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Media  Partner:

Global Indonesian Network

a  Global  Indonesian  Network  series

Hosted  by  :

BUILDING GLOBAL INDONESIAN LEADERS

By Systematic Learning

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Global Indonesian Network

Global Indonesian-Network (GI-Net) is a series of events aiming to promote an open and interactive dialogue between the academic world and business practices.

Involved are people who take an active role in an Indonesian-international working environment.

• We   make   sure   that   research   addresses   the   needs   of  businesses   and   organiza5ons   and   provide   a   pla9orm   of  learning  and  sharing,  where  theory  meets  reality

• Themes  to  be  raised  in   our   forum  will  focus  on   the  three  

domains   cross-­‐cultural   competence,   talent   &   leadership  development  as  well  as  strategic  change  &  transforma5on

• Business  implica5ons  based  on  our   findings  will  further   be  discussed  in  each  of  our  sessions

Global  Indonesian  Network

Global Indonesian NetworkGlobal Indonesian Network www.globalindonesian.net @htjitra

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Global  Indonesian  Network  Can  Add  To  Your  Success

• You   will   be   able   to   apply   current   research   to   the  

challenges  faced  in  daily  business  life

• Get  in  touch  with  people  in  similar  work  environment  

to  share  knowledge  and  experience

• Develop  yourself   in   the  area  of  intercultural  diversity,  

talent  and  change  management

• Add   value   to   your   organiza5on   with   concrete  

knowledge  on   current   interna5onal  business  maKers  

and  industry  characteris5cs

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✴ Culture Learning Needs

✴ Systematic Learning

✴ What the data says

AGENDA

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Culture Learning Needs

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Data from Multinational Corporations (MNCs)

1. 10% - 50% of international assignees returning home early from their assignment (Eschbach et al., 2001)

2. Financial cost of expatriate failure and tehir underperformance are very high: $ 250.000 – $ 1 million

3. The percentage of companies offering of intercultural training increased from 30% to 60% within 10 years (Bennett et al., 2000)

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Strangeness - Culture Shock

“Aneh harus memanggil orang yang lebih tua dengan nama tanpa disertai sapaan om, tante, oma di Belanda”

“Kaget dengan nada suara orang Ambon dan Medan yang tinggi dan keras, pada akhirnya merasa tidak nyaman”

“Bos Jawa : Yes or No tidak terlalu jelas, saya harus tanya berkali-kali untuk memastikan suatu hal”

EVEN WITH OUR OWN CULTURE

“1 bulan pertama merasa depresi karena masih terbawa dengan culture Belanda yang on time”

Re- Entry Culture Shock

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Non- Systematic Learning is inefficient

“pengalaman saya ketika berhubungan dengan seorang profesor dalam konteks studi. Profesor ini sudah sering mengunjungi berbagai Negara dengan budaya berbeda. Akan tetapi dia tetap bertanya: “ketika di Uganda bisa jalan dengan cara seperti ini, kenapa disini tidak bisa?”

Pendeta Jamaica dan pendeta Singapore mengeluh “mengapa begitu sukar mengajak kerja orang Indonesia?”.

Orang lokal Indonesia resisten dengan usulan mereka “mereka tau apa tentang orang indonesia?”.

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“Staf-staf ini tidak mau duduk bersebelahan dalam mobil yang mengantar mereka ke lokasi pendampingan. Saya pusing negosiasi dengan bagian logistik untuk minta tambahan mobil.

! Karena persediaan mobil terbatas, akhirnya saya menengahi dengan duduk di tengah-tengah di antara staff laki-laki dan perempuan dalam mobil.

! Karena saya sudah bangun rapport dengan staffnya sebelum kerja, dia mau cerita bahwa mereka tidak mau duduk sebelahan, karena bukan mukhrim dan menurut budaya/ agama mereka yang bukan mukhrim tidak boleh bersentuhan fisik”

Learning by doing

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Information Searching

“Mengerti karakteristik orang dan cultural backgroundnya itu penting. Saya akhirnya mencari sendiri dalam seri buku culture shock. Itu isinya cukup bagus loh, yang culture shock Singapur itu kan dia cerita orang Singapur ini kayak begini, jadi kalau anda bertemu dengan mereka. Kalau anda mengatakan begini, jangan tersinggung karena apa, karena mereka maksudnya bukan begitu, tapi ini dijelasin karakteristik orangnya.”

Senior Vice President Bank ‘X” in Singapore

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BEHAVIOR

Person

SituationCulture

Behavior Attribution

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Conflict

The Cultural Iceberg

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Other culture

My own culture

Self Other

Intercultural Encounter

Self, Other, Intercultural Encounter

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Acculturation

Indonesia is one of the most MULTICULTURAL country in the world

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✴ Born at a little village in East Java, Indonesia.

✴ Grew and learned from two culture, Chinese and Javanese.

✴ Lived not only with his nuclear family, but also with his grandmother and grandfather who owns business in copra (dried meat, or kernel, of the coconut).

✴ Described himself as a stubborn, brave, and sociable person.

✴ His friends comes from various circles.

✴ Moved to Jakarta to continue his study.

✴ One of this job, he had 4 simultaneous jobs in a one single-day: Cigarette distributor (morning), Biology teacher (afternoon), college student (evening), and worked in casino (night) Tr

ansf

orm

ing

Global & local career excellence

Intracultural Experiences

Intercultural Competence

Our Case Study: Harvesting Diversity Benefit

Career’s critical incidents:

✴ Encounters with foreign bosses / colleagues✴ Leading multinational team

BEST

PRACTICE

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✴ Born at a little village in East Java, Indonesia.

✴ Grew and learned from two culture, Chinese and Javanese.

✴ Lived not only with his nuclear family, but also with his grandmother and grandfather who owns business in copra (dried meat, or kernel, of the coconut).

✴ Described himself as a stubborn, brave, and sociable person.

✴ His friends comes from various circles.

✴ Moved to Jakarta to continue his study.

✴ One of this job, he had 4 simultaneous jobs in a one single-day: Cigarette distributor (morning), Biology teacher (afternoon), college student (evening), and worked in casino (night) Tr

ansf

orm

ing

Global & local career excellence

Intracultural Experiences

Intercultural Competence

Our Case Study: Harvesting Diversity Benefit

Career’s critical incidents:

✴ Encounters with foreign bosses / colleagues✴ Leading multinational team

BEST

PRACTICE

Systematic Learning

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Culture Learning

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Cross-cultural Training

Technical Competence

Passion to Learn

Self - confidence

An educative process focused on promoting intercultural learning through acquisition of behavioral, cognitive and affective competencies required for effective interaction across diverse cultures

Landis & Brislin, 1996

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“To  be  effective  in  another  culture,  people  must  be  interested  in  other  cultures,  be  sensitive  enough  to  notice  cultural  differences,  and  then  also  be  willing  to  modify  their  behavior  as  an  indication  of  respect  for  the  people  of  other  cultures  ”  

(Bhawuk and Brislin, 1992)

Intercultural Competence

Technical knowledge & skill

Motivation

Stress tolerance

Respect for differences

Harmony preservation Self Control

Awareness of communication symbols

Language skill

Verbal & non verbal expression

Attribution process of information

Cultural empathy

Intercultural Sensitivity

Intercultural Communication Competence

What is Intercultural Competence & Sensitivity ?

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Developmental Intercultural Competence Model

Bennet, 1996

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Cross Cultural Training

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W - Curve: Intercultural Training

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‣ Building Self-Confidence &

Developing Assertiveness

‣ Creating (Inter-) National Talent Pool

✴ Selection✴ Support✴ Coaching✴ Training✴ Networking

into Intercultural sensitivity

Transforming the Intra-cultural sensitivity

Getting Familiar with International Business Experiences

Foreign Colleagues and Boss in home country

International Project / Virtual Teams

Intensive Working and Living abroadLeading another cultures

1

2

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Organization Intervention

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Dipl. Psych. Ulrich Hößler University of Regensburg, Germany

University & Corporation Setting

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Just Example: Pre - Departure Training for Students Going Abroad

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Master Program for Intercultural Psychology

What the Data Says

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“training ini membuat saya bisa mengerti mengapa orang Jakarta bersikap demikian dan membuat saya mengetahui bagaimana bertahan di Jakarta”

Mahasiswa Kutai Barat, 2013

Is It Possible To Become Interculturally by A Course / Training ?

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No Dimensi Pre Post

1 Awareness  of  differences  culture  * 2.64 3.00

2 Understand  the  differences 3.17 3.21

3 Respect  the  differences   3.26 3.29

4 Valuing  the  differences   2.61 2.73

5Willing  (and)  to  par5cipa5ng  in  cross-­‐cultural  interac5on  (working  with  people  from  other  backgrounds)  

2.27 2.42

6 Having  stereotype  and  prejudice  toward  others   1.93 2.07

7 Awareness  of  cultural  influence  to  behavior  * 2.69 3.01

8 Respect  the  influence  of  cultural  to  behavior   2.83 3.05

9 Understand  of  your  own  and  other's  culture 2.73 2.83

10Admit  our  assump5on  about  someone  else  stereotype  and  prejudice  may  be  wrong*

2.10 2.52

11Understanding  the  meaning  of  ac5on  of  others  by  analyze  the  context/  situa5on  of  the  ac5on*

2.21 2.68

12 Empathy  * 2.81 3.07

13 Comfortable* 2.57 2.82

14Awareness  of  judging  other's  behavior  and  beliefs  according  to  the  standards  of  your  own  culture*

1.62 1.98

NILAI TOTALNILAI TOTAL 2.52 2.74

Significant Attitude change on diversity

Pre - Departure Training for Students Going Abroad

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Evaluation of The Bachelor’ Course “Psikologi Kerjasama antar Budaya”

“jadi tidak take it personally ketika ada masalah. Ketika dikritik, tidak sakit hati karena yang dikritik adalah perilakunya”

“Jadi lebih peka dalam menangkap issue antar budaya yang melatarbelakangi keinginan dan kebutuhan si mayoritas orang Singapore itu”

“Kalau ada yang tidak disetujui oleh rekan-rekan kerja, malah dibicarakan di belakang. Akhirnya saya berperan sebagai mediator antara rekan kerja dengan atasan”

X angkatan 2004

Y angkatan 2005

Z angkatan 2003

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Significant knowledge change after the course

Significant attitude change on diversity

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Method: qualitativeStudents had to find explanations and solutions to culturally determined critical incidents• 2 trained coders analysed written material independently• 4 levels of ICC: 1 being the lowest, 4 the highest

Dipl. Psych. Ulrich Hößler University of Regensburg, Germany

Study Program in German

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Average  level  of  intercultural  competence

before  program ader  program significance

mean SD

.54 **1.62 .60 2.83

mean SD

k  =  .83

Interraterreliability

Method: qualitativeStudents had to find explanations and solutions to culturally determined critical incidents• 2 trained coders analysed written material independently• 4 levels of ICC: 1 being the lowest, 4 the highest

Dipl. Psych. Ulrich Hößler University of Regensburg, Germany

Study Program in German

COMING SOON !! Our LATEST books on Global Talent ....

based on 18 years intensive research of Global Indonesian

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THANK YOU !

Contact us via …gi-net@tjitra.com

www.globalindonesian.net

Global Indonesian Network

Global Indonesian Network

@Glob_Indonesian