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Copy of Copy of tip of the iceberg template (3D)

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tom spiers

on 4 December 2013

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Transcript of Copy of Copy of tip of the iceberg template (3D)


Consultants
Pierre Antoine Hardouin
Campbell Young
Tom Spiers
Berend Kistemaker
What is IBC ?
GLOBE study - Culture
Business
'Culture mainly brings compromise between ethics and expediency.' (Marshall R. Singer, 1998)
Communication
Learning Outcomes
Cultural complexity

Evaluate your own culture

Understanding North American Market

Extracted learnings case-study

Tools for success
‘Non-verbal is multilayard, multidimensial and analogic’. (Gudykunst et al, 1988)
Know your own culture
Egalitarian

Consensus

Direct

Punctual

Reserved
‘How we perceive others is maybe as important to successful intercultural communication as getting to know our own perception'. (Marshall M. Singer, 1998)

'United States Market'
Ethnicities

Achievement

Exaggarated / overwhelming

Legal awareness

Short-term relationship
“Remember, remember always, that all of us, and you and I especially, are descended from immigrants and revolutionists.” (Roosevelt, 1938)

'Canadian Market'
Separate

Franco- and Anglophones

Short term relationships

Moderately more indirect

Etiquettes

Titles
'Mexican Market'
Low pace

Time

Long term relationship

Indirect language

Status
‘Small talk is an essential part of building and cementing a relationship.’ (Carte and Fox, 2004)

Evaluate Case Study
‘In the international arena, it is how you handle the client above all else that can make or break a deal’ (Carte and Fox, 2004)

Summarised
Strategy- and adaptation steps
Pick Strategy

Describe / Analyse

Interpretation

Evaluate

Pick Strategy
'The hypothesis should always be tested and modified after direct interaction with the group in question' (Moore and Woodrow,1998)

Transactional culture
'Assume our perceptions of reality are correct, until proven otherwise'. (Marshall J. Singer, 1998)

Analytical Tools
Generalisations can be useful, however try not to stereotype.

Adaptation-Steps

D.I.E. – Method

More generally:
Keep open mind
Think about the other perspective
Open questions
Listen carefully to answers
Ask closed question to check


'For purposes of analysis, culture may be examined at four levels: Behaviour, values, assumptions and generalised cultural forms'. (Milton J. Bennet,1998)
Learning Outcomes
Cultural understanding is not universal

Try to understand your own culture first

North American markets differ significantly

Choose a strategy and adapt by asking questions

Use given tools to analyse

'Experience tells you what to do; confidence allows you to do it' (Smith,1972)

Bennett, Milton J., (1986). "A developmental approach to training for intercultural sensitivity", International Journal of Intercultural Relations 10 (2), 179-196, Elsevier

Carte, P. & Fox, C. (2008). Bridging the Culture Gap: A Practical Guide to International Business Communication. London: Kogan Page.

Gudykunst, W. B. & Ting-Toomey, S. & Chua, E. (1998). Culture and Interpersonal Communication. London: Sage.

Hall, E. T. (1976). Beyond culture. New York : Doubleday.

Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Newbury Park, CA: Sage.

Hofstede, G. (2013). National Culture, Countries. Available: http://geert-hofstede.com/. Last accessed: 28th Nov 2013.

Holliday, A. (1999). Small cultures. Applied Linguistics, 20(2), 237-264

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Leadership, Culture, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.

Moore, C and Woodrow P. (1998). Mapping Cultures-Strategies For Effective Intercultural Negotiations. Track Two . 7 (1).

Singer, M,R (1998). Perception & Identity in Intercultural Communication. USA: Intercultural Press Inc.

Trompenaars, H. (1997). Riding the Waves of Culture: Understanding Cultural Diversity in Business. London : Nicholas Brealey Publishing.

Varner, I. (2000). The Theoretical Foundation for Intercultural Business Communication: A conceptual Model . Journal of Business Communication . 37 (2000), 39-55.



References
Adapted from (Varner,2000)
Retrieved from (Adair W. ,1998)
(J.L. Graham,1985)
(Adapted from Gudykunst et al, 1988)
Data retreived: Geert-hofstede.com
Data retreived: Geert-hofstede.com
Data retreived: Geert-hofstede.com
From: Bordeaux, France.

Graduated in Cross Cultural Management, UK

Experience:

Bordeaux, France - Gibson Guitars US

Courchevel, France - Int. Customer Intendent
From: Amsterdam, the Netherlands

Graduate, Civil Engineering, Netherlands

Experience:

Monrovia, Liberia - Heineken

Mexico-City, Mexico - Micro-Financing


From: Amsterdam, the Netherlands

Graduate in Bus. Admin, Netherlands

Experience:

Utrecht, Netherlands - PepsiCo Western Europe (US)

Amsterdam, Netherlands - Suitsupply Int. Headquarters
From: Dumfries, Scotland

Graduated in Economics, Scotland

Experience:

Sweden, the US, India, Ireland, Scotland, Iceland, Australia and New Zealand - 'SMEs and MNCs'.


Adapted from (House et al, 2004)
Retrieved from (Moore and Woodrow,1998)
Adapted from (Marshall J.Singer,1998)
& (Bell,1992)
Culture
'We are not controlled by culture but rather see through it.' (Hall,1976)


'Culture refers to the cohesive thinking and behaviour emerging from a group of people'. (Holiday,1999)
People

Place

Pace
Description Case Study
' I think selling techniques are basically the same in every country, except there are different cultures that have different methods negotiating.' (George Ross,1996)
People

Place

Pace

Interpretors, lawyers, techies
5-star hotel
Deadlines, timetables, agendas
Interpretation Case Study
People

Place

Pace
In control, status, patronizing
High value in written word, display cold hard facts
Time is money
Description Case Study
People
Pace
No time to build relationship
Place

Lack of trust, lack of respect
Arrogance, lack of trust
Swedish Approach
People
Senior Spanish speaking employees
CEO
Pace
No time dictation
Allow Mexicans to set pace
Place
Flexible
'Communication with business people to and from North America'
REMEMBER TO STEP BACK, TAKE ONE MOMENT
REMEBER TO STEP BACK, TAKE ONE MOMENT
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