Develop Cross-Cultural Competence - Working effectively with Chinese. DSM Innovation Center 9 September, Sittard

Transcription

1 Develop Cross-Cultural Competence - Working effectively with Chinese DSM Innovation Center 9 September, Sittard

2 Introduction 1. What do you look forward to when you come to work everyday? 2. What are you mostly passionate about outside of your work? 3. What do you like about working with China/Chinese colleagues/ other cultures? What make you feel difficult when working with them/these? 4. What do you intend to accomplish today, and what do you intend to contribute? -2-

3 Agenda: Morning: Introduction on Culture Factors shaping your own culture and Chinese culture Approach to developing Cross-Cultural Competence Specific of Chinese culture Lunch: Afternoon: _ A tool to distinguish cultures and appreciate difference Comparison of Chinese and Dutch culture and business dealings Working on your cases and opportunities in China Culture s Implications for communication professionals The phenomenon of Cultural Shock Consolidation & the way forward Chinese Dinner:

4 Trans-cultural competence (results of research) Behavioural Effectiveness Inner direction Values Attitude Will Emotional resilience -4-

5 What is Culture? Explicit Culture Implicit Culture -5-

6 Culture is a shared system of meanings and patterns of behavior. It is expressed in the solutions that people have chosen in solving human survival issues. -6-

7 Culture consists of: a side of thought, of ideal, of upward will and aspiration (its philosophy, conception of life and humans); a side of creative self-expression, intelligence and imagination (its art, literature and poetry); a side of practical and outward formulation (its society, politics, behaviors). Together they make up a culture s soul, mind and body. - Sri Aurobindo -7-

8 When cultures meet Culture A Culture B Implicit Culture Explicit Culture -8-

9 How to increase awareness Impact Be aware one s own culture and lenses Suspend one s cultural lens, judgement and opinions Be curious and open to know and learn Step out to one s comfort zone, Proactive effort to explore the unknown, go to other cultures and work with other cultures Be grateful for other s who are different from you Seek feedback Maps that help you make sense of cultures: various models Recognize Increase Awareness Time -9-

10 4-step approach to leveraging cultural differences Impact Respect denotes both a positive feeling of esteem for a person or other entity, and specific actions and conduct representative of that esteem. Respect Appreciate Differences Recognize Increase Awareness Time -10-

11 4-step approach to leveraging cultural differences Impact Realize and Root Implement Reconciling Actions Reconcile Incorporate and transcend Differences Respect Appreciate Differences Recognize Increase Awareness Time -11-

12 Reconciliation The art and process of - turning differences into complementarities; - transforming forces of oppositions and resistance into collaboration; - catalyzing tensions into creative breakthroughs. -12-

13 4-step approach to leveraging cultural differences Impact Reflect Realize and Root Implement Reconciling Actions Reconcile Incorporate and transcend Differences Respect Appreciate Differences Recognize Increase Awareness Time -13-

14 Recent History 1899 The Boxer Rebellion 1912 Qing dynasty collapses, founding of Kuomintang (Nationalist Party) 1921 CCP formed, joined the KMT to fight warlords 1925 Sun Yat Sen passed away 1927 KMT killing CCP members Massacre 1932 Japan invades 1934 the Long March by communists army red army 1937 Sino-Japanese's war starts (Rape of Nanjing) 1945 Japanese surrender KMT bankrupted China war between CCP and KMT 1949 CCP took Beijing, founding People s Republic China

15 Mao Era Mao takes Beijing and declares the foundation of the People s Republic of China. (Nationalist retreat to Taiwan) Land is redistributed to peasants and the economy grows. Korean War Three-anti/five-anti campaigns Hundred Flowers Campaign Anti-Rightist Movement The Great Leap Forward The Cultural Revolution 1976 Mao dies, 1978 beginning of Open Door policy

16 , Era of Reconstruction Economic reform: Deng the architect of a new brand of socialist thinking, "socialist market economy - socialism with Chinese characteristics opened China to foreign investment, the global market, and limited private competition relations with the West improved remarkably The bottom-up approach of the Deng reforms, introduction of planned, centralized management of the macro-economy by technically proficient bureaucrats, abandoning Mao's mass campaign style of economic construction encouraged a significant decentralization of decision making in the rural economy- teams and individual peasant households. At the local level, material incentives, rather than political appeals, were to be used to motivate the labor force, including allowing peasants to earn extra income by selling the produce of their private plots at free market local municipalities and provinces were allowed to invest in industries that they considered most profitable, shifting China's development strategy to an emphasis on light industry and export-led growth. -16-

