dynamic culture integration - fh ooe · op interactive learning system online automobile...
TRANSCRIPT
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Cross-Cultural Business Conference 2014 University of Applied Sciences Upper Austria
Dynamic Culture Integration
Understanding and Using Our Intercultural Inheritance
Philo Knowles Holland III, MBA
May 14, 2014
Department of Economics
Business Administration & Industrial Management Cross-Cultural Management
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Project Background
Project Scope and Approach
Findings & Initial Results
Overview
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Drive
Motivation
Exploring & Challenging Ourselves
CULTURE
Multi-dimensional All-Encompassing
Why Are We Here?
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Diversity ❉ Tolerance ❉ Corporate Social Responsibility
International Sales ❉ Supply Chains ❉ Strategic partnerships
Codes of Conduct ❉ Ethics ❉ Corporate Principles
Passing Wisdom and Experiences on to Younger Generations
Cultural Dimensions ❉ Demographics ❉ Cross-Culturalists
Why Are We Here?
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Awareness ❉ Empathy ❉ Understanding
Ourselves ❉ Others
Talk ❉ Compare ❉ Analyze
Why Are We Here?
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Why Am I Here?
2009 - Time To Take Action
1984 - When It May Have Begun
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Isolation Collaboration
1984
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Why Am I Here?
Import/Export
OP Interactive Learning System
Online Automobile Configurator
Cross-Media Publishing
Globalization Advisor
Apple Corp. Korea Stanford Medical Center NET works Interactive GmbH Parkstreet AG T-Systems International GmbH
Northern California and Southern Germany
1989
2009
San Francisco
San Francisco
Würzburg
Mannheim
Frankfurt am Main
Financial Controlling
Solution Architect
Solution Architect
Management Consultant
International Project Manager
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2004
Why is it becoming increasingly difficult to work and communicate together between departments and across
borders?
Can we doing anything about this?
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Frictionless Collaboration Environment
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Ten Known Cross-Cultural Models
See Use Share
2004
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Ten Known Cross-Cultural Models 2004
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Taking Action
Understanding & Using Cross-Cultural Models
No Scientific Relevance
Laid the Foundation for Fundamental Change and Continuous Development
4 YEARS - Testing & Piloting
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Supervisory Board Presentation
Top Management Strongly Believed
“You Can Not Manage Culture”
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Diversity Think Tank
Embracing Everyone’s Unique Background
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Minimum Amount of
Wisdom and Skills Required to
Establish and Sustain Low Friction (highly productive)
Interpersonal Collaboration Capability
Free of (a singular or dominant)
Cultural Influence
Diversity Think Tank
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The“Right way” is almost always “our way”; that “our way” in one society almost never
corresponds to “our way” in any other society.
Source: http://www.tamu.edu/faculty/choudhury/culture.html
Single-Source Cultural Influence
Diversity Think Tank
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Low Friction Collaboration
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What is Friction?
fric·tion noun \ˈfrik-shən\ : the act of rubbing one thing against another : the force that causes a moving object to slow down when it is touching another object : disagreement or tension between people or groups of people
Source: http://www.merriam-webster.com/dictionary/friction
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Sources: Image: http://www.gmhightechperformance.com. Statistics: Energy requirement estimates are based on analysis of over 100 vehicles by Oak Ridge National Laboratory using EPA Test Car List Data Files.Baglione, M., M. Duty and G. Pannone. 2007. Vehicle System Energy Analysis Methodology and Tool for Determining Vehicle Subsystem Energy Supply and Demand. SAE Technical Paper 2007-01-0398, 2007 SAE World Congress, Detroit, Michigan, April. Bandivadekar, A., K. Bodek, L. Cheah, C. Evans, T. Groode, J. Heywood, E. Kasseris, M. Kromer and M. Weiss. 2008. On The Road in 2035: Reducing Transportation's Petroleum Consumption and GHG Emissions. MIT Laboratory for Energy and the Environment, Report No. LFEE 2008-05 RP, Cambridge, Massachusetts. Baglione, M. 2007. Development of System Analysis Methodologies and Tools for Modeling and Optimizing Vehicle System Efficiency. Ph.D. Dissertation. University of Michigan.
18% LOSS power to wheels wind resistance roll resistance
braking
2% LOSS in accessories
operation
62% LOSS to engine friction, engine-pumping losses, and to
waste heat 6% LOSS in the drive train due to friction and slippage
energy in a
gallon of gas goes into the engine
12% USED to actually move
the vehicle down the road
Mechanical Friction
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Collaborative Friction
: Misunderstandings : Inaccurate Assumptions & Misinterpretations : Inaccurate Judgments & Blame Triggered by unexpected or uncalled for Behavior, Linguistic Accent, Gender, Skin Color, Origin of Birth, Values, Core Beliefs and Principles Drivers: Religion, Climate, Language, Family History
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Image Source: http://justlikecooking.blogspot.de/2012_02_01_archive.html
62% LOSS Inaccurate
assumptions
6% LOSS nonalignment of
information transfer
18% LOSS nonalignment of perceptions & constructivism
2% LOSS in distractions & judgements
12% USED to actually move
the project forward
energy in a
human’s attempt to collaborate
Collaborative Friction
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Inaccurate Assumptions
Effects of Constructivism
Unnecessary Judgements
Nonaligned Perceptions
Nonaligned Information Transfer
12% USED to actually move
the project forward
Reducing Collaborative Friction
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Accurate Assumptions
Effects of Constructivism
Unnecessary Judgements
Nonaligned Perceptions
Nonaligned Information Transfer
19% USED to actually move
the project forward
Reducing Collaborative Friction
✔ ︎
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Accurate Assumptions
Unnecessary Judgements
Nonaligned Perceptions
Nonaligned Information Transfer
26% USED to actually move
the project forward
Reducing Collaborative Friction
✔ ︎✔ ︎
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Accurate Assumptions
Necessary Judgements
Nonaligned Perceptions
Nonaligned Information Transfer
33% USED to actually move
the project forward
Reducing Collaborative Friction
✔ ︎✔ ︎✔ ︎
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Accurate Assumptions
Necessary Judgements
Aligned Perceptions
Nonaligned Information Transfer
40% USED to actually move
the project forward
Reducing Collaborative Friction
✔ ︎✔ ︎✔ ︎✔ ︎
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Accurate Assumptions
Necessary Judgements
Aligned Perceptions
Aligned Information Transfer 50% USED
to actually move the project forward
✔ ︎✔ ︎✔ ︎✔ ︎✔ ︎
Reducing Collaborative Friction
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Collaborative Friction = Non-Alignment
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Imagine
Understanding each other Accurately
Speaking and Listening in Alignment
Discovery before Judgment
Alignment before Project Plan
Independent of Cultural Influence (from a single source)
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Project-Based Blended Learning
with Integrated Applied Research
How we are going about it…
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How we are going about it…
1
Unique Individuals in Diverse Groups
2 Non-Alignment Agreement / Reduce Friction
3 Measure & Develop Human Integration Potential
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Diverse Professions Project Management, Finance, Marketing, Law, Sales,
Procurement, Human Resources, Medicine, Engineering
Professors, Staff and Students from 65 Academic Areas
Diverse Studies
Direct human input from 91 cultures
Diverse Cultures
Unique Individuals in Diverse Groups 1
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Applied Research Event Formats Type Size Length
Executive Trainings One-on-one five weeks
Corporate Workshops 10 to 30 adults five days
Industry Presentations 40 to 300 adults two hours
University Classes 12 to 60 students 28 weeks
University Workshops 10 to 40 adults/students five days
University Project Events 50 to 150 adults/students six weeks
Total participants surveyed, tested and trained n = 1392
1 Event Diversity
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2 Non-Alignment & Friction
“Know Thyself” Aristotle, Plato, Socrates
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Language ❉ History ❉ Climate ❉ Religion
Stereotypes
Culture Shock
Cognitive Processes
Change Blindness
Awareness
Project Management
Guest Speakers Interviews
Simulations
Prejudices
Know Thyself
Identifying Material, Tasks, Exercises…
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Order of Reading, Writing, Exercises…
1
2 3
4
5
6
7 8
9
10 11
12
13 14
15
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Order of Reading, Writing, Exercises…
1 2 3
4
5
6 7
8 9 10
11
12
13
14 15
53 Hours
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3 Human Integration Potential
Implicit
Explicit
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Human Integration Potential
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Human Integration Potential
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63%
40%
72%
70%
67%
68%
Human Integration Potential
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Human Integration Potential
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Corporate (Central) Processes & Relationships Business Planning Processes
Business Relationships
Performance Management Guidelines
Functional Service Areas (Profession-Specific) Human Resources Management
Procurement Management Sales & Marketing Management
Pre-Audit Business Culture Integration
44
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Corporate (Central) Processes & Relationships Business Relationships People to People (understanding relationships of project stakeholders)
- How long are existing relationships of the target group? 6 months? 6 years?
- Roles and responsibilities - Existing topics, goals, issues, circumstances, etc.
People to Company Culture Mission, Principles, Philosophy (Unternehmensleitbild): - Integration into the daily tasks of employees. - Relationship between Individual and corporate culture: How do
employees feel about the company culture? How are the principles understood? How well are they lived?
Pre-Audit
45
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Initial results
Level of one’s ability to successfully utilize human integration potential is positively
correlated to the cultural neutrality (a kind of ethnorelativism)
of the learning/working environment.
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Benefits
Students find it easier to learn together
Schools find it easier to engage foreign students
Companies find it easier to understand problems and find solutions (continuous improvement)
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As Unique Individuals
❉
In Diverse Groups
❉
Aligned
❉
Integrated
Why Are We Here?
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Thanks
Philo K. Holland, MBA Associate Lecturer
Cultural Integration Advisor Julius-Maximilians-Universität Würzburg