culture Smart! The Essential Guide to Customs & Culture”,

Sandra Branco and Rob Williams, Kuperard; Reprinted edition

edition (September 5, 2006).

Additional Readings:

• "Brazil, Country Travel Guide", Lonely Planet

• “The New Brazil”, Professor Riordan Roett, Paul H Nitze School of

Advanced International Studies at Johns Hopkins University (Director

of the Western Hemisphere Studies and Latin American Studies

Programs). Brookings Institutional Press; 1st edition (August 2,

2010).

• "Brazil on the Rise, The Story of a Country Transformed", Larry

Rohter. Palgrave Macmillan (February 28, 2012).

ASSIGNMENTS

Daily Reading

• Reading from “Cultural Intelligence” book (Thomas, Inkson) –

approximately 20 pages reading per day

Daily Journal

• International students: Write a 1/2 page daily journal (due by

midnight before each class) about cultural experiences in

Brazil, specifically focusing on communication issues and

challenges that you personally have while abroad…

Daily Journal:-- Submit: TO GOOGL DRIVE -- UPLOAD

-- Due: by midnight before each class

-- Length: ½ page (2-3 paragraphs) minimum

-- Writing Style: Informal, personal, journal

PROJECT

Students will develop a training manual for

business executives preparing for expatriate

assignments in Brazil: The training manual will

be based on cross-cultural concepts discussed

in class in tailored to the communication

environment of Brazil. The objective is that

groups produce a manual that could find

practical applications in the real world of

business and communication.

The project report should be between 5 and 7

pages in length, including a description of the

proposed practical training sessions and

exercises in part 2. (Font: Arial, 12; Line

Spacing: 1.5).

GRADING

Midterm exam 20%

Final exam 30%

Project 20%

Participation 10%

Introduction to Brazil 20%

CLASS RULES

• 10 minutes late = 50% attendance for

day.

• No phone / smartphone allowed.

• Eating in class is not allowed

• No laptops

LET’S

START!

QUESTION -

What is

“Culture”?-- How would YOU define culture?

CULTURE

CULTURE

Questions:

-- How is “culture” learned?

-- Where do your VALUES come from?

-- If you learned as a child, can you change?

-- How is culture affected by history?

“Landscape shapes

culture”.

– Terry Tempest Williams

CULTURE

Questions:

-- How are other cultures different? GIVE EXAMPLES

-- Is one culture “better” than another? (Really?)

-- For you to be “right”… does someone else have to be “wrong”?

“Preservation of one’s own

culture does not require

contempt or disrespect for

other cultures.”

– Cesar Chavez

CULTURAL TOLERANCE

"Your car is Japanese. Your pizza is Italian.

Your potato is German. Your wine is

Chilean. Your democracy is Greek. Your

coffee is Colombian. Your tea is Tamil.

Your watch is Swiss. Your shirt is Indian.

Your shoes are Thai. Your electronics are

Chinese. Your vodka... is.....Russian. And

...you complain that your neighbor is an

immigrant? ”

But is “Tolerance” enough? … discuss…

TOLERANCE?

But, when it comes to actual differences in

cultural views toward “time” or

“hierarchy” … is it easy to celebrate

cultural differences?

What does it mean to “celebrate cultural

differences”?

Question:-- How is Cross Cultural COMMUNICATION different than Cross Cultural

Management?

-- Why study CC Management? (and not just communication?)

WHY STUDY CULTURE?

Why study "culture" for global business?

The globalization of business and the multicultural make-up

of workforces require today's managers to develop

cultural competence.

This involves understanding the culture-based work style

and communication preferences of countries around the

world. For those conducting business within a country, a

general understanding of the country, culture,

management styles and cultural orientations of the

country is essential to bridge cultural differences.

DIFFERENT APPROACHES:

1.Laundry – list approach

Great way to prepare for ONE COUNTRY

Difficult when introduce multiple countries &

cultures

2.Framework approach

•Be prepared for ANY foreign assignment

•Be prepared for multi-cultural teams

THE CULTURAL ORIENTATIONS INDICATOR®

COI


COI incorporates 10 dimensions of culture, which each meet three

criteria:

1. Each dimension recognizes an important aspect of business

and social life.

2. Each dimension represents components found in every socio-

cultural environment. It is a basic orientation and shared

rationale for behavior.

3. Each dimension has practical value to anyone who needs to

reconcile, integrate or transcend cultural difference in order to

obtain a desired outcome.

CULTURAL ORIENTATION INDICATOR

1. Environment

2. Time

3. Action

4. Communication

5. Space

6. Power

7. Individualism

8. Competitiveness

9. Structure

10. Thinking

THUNDERBIRD, KAREN S. WALCH, PH.D.

COI

• Helps to explore behavior,

thoughts, feelings

• Strongest preferences = the more

profound the impact and potential

for cultural gap and social distance

when working with someone

different


ASSIGNMENT

Compare your own COI vs.

Brazil

GAP ANALYSIS

• In which dimensions do you have

the largest potential area for

conflict? (with Brazil? With each

other?)

• What could you do to minimize

these gaps?