17 1989 A Rising Power One Country, Two Systems Hong Kong (post 1997) Macau (post 1999) Chinese reunification -17-

18 Chinese business stakeholders with different development stages Government (county, city, province, central government) State-owned enterprises Chinese privately owned business Joint Ventures Wholly foreign owned enterprises Consumers -18-

19 Diversity in China Generation and age Regional Working experience Urban or rural Educational background Family background Gender -19-

20 Chinese Philosophy Chinese philosophy s origins are often traced back to the Yi Jing (the Book of Changes) 672 BCE The Tao Te Ching of Lao Tzu and the Analects of Confucius, both appeared around the 6th century BCE, slightly ahead of early Buddhist philosophy in Northern India and pre-socratic philosophy in Ancient Greece. Neo-Taoism and Buddhism 5 th century BCE Neo-Confucianism was a revived version of old Confucian principles that appeared around the Song Dynasty, with Buddhist, Taoist, and Legalist features. Chinese philosophy had also begun to integrate concepts of Western philosophy in early 20 th century, democracy, republicanism, and industrialism Mao Zedong added Marxism, Leninism, Stalinism, and other communist thought. When the Communist Party of China took over power, previous schools of thought, were denounced as backward After 1978, National Philosophic studies (Guo Xue) are encouraged again

21 Confucianism Five Virtues: 1. Rén ( 仁, Humaneness or Reciprocity) - "Do not do unto others what you would not have them do unto you. 2. Yì ( 義, Righteousness or Justice) 3. Lǐ ( 禮, Propriety or Etiquette) 4. Zhì ( 智, Wisdom or Knowledge) 5. Xìn ( 信, Integrity or Reliability or Trust-worthiness). Eight steps to Perfection: 1. 格物 (Study the nature and essence of things) 2. 致知 (Arrive to true knoweldge/wisdom) 3. 诚意 (Purify intention) 4. 正心 (Attune to one s heart) 5. 修身 (Cultivate personality) 6. 齐家 (Stabilize family) 7. 治国 (Govern the country) 8. 平天下 (Create peace in the world) -21-

22 Taoism Tao: the way, the One, which is natural, spontaneous, eternal, nameless, and indescribable. It is at once the beginning of all things and the way in which all things pursue their course. Te: virtue or power Wu-Wei: non-action or effortless action Zi-Ran: naturalness Yin-Yang: harmony and balance Tian Ren He Yi: One-ness of man and Heaven/World Three Treasures: Compassion, Moderation, and Humility Tai Chi Chinese Medicine Feng Shui -22-

23 Framework to distinguish national cultures Nature of human life Finite Infinite Modes of thinking Analytical - Holistic Relationship to external environment In control in harmony Human relationship arrangement Hierarchical - Equalitarian Individual Group Rule-based Circumstance-based -23-

24 The Car Accident What happens to your friend? Source: Riding the waves of culture -24-

25 What right does your friend have? A. My friend has a definite right as a friend to expect me to testify to the lower figure. C. He has some right as a friend to expect me to testify to the lower figure. C. He has no right as a friend to expect me to testify to the lower figure. Source: Riding the waves of culture -25-

26 Universalism rule-based Friend has no/some right and would not help Source: Riding the waves of culture -26-

27 01/ Universalism vs Particularism Universalism Consistency Rule and fact driven One truth Demand clarity and transparency Structured Particularism Flexibility Relationship driven Many truths It depends At ease with ambiguity -27-

28 01/ How values come to us Positives: Consistency Clarity Reliability versus Universalism (Rules & Systems) Particularism (Exceptions & Relationship) Negatives: Nepotism Chaos Unreliability -28-

29 01/ How values come to us Positives: Flexibility Responsiveness Personal versus Universalism (Rules & Systems) Particularism (Exceptions & Relationship) Negatives: Bureaucracy Rigid Impersonal -29-

