Module 1 Trainee Coaching Session. Vienna, April 3, 2017 with Katja Süß-Nimeh, ISG 1

Transcription

1 Module 1 Trainee Coaching Session Vienna, April 3, 2017 with Katja Süß-Nimeh, ISG 1

2 OBJECTIVES: COACHING SESSION Checking in with each other How is it going? Discoveries, and more Tool: Learning & Development Journal Input: Intercultural Communications Today: 9 am to ca. 12:30 pm 2

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7 The 4 Team Phases after Tuckman

8 PROGAM REQUIREMENT: TRAINEE LEARNING & DEVELOPMENT JOURNAL Starting from Module 1, we ask each Trainee to prepare a Learning & Development Journal for themselves and throughout the whole program until graduation. The aim of your journal is to be useful in documenting the various discoveries that you make, or specific things that you learn, along your journey of becoming a Purchasing Executive. The journal is mainly for yourself but from time to time you may be asked to review it with your mentor or your superior. Towards the end of the program, there will be a more formal review of your journal in which you can demonstrate your learning progress. Your focus should be to include things that may also help you in your future role - and can serve as a reference to you. Included in this objective is for you to demonstrate your learning progress. This can be in form of journal entries, pictures/photos, article clippings of topics that you have come across, documentation that you are collecting on locations in your various rotations, etc. with short supporting learning notes written by yourself. Entries in your Learning & Development journal should be in a multiple and frequent fashion, therefore it helps to do this on an ongoing basis and not at the end of a rotation - ie. not in hindsight. Format: Analog or Digital, but definitely colourful and useful to you. 8

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10 Culture has many definitions culture exists for us in many different dimensions NATIONEN INDUSTRY, SEKTOR, INTERESTS, ORGANISATIONS

11 INTERCULTURAL DIMENSIONS WORKING TOGETHER COMMUNICATION: DIRECT VERSUS INDIRECT, HIGH CONTEXT VERSUS LOW CONTEXT, MEDIA CHOICE TIME MANAGEMENT: MONOCHRONIC VS. POLYCHRONIC, WORK RHYTHM BUILDING TRUST: TASK- VS. RELATIONSHIP ORIENTED HIERARCHY: DELEGATION, AUTONOMY VS. CONTROL, ROLES, EXPECTATIONS TOWARDS STAFF, MANAGERS, TRAINERS LEADERSHIP: AUTOCRATIC VS. PARTICIPATIVE, FORMAL VS. INFORMAL CONFLICT MANAGEMENT: UNCERTAINTY AVOIDANCE, HANDLING OF ERRORS, CONFLICT DISCUSSIONS

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13 DIFFERING VALUES

14 DIFFERING VALUES

15 DIFFERING VALUES

16 The Concept of Interculturality after Alexander Thomas Concept of Interculturality Four Types of Behaviors - Choices The Own The Other Dominance Assimilation Own Culture Cultural Overlap Different Culture Divergence Synthesis The intercultural Space Alexander Thomas (2003)

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18 The Cultural Categories Linear-Active Multi-Active Reactive Richard Lewis, When Cultures Colide, 1996

19 Quelle: East meets West

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21 DIRECT VS. INDIRECT COMMUNICATION DIRECT COMMUNICATION DATA AND FACTS CONTEXT IS NOT IMPORTANT WHAT WAS SAID? STRAIGHT TO THE POINT? OPEN CRITICISM SPOKEN WORD MATTERS INDIRECT COMMUNICATION SUBTILE COMMUNICATION CONTEXT IS IMPORTANT HOW WAS IT SAID? METAPHORICAL LANGUAGE SOCIAL HARMONY NON-VERBAL ASPECTS

22 DIMENSIONS DIRECT VS. INDIRECT COMMUNICATION DIRECT INDIRECT NETHERLANDS BELGIUM DENMARK FINLAND NORWAY GERMANY CANADA GREECE AUSTRALIA AUSTRIA SOUTH AFRICA SPAIN IRELAND ITALY USA UK SLOVENIA CZECH REPUBLIC BRASIL POLAND HUNGARY MEXICO SINGAPORE INDIA CHINA JAPAN TURKEY RUSSIA MALAYSIA ARABIAN PENINSULA

23 THINKING IN HIERARCHIES LOW HIGH SOCIAL MOBILITY, LARGE MIDDLE CLASS AUTHORITY IS DOUBTED PARTICIPATIVE/ CONSULATIVE LEADERSHIP STYLE LEARNING IN DIALOGUE HIGH LOW SOCIAL MOBILITY, WIDE GAP BETWEEN POOR & RICH AUTHORITY IS NEVER DOUBTED AUTOCRATIC LEADERSHIP STYLE SENIORITY PRINCIPLE

24 THINKING IN HIERARCHIES LOW HIGH NETHERLANDS BELGIUM DENMARK FINLAND NORWAY GERMANY CANADA GREECE AUSTRALIA AUSTRIA? SOUTH AFRICA SPAIN IRELAND ITALY USA UK SLOVENIA CZECH REPUBLIC BRASIL POLAND HUNGARY MEXICO SINGAPORE INDIA CHINA JAPAN TURKEY RUSSIA MALAYSIA ARABIAN PENINSULA

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26 Effective Cross-Cultural Communication is built on TRUST! Cultural are not that important! 11 Tips: Honesty Flexibility Active Listening Respect Differences Show Interest/Ask Questions Self-Confidence Avoid Stereotyping Recognize Different Perspectives Review & (Self) Reflect Acknowledge Complexities Allow Ambiguity

27 THANK YOU! With thanks and appreciation, information and images drawn for this educational presentation from the following sources:; The Economist Intelligence Survey, Oct.-Dec 2009; The New Yorker; the alwas inspiriring Ruth Trojan, Spidi Academy; Competing Across Borders, The Economist Intelligence Unit, 2012; A World of Difference, The Anti-Defamation League; Richard Lewis, Cross Cultural Communication, 1999; Alexander Thomas, The Concept of Interculturality, 2003; Richard Lewis, When Cultures Colide, 1996; Yiang Liu, East meets West, Taschen; Google Images, and my friends and family through our many colorful and borderless conversations.