GOAL

Create your own COI map

& compare vs. “Brazil”

and vs. Classmates


COI

COI – CULTURAL NAVIGATOR

www.culturalnavigator.com

http://www.culturalnavigator.com


1. Environment

2. Time

3. Action

4. Communication

5. Space

6. Power

7. Individualism

8. Competitiveness

9. Structure

10. Thinking


PURPOSE OF EXERCISE

• GAP ANALYSIS:




other?)


these gaps?

NEXT STEPS:

1. Use Brazil as exampleto understand concepts

2. Create own COI3. Gap analysis – identify

areas of potential conflict

4. Suggest solutions (style switching, more)

COI BRAZIL*

*Disclaimer: The

information reflected

in the cultural profile

of a country is general

in nature and is

intended only as an

initial hypothesis

about value

orientations in a given

country and to

provide basic cultural

awareness. The

country profile is not

meant to reflect either

stereotypes nor the

different cultural

preferences of the

individuals within a

specific country.

Source: The Cultural Orientations Indicator

COI - BRAZIL

Where do YOU think

Brazilians fit on the

COI?

COI BRAZIL*

• Of course, the

cultural profile of

Brazilians varies

not just by

individual but

also by region,

with vast

differences

between North,

South, and

between cities

and countryside.

OPTIONS COI BRAZIL* Environment – Control / Harmony / Constraint Harmony/Constraint (mix)

Time – Single-Focus / Multi-Focus Multi-Focus

Time – Fixed / Fluid Fluid

Time – Past / Present / Future Present

Action – Being / Doing Being

Communication – High Context / Low Context High Context

Communication – Direct / Indirect Indirect

Communication – Expressive / Instrumental Expressive

Communication – Formal / Informal Formal/Informal (mix)

Space – Private / Public Private/Public (mix)

Power – Hierarchy / Equality Hierarchy

Individualism – Individualistic / Collectivistic Indiv/Collectivistic (mix)

Individualism – Universalistic / Particularistic Particularistic

Competitiveness – Competitive / Cooperative Comp/Cooperative (mix)

Structure – Order / Flexibility Flexiblity

Thinking – Deductive / Inductive Deductive/Inductive (mix)

Thinking – Linear / Systemic Systemic

Action

– Being / Doing

ACTION – “DOING” VS. “BEING” CULTURES

Action: How individuals view

actions and interactions. This

dimension measures one’s

penchant for “doing” versus

“being.”

ACTION – “DOING” CULTURES

Here are some very broad characteristics of doing cultures:

• Status is earned (e.g. the work you do in your job). It is not merely a function of who you are (e.g. birth, age, seniority).

• Status is not automatic and can be forfeited if one stops achieving (e.g. you quit your job).

• Great emphasis is placed on deadlines, schedules etc.

• Tasks take precedence over personal relationships in most cases (e.g. your family may not like it but they understand if you have to miss a family birthday party because you have work to do).

• People are supposed to have a personal opinion, which they are expected to verbalize.

read more from CulturallyTeaching.com

ACTION – “BEING” CULTURES

Here are some very broad characteristics of BEINGcultures:

• Status is built into who a person is. It’s automatic and therefore difficult to lose.

• Titles are important and should always be used, in order to show appropriate respect for someone’s status.

• Harmony should be maintained, and therefore direct confrontation or disagreement is to be avoided.

• Saving face is highly valued.

• Relationships often take precedence over tasks. Much time is spent on greeting and farewell rituals or getting to know someone before agreeing to do business with them

REVIEW

• Yesterday – visas

• Lessons learned? Cross cultural?

• For those that missed yesterday... Slides will be available

+ READ BOOK!!!

COMPONENTS OF CULTURAL INTELLIGENCE

Knowledge Mindefulness

Behavioral Skills

CQ

CQ = capability to interact effectively across cultures

STEPS:

Knowledge & Mindfulness:

• Develop an ability to analyze the cultural content of a situation and required cultural due diligence

Behavioral skills

• Determine optimal adaptive strategy—style switching, cultural dialogue, and/or mentoring


COI BRAZIL*

*Disclaimer: The




in nature and is

intended only as an

initial hypothesis

about value


country and to


awareness. The



stereotypes nor the

different cultural

preferences of the


specific country.


Action

– Being / Doing


Action: How individuals view

actions and interactions. This

dimension measures one’s

penchant for “doing” versus

“being.”

ACTION – “DOING” CULTURES

Here are some very broad characteristics of doing cultures:

• Status is earned (e.g. the work you do in your job). It is not merely a function of who you are (e.g. birth, age, seniority).

• Status is not automatic and can be forfeited if one stops achieving (e.g. you quit your job).

• Great emphasis is placed on deadlines, schedules etc.

• Tasks take precedence over personal relationships in most cases (e.g. your family may not like it but they understand if you have to miss a family birthday party because you have work to do).

• People are supposed to have a personal opinion, which they are expected to verbalize.


ACTION – “BEING” CULTURES

Here are some very broad characteristics of BEINGcultures:

• Status is built into who a person is. It’s automatic and therefore difficult to lose.

• Titles are important and should always be used, in order to show appropriate respect for someone’s status.

• Harmony should be maintained, and therefore direct confrontation or disagreement is to be avoided.

• Saving face is highly valued.

• Relationships often take precedence over tasks. Much time is spent on greeting and farewell rituals or getting to know someone before agreeing to do business with them


QUESITON – WHERE DO YOU

SEE YOURSELF?

Question – where do you see

your culture vs. Brazilian

culture?


Americans are very doing-

oriented, while many other

cultures, especially in Latin

America and the Middle East,

are being-oriented.

ACTION:

BRAZIL - BEING

Brazil’s being-oriented culture is relationship-

centered and places greater value on personal

trust as opposed to action, documentation or a

common vision.

For example:

Nepotism and relationships of long-standing

duration supply the trust and shared history

that underlie most strong and on-going

relationships in business. Brazilians prefer to

place their confidence in people and companies

with whom they have had successful dealings

in the past. Cycles of economic and political

uncertainty cause business professionals to

take even fewer risks with unknown parties. Source: The Cultural Orientations Indicator

CLUSTERS (COMMONLY GO TOGETHER):

Have you noticed, for instance, that some characteristics of monochronic cultures fit very nicely with ideas highly valued in individualistic societies? Which also tend to be small power distance?

In cross-cultural theory literature, the monochronic/individualist/small power distance cultures are considered doingcultures.

At the other end of the spectrum, polychronic/collectivistic/large power distance cultures are called being cultures.


COMMUNICATION

Communication: How individuals express themselves. This

dimension measures communication styles and predilections

across four indicators:

1. context, which refers to how much the context of a situation

drives the conversation (Americans typically say what they

mean, which is low context; in a high context culture, such as

Japan, you are supposed to surmise things from what’s not

being said);

2. direct versus indirect communication styles (Americans are

typically direct; Japanese are indirect);

3. expressive styles, which means using facial and hand

gestures as part of communicating versus an instrumental

style, in which a person is far less demonstrative when

communicating;

4. and how much formality is required to communicate in a given

culture.

Communication

– High / Low Context

COMMUNICATION:

BRAZIL - HIGH CONTEXT

Brazilians communicate using implicit means to send their messages and expecting that the recipients of that communication will understand the underlying history or implications of it. "saving face" (preserving the dignity and integrity of another) is accomplished through diplomacy and tact.

For example:

Managers delegate and accomplish work by paying attention to relationships and group dynamics. Personnel policies may not explicitly state all the criteria and methods for recruitment, selection, compensation or dismissal; rather, this information is embedded in the context of the organization’s history and culture. Performance appraisals include subjective and objective components. Face-to-face communication is preferred; frequent, intense conversation is part of all activities


Communication

– Direct / Indirect

DIRECT VS. INDIRECT COMMUNICATION

In the context of education, it’s interesting to think of how these two

communication styles shape interactions in the classroom.

Students in direct communication cultures may:

• Feel free to offer differing opinions frankly.

• Feel comfortable directly contradicting someone else’s

idea (in some cases, including the teacher’s).

• Tend to make many brief comments, emphasizing the

self: “I said”, “my opinion”, etc.

• Sometimes jump from idea to another idea, as they

believe a comment is worthwhile only if it is different from

what was already said. Direct students might find

expanding on somebody else’s thoughts, or build on

somebody else’s idea not worthwhile.

• Try to keep ideas flowing, and avoid “dead air” when no

one is talking.

DIRECT VS. INDIRECT COMMUNICATION

Students in indirect communication cultures

may:

• Speak fewer times in a conversation, but

when they do, they usually connect things

together.

• Don’t find “dead air” uncomfortable;

silence is valued as a time to think through

what is being said and make connections

between ideas.

• Phrase their own ideas as building on

someone else’s idea.

• Quick turn-taking is unusual in an indirect

classroom.

COMMUNICATION:

BRAZIL - INDIRECT

The indirect Brazilian communication orientation

causes professionals to present ideas and plans in

a way that maintains relationships, depends on past

interactions and avoids conflict.

For example:

While top management may be direct in its critique of

subordinates, Brazilians value leaders who are

sensitive to saving face and thus communicate with

subtlety and grace. Constructive feedback and

performance appraisals are often delivered

indirectly through suggestion and implication rather

than explicit explanations. It is common for

Brazilians to confront problems in this same

indirect fashion, preferring to approach situations

on a subjective basis and allowing feelings to

impose solutions (in combination with the

expressive orientation). Source: The Cultural Orientations Indicator

CONSIDER:

• How do you think History affects culture?

• Stories? Legends? Myths?

• What if you grew up with different stories, legends. Myths?

See & discuss

• http://www.ted.com/talks/devdutt_pattanaik.html

http://www.ted.com/talks/devdutt_pattanaik.html

COI BRAZIL*

*Disclaimer: The




in nature and is

intended only as an

initial hypothesis

about value


country and to


awareness. The



stereotypes nor the

different cultural

preferences of the


specific country.


Communication

– Expressive /

Instrumental

COMMUNICATION:

BRAZIL - EXPRESSIVE

Brazilians are expressive communicators and are

unabashed about demonstrating strong

emotions such as love, hate, anger and pain.