30 01/ Respecting and reconcile values Positives: Consistency Clarity Reliability Positives: Flexibility Responsiveness Personal Universalism (Rules & Systems) versus Particularism (Exceptions & Relationship) Negatives: Bureaucracy Rigid Impersonal Unsustainable Negatives: Nepotism Chaos Unreliability -30-

31 Framework to distinguish national cultures Nature of human life Finite Infinite Modes of thinking Analytical - Holistic Relationship to external environment In control in harmony Human relationship arrangement Notions of territory and boundaries Hierarchical - Equalitarian Individual Group Rule-based Circumstance-based Protective - Sharing of physical & psychological space -31-

32 Psychological spaces: Specific versus Diffuse PUBLIC PRIVATE -32-

33 Specific Culture PUBLIC PUBLIC Specific Relationship -33-

34 Diffuse Culture PUBLIC PRIVATE -34-

35 Relationship in diffuse cultures PRIVATE PRIVATE Diffuse Relationship -35-

36 Meeting between Diffuse versus Specific PUBLIC PRIVATE PRIVATE Danger Zone -36-

37 04/ Relating to people and problem-solving Specific Segment various aspects of life Analyze situation separately Analytical, to the point & efficient Specific involvement of relationship Action orientation Direct in communication & feedback communication Diffuse Connect various aspects of life Holistic view Tactful, ambiguous Extensive involvement of relationship Reflection and analysis orientation Indirect style in communicating Face-to-face and phone communication -37-

38 Framework to distinguish national cultures Nature of human life Finite Infinite Modes of thinking Analytical - Holistic Relationship to external environment In control in harmony Human relationship arrangement Notions of territory and boundaries Hierarchical - Equalitarian Individual Group Rule-based Circumstance-based Protective - Sharing of physical & psychological space Communication patterns High context - Low context Affective Neutral -38-

39 High and Low Context: Communication Information Implicitly Contained Italian English French North American Scandinavian Swiss German Dutch Australia LOW context cultures HIGH context cultures Japanese Chinese India Latin America Africa Information Explicitly Conveyed -39-

40 High and Low Context: Communication by function HIGH context cultures HR Information Implicitly Contained Sales & Marketing General Management Legal Technical R&D IT Engineering Finance Information Explicitly Conveyed LOW context cultures -40-

41 Implications 1. Approaching work 2. Communication style, the art of saying no 3. Meeting 4. Decision making 5. Management 6. Feedback 7. Retention and recruiting 8. Promotion and career development 9. Negotiation -41-

42 Framework to distinguish national cultures Nature of human life Finite Infinite Modes of thinking Analytical - Holistic Relationship to external environment In control in harmony Human relationship arrangement Notions of territory and boundaries Hierarchical - Equalitarian Individual Group Rule-based Circumstance-based Protective - Sharing of physical & psychological space Communication patterns High context - Low context Affective Neutral Time orientation Scarcity - Plentiful Sequential - Synchronic Past Present - Future -42-

43 Distinctions on culture 1. National culture Region Sub-group Ethnic culture 2. Organizational culture Intuitional Discipline and functional Industrial Public vs private sector Stages of development 3. Culture of human beings Gender, age, etc Development phase Human nature and inheritance Human potentials, innate values, aspirations -43-

44 Vicious and Virtuous Circles Perspective B Perspectives B -44-

45 Accomplishments and the way forward What is the most important new thing you will do differently in order to be more effective in your work abroad and/or work with Chinese? How this team can support you and each other? What are possible new practices you can develop or adjust within your communication department in your way of working with Chinese and other internal clients based on insight of today s workshop? -45-

46 The success of an intervention depends on the interior condition of the intervenor. William O Brien, former CEO of the Hanover Insurance Company -46-

47 Reading reference: - Building Cross-Cultural Competence by Hampden-Turner & Trompenaars - A Brief History Chinese Philosophy by Yulan Fung - Deng Xiao Ping & Transformation of China by Ezra Vogel - History of Modern China The Fall and Rise of a Great Power by Jonathan Fenby - Human Cycle Ideal of Human Unity by Sri Aurobindo - Foundations of Indian Culture by Sri Aurobindo -47-

48 Thank you! To download materials: Go to Clients Area September: password INOVATION0909 Contact detail for further questions and inquiries: Phone: