1. GLOBAL COMMUNICATIO N SKILLS TERI TOSSPON UNO IPD MEETING 11 Agenda:  Cultural Dimensions  Decision Making  Time Orientation  Real World Applications: Role Play

2. REVIEW How is culture like a coffee filter? Do you prefer low-context communication or high? Why? What is power distance? Are you used to low or high power distance? Do you consider yourself a collectivist or an individualist? Why?

3. CAR ACCIDENT You are riding in a car driven by a close friend. He hits a pedestrian. You know he was going at least 35 miles per hour in an area of the city where the maximum allowed speed is 20 miles per hour. There are no witnesses. His lawyer says that if you testify under oath that he was only driving 20 miles per hour it may save him from serious consequences. Question 1: Does your friend expect you to protect him? a. Yes, definitely! He has a right to expect that of me. b. Yes, he has some right to expect that of me. c. No, definitely not. He has no right to expect that of me. Write your answer. 1a, 1b, or 1c. Question 2: In light of the obligations of a witness vs. the obligations to your friend, would you: a. Testify that he was only going 20. b. Testify that he was going 35. c. Testify that you were distracted and did not see his speed. Write your answer. 2a, 2b, or 2c

4. WHAT IS “RIGHT”? We all value the truth. America and Venezuela are on opposite ends. Korea and Venezuela are similar. An American would say, “You can’t trust those Venezuelans… they would lie to protect a friend!” But the Venezuelans would say, “You can’t trust those Americans… they wouldn’t even help a friend!” Where are these answers coming from?? What’s below the iceberg water line? The UNIVERSAL/PARTICULAR dimension of culture

5. UNIVERSAL VS PARTICULAR USA Mrs T Particular Decisions are based on the particular details of the situation and people involved. They believe rules should be interpreted in context. Particular Decisions are based on the particular details of the situation and people involved. They believe rules should be interpreted in context. Universal Decisions are based on universal rules that are the same for everyone, in all situations. They believe exceptions to rules lead to corruption. Universal Decisions are based on universal rules that are the same for everyone, in all situations. They believe exceptions to rules lead to corruption.

6. UNIVERSAL VS PARTICULAR

7. UNIVERSAL VS PARTICULAR HOW DO WE MAKE DECISIONS? Which words go under which side? Which are positive? Negative? Where on the spectrum do you think your culture is? Where is your company’s culture? Personally, where do YOU feel most comfortable?

8. Universal vs Particular Important questions How do we make decisions? What is more important – rules or relationships? DimensionUniversalParticular ExplanationDecisions are based on rules that are the same for everyone, in all situations. They believe exceptions to the rules leads to corruption Decisions are based on the particular details of the situation and people involved. They believe rules should be interpreted in context. Positive Code Words Principled, ethical, moral, fair, just, honest Loyal, flexible, nuanced, concerned, discerning Negative Code Words Rigid, naïve, harsh, inflexible, dogmatic, legalistic, disloyal Indulgent, biased, nepotistic, corrupt, unpredictable Strong countries USA, Canada, UK, Australia, Germany, Switzerland, Norway, Sweden, Denmark, Finland Russia, China, South Korea, Saudi Arabia, Venezuela, Latin America, Italy, Spain, France. Expect focus on business and “getting work done” (don’t’ see it as rude). Keep promises and be consistent Explain decisions using an objective process Contracts are final and VERY important; expect to work with a legal team. Avoid flashy gifts or showing favoritism. Expect focus on business and “getting work done” (don’t’ see it as rude). Keep promises and be consistent Explain decisions using an objective process Contracts are final and VERY important; expect to work with a legal team. Avoid flashy gifts or showing favoritism. Expect to invest time on building personal relationships (don’t see it as “just” small talk) Demonstrate flexibility and loyalty when things change Understand your partners’ needs and consider them in decisions Contracts are a guideline; lawyers imply a weak working relationship If a rule is very important, make sure it is very clearly discussed and understood. Expect to invest time on building personal relationships (don’t see it as “just” small talk) Demonstrate flexibility and loyalty when things change Understand your partners’ needs and consider them in decisions Contracts are a guideline; lawyers imply a weak working relationship If a rule is very important, make sure it is very clearly discussed and understood. Examples: Who has the final word… the company’s global policy or the experienced local manager? Are rewards and promotions based on performance system or supervisor’s discretion? Is a contract necessary for an agreement? Is a lawyer necessary for a contract? Is it okay to give gifts to a business partner or client? Is it okay to hire a friend or family member? If your friend had made a lot of mistakes that could get him fired, and his boss asked you, what would you say? Examples: Who has the final word… the company’s global policy or the experienced local manager? Are rewards and promotions based on performance system or supervisor’s discretion? Is a contract necessary for an agreement? Is a lawyer necessary for a contract? Is it okay to give gifts to a business partner or client? Is it okay to hire a friend or family member? If your friend had made a lot of mistakes that could get him fired, and his boss asked you, what would you say?

9. REAL WORLD APPLICATIONS Is it okay to hire your friend or family member? (U: no, P: yes, because you trust him) Are rewards and promotions based on strict performance system or supervisor’s discretion? (U: system, to be fair, P: discretion, because of personal insight) Is a contract necessary for an agreement? Is a lawyer necessary for a contract? (U: yes, because trust comes from clear rules, P: no, because trust comes from relationship) Is it okay to give gifts to a business partner or client? (U: no, can influence decisions, P: yes, to invest in relationship) If your friend had made a lot of mistakes that could get him fired, and his boss asked you, what would you say? (U: truth, P: your friend’s best qualities) Who has the final word… the company’s global policy or the experienced local manager? (U: global because it’s even and fair, P: because the facts on the ground must influence decisions)

10. HOW TO ADJUST? PLEASE WRITE ON THE BOARD, HOW DO YOU THINK YOU COULD ADAPT... From a Particular to Universal Expect focus on business and “getting work done” (don’t see it as rude) Keep promises and be consistent Explain decisions using an objective process Contracts are final and very important; expect to work with a legal team Avoid flashy gifts or showing favoritism From Universal to a Particular Expect to invest time on building personal relationships (don’t see it as “just” small talk) Demonstrate flexibility and loyalty when things change Understand your partners’ needs and consider them in decisions Contracts are a guideline; lawyers imply a weak working relationship If a rule is very important, make sure it is very clearly discussed and understood

11. CAR ACCIDENT “SOLUTION”

12. TIME "I had to enter late for my first design meeting in Milan, Italy - my colleagues were aware of this and told me to drop in wherever I arrived. As I walked closer to the meeting room, I heard raised voices all talking over each other. I peeked in to see if I had the right meeting, and I saw what "Polychronic" really means. Some of the men were pacing the floor with cigarettes hanging out of their mouths, others were scribbling on the whiteboards and making wild gestures; they were talking over each other in multiple conversations in English and Italian at the same time; all the while espresso was percolating and being passed around. Finally someone noticed me, handed me a marker; pointed at the whiteboard and said, "Well, what are you waiting for? What do you think?!"

13. SCHEDULING: TIME USA Mrs T Flexible time People see the past, present, and future as interwoven periods. They often work on several projects at once view plans and commitments as flexible. Are highly distractible Are committed to people Borrow and lend things often Tend to build lifetime relationships Flexible time People see the past, present, and future as interwoven periods. They often work on several projects at once view plans and commitments as flexible. Are highly distractible Are committed to people Borrow and lend things often Tend to build lifetime relationships Linear Time People like events to happen in order. High value on punctuality, planning (and sticking to your plans), and staying on schedule. “Time is money," and people don't appreciate it when their schedule is thrown off. Are committed to the job Do one thing at a time Are accustomed to short-term relationships Linear Time People like events to happen in order. High value on punctuality, planning (and sticking to your plans), and staying on schedule. “Time is money," and people don't appreciate it when their schedule is thrown off. Are committed to the job Do one thing at a time Are accustomed to short-term relationships

14. POLYCHRONIC VS MONOCHRONIC TIME UK, Germany, US China, Argentina, Mexico

15. TERMS: HOW TO WE VIEW TIME Definitions: Which words go on which side? Which are positive? Negative? How do you view the other side? How do you think the other side views YOU? How will this impact your future career?

16. HOW TO ADJUST? PLEASE WRITE ON THE BOARD, HOW DO YOU THINK YOU COULD ADAPT... From Polychronic to Monochronic Focus on one activity or project at a time. Be punctual. Keep to deadlines. Set clear deadlines. From Monochronic to Polychronic Be flexible in how you approach work. Allow people to be flexible on tasks and projects, where possible. Highlight the importance of punctuality and deadlines if these are key to meeting objectives.

17. ROLE PLAY You are supervisors in an IT office. There is an employee in your department who is always late. That is not the only problem. When you ask him a question in a meeting, he goes on and on and on and makes the rest of the meeting wait and wait. He loses track of the time he is taking up on his issue. Develop a plan to help this employee.

18. INTERNAL V EXTERNAL CONTROL A.What happens to me is my own doing. Or B.Sometimes I feel that I do not have enough control over the directions my life is taking.

19. INTERNAL VS EXTERNAL CONTROL

20. HOW TO ADJUST? To an Internal Allow people to develop their skills and take control of their learning. Set clear objectives that people agree with. Be open about conflict and disagreement, and allow people to engage in constructive conflict. Playing “hard ball” is legitimate to test the resilience of an opponent It is most important to “win” your objective Win some, lose some To an External Provide people with the right resources to do their jobs effectively. Give people direction and regular feedback, so that they know how their actions are affecting their environment. Reassure people that they're doing a good job. Manage conflict quickly and quietly. Do whatever you can to boost people's confidence. Balance negative and positive feedback. Encourage people to take responsibility for their work. Softness, persistence, politeness and long, long patience will get rewards It is more important to maintain your relationship than it is to “win” Win together, lose alone.

21. LISTENING TO YOUR INTERVIEWS Interview! How many questions were open-ended? How many questions were “follow-up” questions? Did the interviewer ask multiple “follow-up” questions to get to the heart of a matter? Did the information become detailed or stay superficial? What other points could have been followed up? Think about question types

22. NEXT WEEK Monday Student-led meetings: 10 minutes each. Please email me your agenda Self Evaluations Prizes! Weds American Games Pictionary Apples-to-Apples Idioms 5 Questions