For example:

Leaders who are valued can cultivate "chemistry"

between people can and build relationships that

forge connections, characteristics important to

a being-oriented culture. Their greetings are

also influenced by this expressive orientation

toward communication. Initial handshakes will

progress to an embrace and kisses on the

cheek among those who are better acquainted.


Communication

– Formal / Informal

COMMUNICATION:

BRAZIL - FORMAL/INFORMAL

Brazilian culture exhibits both an informal and a

formal orientation to communication. The

informal communication style refers to easy

interactions between family and friends, while

business interactions display greater concern

for proper etiquette and protocol.

For example:

In social situations or among peers, people

address each other using the informal voc

(you). In more formal circumstances, or when

employees talk to superiors, a title and the

formal "you" (a senhora, for women, and o

senhor, for men) is used unless the superior

indicates that the subordinate can dispense

with this formality Source: The Cultural Orientations Indicator

COMMUNICATION:

BRAZIL - FORMAL/INFORMALPeople who have a “Informal” orientation for Communication, might conflict with Brazilians as

follows:


COMMUNICATION: FORMAL/INFORMALPeople who have a “Informal” orientation for Communication, might conflict with Brazilians as

follows:


CLUSTERS:

1. Americans are typically low context, direct, expressive, and

informal in their conversational approach;

2. on the other end of the spectrum, Japanese are high context,

indirect, instrumental, and very formal in business

communications.

How is YOUR culture?

How do you think the typical Brazilian culture?

Space

– Private / Public

SPACE:

BRAZIL - PRIVATE/PUBLIC (MIX)In their personal lives, particularly with their families,

Brazilians value their privacy.

In the work environment, Brazilians prefer public space, tending toward more relationship-centered organizational approaches and less structured communication.

For example:

Though outwardly warm and hospitable to all, Brazilians allow entry into their inner circles only to those with whom they have built trust. Their homes are surrounded by high fences and walls, which offer the additional advantage of security in high-crime areas. Guests usually will visit only the living and dining rooms, with the rest of the house implicitly off-limits.

Physical proximity in the work environment facilitates the building of trust and the flow of information. Because managers are frequently in close proximity to their employees, the group’s goals, plans and controls can be communicated informally Source: The Cultural Orientations Indicator

Power

– Hierarchy / Equality

POWER DISTANCE

Power: How individuals view different power relationships.

Western cultures typically value equality between people,

especially in the US. In many other cultures, especially in

Asia, age and status associated with it and position are

venerated, and hierarchy is paramount.

How is YOUR culture?

How do you think the typical Brazilian culture?

POWER:

BRAZIL - HIERARCHY

Brazilians have a hierarchy orientation toward power whereby authority and responsibility are centralized, and organizational structure is tightly controlled and vertical.

For example:

Deference to position and age is both mandatory and crucial for managing and controlling company operations. There tends to be an emphasis on planning by highly placed individuals, rather than by groups, and on political or relationship-based decision making.

Employees prefer close supervision and feel comfortable with authoritarian superiors. They rarely openly disagree with or challenge their managers


Individualism

– Individualistic /

Collectivistic

INDIVIDUALISM:

BRAZIL - INDIVIDUALISTIC/COLLECTIVISTIC (MIX)

Brazilian culture evidences both collectivistic and individualistic orientations. In the corporate world, the increasing importance of individualism is demonstrated by expanding opportunities for individual recognition, accountability and achievement. Brazilians are collectivistic in terms of their personal relationships with and dependence on family and close friends.

For example:

Although self-reliance and initiative are relatively new corporate behaviors, employees make sure their work environment is not overly resistant to their taking certain risks. As the environment becomes more individualistic, these bolder steps may result in promotions and raises.

Brazilian collectivism is demonstrated by the influence of the family network in personal identity, social connections and even nepotism within an organization


Individualism

– Universalistic /

Particularistic

INDIVIDUALISM:

BRAZIL - PARTICULARISTIC

Brazilians believe that rules can be bent to accommodate family members and well-connected individuals who, in effect, lobby for their special needs and circumstances.

For example:

A Brazilian sales manager worked for an electronics company whose policy on bereavement leave was three days off with pay. However, her father had passed away in his small town in a remote area of the country. It would have taken her at least a day and a half just to get to this town, so her supervisor arranged for her to be granted a week’s leave. This woman’s supervisor was able to appreciate the difficult situation she was in, and helped her find a solution that would allow her to pay her respects to her family. Source: The Cultural Orientations Indicator

Competitiveness

– Competitive /

Cooperative

COMPETITIVENESS :

BRAZIL - COMPETITIVE/COOPERATIVE (MIX)

Brazilian culture values both competition and

cooperation. Managers encourage external

competition against other companies. Internally,

they value cooperation and harmonious

relationships over competitiveness.

For example:

The Brazilian market has grown more competitive in

response to globalization due to Brazilian advances

and the adoption of U.S. and European business

practices.

Although employees desire personal recognition,

overt ambition on behalf of the individual may be

frowned upon. Managers seek to facilitate team

building and motivate their employees through

group membership, security, a positive work

environment and schedules that allow for the

integration of their professional and personal lives.


COMPETITIVENESS :

BRAZIL - COMPETITIVE/COOPERATIVE (MIX)People who have a “competitive” orientation, might conflict with Brazilians as follows:


Structure

– Order / Flexibility

STRUCTURE:

BRAZIL - FLEXIBILITY

Brazilian professionals easily tolerate change and

ambiguity in everyday business matters, such

as creating agendas and contracts and

conducting business meetings with a free hand.

For example:

Managers practice leadership styles that shift with

the conditions and circumstances of the issues

and are willing to take small risks and make

spontaneous changes if they view these

modifications as beneficial. The concept of

jeitinho, going outside the system to solve

problems, affords individuals a flexible

approach to seemingly intractable situations


Thinking

– Deductive /

Inductive

THINKING:

BRAZIL - DEDUCTIVE/INDUCTIVE (MIX)

Brazilians value both the deductive and inductive

modes of thinking.

1. Brazilians value education and the

derivation of organizational principles from

established theories, a deductive thinking

style.

2. In their everyday work, they prize the practical

experiences of an inductive thinking style.


THINKING:


For example:

Individuals who think deductively and

demonstrate the ability for conceptual and

logical argument and persuasive debate are

often hired over those who do not.

Plans are often put together based on data

gathered in the recent past, then transformed

into more comprehensive guidelines. Planning

decisions are unlikely to be made unless

supporting data is available.

**Empirical observation and experimentation and

the ongoing measurement of data are given

priority


THINKING:

BRAZIL - DEDUCTIVE/INDUCTIVE (MIX)People who have a “deductive” thinking orientation, might conflict with Brazilians as follows:


THINKING: DEDUCTIVE/INDUCTIVE (MIX)

People who have a “deductive” thinking orientation, might conflict with Brazilians as follows:



COI


1. Environment

2. Time

3. Action

4. Communication

5. Space

6. Power

7. Individualism

8. Competitiveness

9. Structure

10. Thinking


COI BRAZIL*

Today´s discussion:

1. Thinking (review

& complete)

2. Environment

3. Time


Thinking– Deductive / Inductive

THINKING:


Brazilians value both the deductive and inductive

modes of thinking.

1. Brazilians value education and the

derivation of organizational principles from

established theories, a deductive thinking

style.

2. In their everyday work, they prize the practical

experiences of an inductive thinking style.


THINKING:


For example:

Individuals who think deductively and

demonstrate the ability for conceptual and

logical argument and persuasive debate are

often hired over those who do not.

Plans are often put together based on data

gathered in the recent past, then transformed

into more comprehensive guidelines. Planning

decisions are unlikely to be made unless

supporting data is available.

**Empirical observation and experimentation and

the ongoing measurement of data are given

priority


Thinking

– Linear / Systemic

SYSTEMIC & LINEAR CULTURES

Systemic

• Focus on relationships between parts

• Use of metaphors and analogies is common.

• Interconnected, circular discussions

Examples:

• USA – typically very linear in their approach to problem solving

• Japan – Typically very systemic

THINKING:

BRAZIL - SYSTEMIC

Brazilians have a systemic orientation toward

thinking and benefit from an inclusive,

integrated view of the workplace and all its

activities.

Examples:

• Brazilian employees prefer organizational

procedures that enhance complex relationships

to those that focus on discrete or isolated parts.

• This systemic orientation is exemplified in

meetings when multiple subjects will be

discussed simultaneously rather than

sequentially.


THINKING:

BRAZIL - SYSTEMIC

Examples of Systemic thinking:

• This pattern of conversation indicates a

preference for approaching a project from a

holistic point of view rather than in a linear

fashion.


CULTURE CLASH?

If you come from a culture with a linear thinking style,

you may lose patience with your more systemic

colleagues or acquaintances. It may seem to you

that they are incapable of keeping the discussion

focused. Instead, they bring in seemingly unrelated

stories and analogies.

If you come from a culture with a systemic thinking

style, you may regard your linear clients as rigid,

uncreative and narrow. They may seem unable to

think on several levels at once or to see how the

parts connect to the greater whole

Source: http://www.bodylanguagecards.com/culture/39-thinking-style-linear-or-systemic

http://www.bodylanguagecards.com/culture/39-thinking-style-linear-or-systemic

How individuals view and relate to the people, objects, and issues in

their sphere of influence. The range is from those who want to

control their environment on one end, such as Americans, to those

who value harmony and constraint above all, on the other, such as

many Asian cultures.

ENVIRONMENT:

ENVIRONMENT:

BRAZIL - HARMONY / CONSTRAINTBrazilians exhibit both a harmony and a constraint orientation.

They seek harmony in their personal and professional

relationships. They experience constraint to the extent that they

believe the external forces of "place" and "fate" have long

influenced outcomes.

Examples:

• Brazilians often say, "Se Deus quizer" (God willing) as they

finalize their plans.

• Leaders may influence individuals to adjust to the environment

since it is futile to try to alter it.


ENVIRONMENT:

BRAZIL - HARMONY / CONSTRAINTExamples:

• Lower-level employees, particularly, prefer the status quo and

view change as threatening and only justified to the degree that

a precedent can be found for the new action.

• Risk forecasting is rare, since the outcome of planning is seen

as dependent on complex social, political and religious forces.

• Brazilian business professionals adjust their style and

approach to the personnel, expectations and conditions of their

surroundings. Managers and leaders within a corporation are

entrusted to maintain positive relationships and avoid or

quickly solve any conflicts that arise.


Time

– Single-Focus / Multi-

Focus

TIME:

BRAZIL - MULTI - FOCUS

For example:

Brazilians focus on several priorities at once and

operate within a system of mutual reliance and

favors among family members and close friends

to help them accomplish tasks.


TIME:

BRAZIL - MULTI - FOCUS

For example:

Negotiations with Brazilian companies will

progress more slowly than, for example, they

might in U.S.-American companies.

Brazilians will focus simultaneously on a variety

of pressing topics as well as relationships with

the other party, a result of the being orientation

toward action.


Time

– Fixed / Fluid

TIME

“Fixed” time Cultures

- “monochronic”

- meetings should start “on time”.

- Being late = disrespectful

“Fluid” time Cultures

- “polychronic”

- Meetings start when everyone arrives

- being “late” is not a sign of disrespect

TIME:

BRAZIL - FLUID

Brazilian family and social time is measured under

loose constraints. In addition, many longer-term

business functions observe a fluid orientation

toward time. In large business centers,

however, short-term business functions such as

meetings operate under a more fixed

orientation.


TIME:

BRAZIL - FLUID

For example:

A business appointment scheduled for 10:00 a.m.

means that foreign participants should arrive at

that time, even if it is necessary to wait a few

minutes for their Brazilian counterparts to

arrive.

Even if meetings start on time, the negotiations or

agenda may take twice as long as expected.


Time

– Past / Present /

Future

TIME:

BRAZIL - PRESENT

In Brazil, a present orientation toward time along

with a concurrent emphasis on short-term goals

is dominant in business.

Planning, as well as the distribution and

coordination of work and resources, is based

on present demands.


TIME:

BRAZIL - PRESENT

For example:

Brazilians have learned numerous tricks to cope

with their fluctuating economy and currency

and to deal with the realities of the moment.

One example is the jeitinho, which is the process

of going around the system through shortcuts

or asking favors in order to accomplish the task

at hand.


TIME: PRESENT VS. FUTURE CONFLICT --People who have a “Future” orientation for Time, might conflict with Brazilians as

follows:


Review…

OPTIONS COI BRAZIL - ??Environment – Control / Harmony / Constraint ?

Time – Single-Focus / Multi-Focus ?

Time – Fixed / Fluid ?

Time – Past / Present / Future ?

Action – Being / Doing ?

Communication – High Context / Low Context ?

Communication – Direct / Indirect ?

Communication – Expressive / Instrumental ?

Communication – Formal / Informal ?

Space – Private / Public ?

Power – Hierarchy / Equality ?

Individualism – Individualistic / Collectivistic ?

Individualism – Universalistic / Particularistic ?

Competitiveness – Competitive / Cooperative ?

Structure – Order / Flexibility ?

Thinking – Deductive / Inductive ?

Thinking – Linear / Systemic ?

COI - BRAZIL

Where do YOU think

Brazilians fit on the

COI?

COI BRAZIL*

• Of course, the

cultural profile of

Brazilians varies

not just by

individual but

also by region,

with vast

differences

between North,

South, and

between cities

and countryside.

COI BRAZIL*

*Disclaimer: The




in nature and is

intended only as an

initial hypothesis

about value


country and to


awareness. The



stereotypes nor the

different cultural

preferences of the


specific country.


OPTIONS YOU??Environment – Control / Harmony / Constraint ?

















ASSIGNMENT


Brazil

GAP ANALYSIS




other?)


these gaps?

ASSIGNMENT



and vs. Classmates

Cultural Intelligence:

- Overcoming Cultural Differences

CULTURAL INTELLIGENCE - SKILLS

Three parts:

1.Knowledge

2.Mindfulness

3.Behavioral skills

What are these concepts? How are they

related? (material from book)

CULTURAL “CRUISE CONTROL”

• What do you think we mean by “cultural cruise control”?

• When could this be a problem?

CULTURAL “CRUISE CONTROL”

• Like driving a car (without thinking)

• Running life on basis of inbuilt cultural assumptions

• Problem – might ignore cultural signals (scripts)

• NOTE – Scripts: Cultural rituals, Phrases, Prescribe patterns of behavior – for in-group and out-group differentiation

Cultural Intelligence:

- Overcoming Cultural Differences


Three parts:

1.Knowledge

2.Mindfulness

3.Behavioral skills



MINDFULNESS

• What do you think we mean by “mindfulness”?

• What is the OPPOSITE of “mindfulness”?

MIND-LESSNESS

• Like driving a car in cruise control (arrive and ask “how did I get here?”)

• CULTURAL “CRUISE CONTROL”

• Question – “are there advantages to mindlessness?”

MIND-LESSNESS – ADVANTAGES:

• Makes it possible for us to do more than one thing at a time.

• Allows us to ignore most of what’s around

• Fit automatically into existing framework

• Q. But, what are the PROBLEMS?

MIND-LESSNESS – PROBLEMS:

• Encourages us to rely on routine• Prevents us from being flexible• Might fail to recognize changes

in culture

• Question – have you ever seen the expat mindlessly assuming role of teaching locals about “how things work back home”?

MINDFULNESS

• How is this different?

MINDFULNESS

• If you want to develop cultural intelligence – you need to be able to SUSPEND CULTURAL CRUISE CONTROL, and develop an alternative sate of being called ‘mindfulness’

MINDFULNESS

• Paying attention to context• Being aware – own

assumptions, ideas, emotions• Seeking out new information• Using empathy – putting self

in others position

MINDFULNESS

• IS NOT:• Abandoning who you are,

but instead about paying attention to differences, and how people think differently.

MINDFULNESS

Learn to read cuesHow this person is perceived within his/her own cultureIt is a means of observing how the person interacts with othersEstablish some basis for long time learningDon’t answer / react / behave as “you would do at home”Learn how those who are successful behave in similar circumstances

• Behavioral Skills:


• Question – do you think Knowledge and Mindfulness are enough?

• Why? Why not?

TROUBLES IN BUSINESS:

• Not technical, but often problems

such as:

• Communication failures

• Misunderstandings in negotiations

• Personality Conflicts

• Poor Leadership style

• Bad teamwork

All examples of ways people interact

BEHAVIORAL SKILLS - STYLE SWITCHING

• Ability to use a broad and flexible

behavioral repertoire in order to

accomplish one’s goals

• Need to challenge and transcend

comfort zones

• Experimenting with new ways of

behaving

• Develop mindset to approach personal

change and enrichment


STYLE SWITCHING – ASSIGNMENT (PREVIEW)

• Select one strong COI orientation

• Identify a situation where it is used with

someone who is different

• Describe the positive and negative

consequence

• Explore how this is a challenge

• Identify how style switching could

assist you



Three parts:

1. Knowledge

Knowing what culture is, how cultures vary, and

how culture affects behavior

What is your COI?

2. Mindfulness

The ability to pay attention in a reflective and

creative way to the cues in cross-cultural situations

Aware that others COI might be different?

3. Behavioral skills

Choosing appropriate behavior from well-

developed repertoire of behaviors that are correct

for different intercultural situations

COMPONENTS OF CULTURAL INTELLIGENCE

Knowledge Mindefulness

Behavioral Skills

CQ

CQ = capability to interact effectively across cultures

STEPS:

Knowledge & Mindfulness:

• Develop an ability to analyze the cultural content of a situation and required cultural due diligence

Behavioral skills

• Determine optimal adaptive strategy—style switching, cultural dialogue, and/or mentoring



Three parts:

1.Knowledge

2.Mindfulness

3.Behavioral skills








comfort zones


behaving









consequence



assist you


ASSIGNMENT


Brazil

GAP ANALYSIS




other?)


these gaps?

ASSIGNMENT



and vs. Classmates

GROUP PROJECT

Working in teams, students will develop a training

manual for business executives preparing for

expatriate assignments in Brazil: The training

manual will be based on cross-cultural

concepts discussed in class in tailored to the

communication environment of Brazil. The

objective is that groups produce a manual that

could find practical applications in the real

world of business and communication.





Spacing: 1.5).

Daily Journal:

-- Tell me… what CC experiences did you

have?


Three parts:

1.Knowledge

2.Mindfulness

3.Behavioral skills








comfort zones


behaving









consequence



assist you


LEADERSHIP ISSUES

Leadershi

p

CROSS CULTURAL MANAGEMENT

ASSIGNMENT


Brazil

GAP ANALYSIS




other?)


these gaps?

ASSIGNMENT



and vs. Classmates

GROUP PROJECT














Spacing: 1.5).

DIVERSITY

Slides missing,, sorry

• (we talked about benefits of diversity in teams, drawbacks, innovation

centers)

• (we read the case from the book)

• (we talked about solutions – discuss process not just tasks)

• (we talked about personality tests & hiring, and corporate culture)

• (we reviewed the COI, personal vs. Brazil)

HIRING DECISIONS

Yesterday, we discussed the use of “Personality

Tests” in hiring decisions

• After a day to think about it… who thinks it’s a

good idea?

• What is the purpose of using a test like this?

HIRING DECISIONS

But, consider:

• What if a company bases its hiring decisions based on:

• Family connections

• Political connections

• Friendship,

• Attractiveness

• Tradition

• Intuition

• Popularity

WHAT ABOUT THESE STATEMENTS:

• “His father had the job before him – it’s a family tradition?

• “She comes from a good family, and attended a good university”

• “We prayed, and God showed us the correct choice”

• “We hired him because he is the brother of a board member”

• “Through his wife, he has excellent political connections”

•“Cultural Intelligence: Living and Working Globally”, by David

Thomas and Kerr Inkson, Berrett-Koehler Publishers, 2009

CONSIDER:

• Are arguments like those above

COMMON in many parts of the

world?

• Are they “wrong”?

• Why do they exist?

DECISION MAKING ACROSS CULTURES:

• How do YOU make decisions?

• Rationally? Logically? Scientifically?

• If you were to hire someone, what process would YOU use to decide?

• Do all cultures make decisions the same way?

• Why not?

• Is one way better than another?


• What about “equal opportunity”

laws (race, religion, sexuality,

etc)?

• Are they common in all

cultures?

• Should they be?

• Would it be WRONG if they are

not?


• What about cultures that use

family, connections, other

criteria for hiring decisions?

• Is it un-ETHICAL?

ETHICS & DECISION MAKING ACROSS CULTURES:

• What are ethics?

• Are they culturally relative?

• Do ethics change when you hop

on an airplane?

• Are they Universal? (there is

one “right”, true for all places?)


• What about “style switching”?•If its ok to change style (with respect to time, environment, power, communication styles)….

•Is it then also ok to “do as the locals do” with respect to ethics?

•Give some examples


• See example case study from

book


• Is bribery just a “tip”?

• What if its common practice in

the country you are visiting?

• What about “style switching”?


• Yesterday, we talked about “running red lights in Brazil”

• Is this ok?

• Is it illegal?

• Should all rules apply to YOU?

• What about in “particularistic” cultures? (where LOCALS don’t think rules apply to THEM)?


• Question:

•What if its NOT illegal in the

country you are visiting?

•(examples: hiring underage

children)


• Yesterday, we talked about

“running red lights in Brazil”

• Is this ok?

• Is it illegal?

FCPA - DISCUSS

• Foreign Corrupt Practices Act –

have you heard of it? What is

it? Does it apply to you?

• http://www.justice.gov/criminal/f

raud/fcpa/

http://www.justice.gov/criminal/fraud/fcpa/

ASSIGNMENT


Brazil

GAP ANALYSIS




other?)


these gaps?

ASSIGNMENT



and vs. Classmates

GROUP PROJECT














Spacing: 1.5).

CULTURAL MANAGEMENT STUDY -

Focus on key cultural “gaps” that pose potential risks to

effective management of talent on a global scale

(1) general training/ education,

(2) mobility/expatriate preparation,

(3) executive coaching,

(4) global team development,

(5) merger/acquisition integration and joint venture

effectiveness,

(6) business process outsourcing relationships,

(7) diversity and inclusion initiatives,

(8) project management.

CONTINUED LEARNING (HOME)

Raising your

cultural

intelligence

LEADERSHIP ISSUES

Leadershi

p

LEADERSHIP TOPICS

1. Self Awareness (Behavior topics, personality)

2. Communication

3. Situational Leadership

4. Motivation

5. Team Building

6. Conflict management

7. Coaching

8. Delegation

Everything is related to inter and intra personal

intelligence

CULTURAL INTELLIGENCE

19th – 20th Century IQ (intelligence quotient)

Late 20th Century EQ (Emotional quotient)

21st Century CQ (Cultural intelligence)

Everything is based on inter and intra intelligence

….

But, now… we have to deal with new issue…

culture!

So, this course… is about developing our CQ

(Cultural Intelligence)

COMPANY CULTURE

QUESTION –

What are the 5 aspects of a

company that they should have

to make the employees

comfortable?

QUESTION:

How do YOU deal

with Cultural

Differences?

QUESTION:

There are a few steps to simplify this (perceived) complex area of cultural differences:

1.ACCEPT that there are cultural differences.

2.UNDERSTAND the differences and analyze why they are there (as much as possible), with some basic understanding of their existence / origin.

3.EMPATHIZE. As perceptions differ, so do thinking, style, communication, judgement and priorities based on values, customs, lifestyle and religion.

4.RESPECT. Show and express respect for other cultures and differences.

5.HARNESS the differences to the organization’s advantage. Welcome different perceptions. Be open to other views, ideas, thoughts and provide a reasonable opportunity to the other to perform in his/her own style (without compromising the systems and processes).

6.AVOID generalization and stereotyping. With some knowledge and understanding, there would be a tendency to stereotype and/or generalize every situation.

CAREER MANAGEMENT

Find a job you enjoy and

you will never work

again in all your entire

life

- Confucius

WORK PREFERENCES

CULTURAL DIALOGUE AND PROBLEM SOLVING

• What are the underlying interests and problems both face

• What are your reactions to underlying cultural gaps

• Where are you different and similar with the other

• Express the desire to minimize the undesired consequences/problems


CULTURAL MENTORING

• Assist a new colleague in decoding the cultural norms of a new organization, national culture, or team

• Coaching an international assignee manage cultural shock

• Assist a group in finding better communication and work practices


INTERCULTURAL FAILURES

• Unaware of biases

• Feeling threatened by differences

• Unable to understand cultural

behaviors

• Unable to transfer knowledge to

others

• Unable to adjust to living and

working


CULTURE IS NOT RANDOM

• Values, attitudes, and

assumptions about behavior

• “In-groups—out-groups”

• Them vs. Us

• Dimensions defining culture


SOCIAL DISTANCE

The level of comfort or

discomfort:

Between individuals or groups as a

result of differences in cultural

orientations


cross cultural communications - global summit brazil 2015

Education

brian david butler brian

international experience

cultural experiences

cross cultural teams

cross cultural management

global trade

global citizen

international schools