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James Wilkinson Nicolas Sola Thames Valley University, London Developing Intercultural Competence Education in a Changing Environment Conference, Salford.

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Presentation on theme: "James Wilkinson Nicolas Sola Thames Valley University, London Developing Intercultural Competence Education in a Changing Environment Conference, Salford."— Presentation transcript:

1 James Wilkinson Nicolas Sola Thames Valley University, London Developing Intercultural Competence Education in a Changing Environment Conference, Salford 12-14 September, 2007

2

3 3. IICEE Project Partnership

4 4. Project Outputs 3 Learning Units Module Guide Research Website: http://iicee.tvu.ac.uk

5 5. Defining Intercultural Competence: some apparent contradictions Goal Scope Application Underpinning conceptions of culture

6 Coherence versus Cohesion Rathje (2007)

7 Coherence versus cohesion-based view of intercultural interaction Rathje (2007)

8 Rathje’s (2007)“Tentative definition of intercultural competence” “ Foundation: understanding culture as existing within human groups, characterized by cohesion due to familiarity with inherent differences. Scope: intercultural competence can be defined as a culture-generic skill. Application: relevant in interactions between individuals from different human groups experiencing foreignness …. Goal: that leads to culture production by creating familiarity and thus cohesion among the involved individuals allowing them to pursue their interaction goals.” (Rathje 2007: 13) Thus, IICEE can be seen as equipping individuals with practical knowledge and skills which allow them to pursue their interaction goals

9 Developing three types of learning: cognitive affective conative

10 Integrating theory and practice 1.Interpersonal and intercultural communication teamwork and presentation skills 2.Creative problem solving strategies 3.Cross-cultural project management and team facilitation

11 Atmosphere for Creativity* Threatening controversial neutral cooperative supportive A T M O S P H E R E E N for E individual R and G team Y Energy required for emotional survival Energy available for task and success *adapted from: Ceserani and Greatwood, 1996

12 6. Project Working Methods The IICEE project is itself a case study in interpersonal and intercultural teamwork creative problem solving cross-cultural project management

13 Intercultural and Interpersonal Communication, Teamwork & Presentation Skills Assignment 1 Group Project (weeks 1-10) Presentation and Written Report Cross-cultural Project Management and Team Facilitation Creative Problem Solving Strategies IICEE at Thames Valley University (2006-2007)

14 Assignment 2 Critical Evaluation (weeks 11-15) Individual Report Reflection on international / intercultural aspects of project management, based on Experience of multicultural project teamwork Critical evaluation of relevant literature

15 Intercultural and Interpersonal Communication, Teamwork & Presentation Skills Assignment 1 Group Project Weeks 1-12 Presentation and Written Report Cross-cultural Project Management and Team Facilitation Creative Problem Solving Strategies Next year… Assignment 2 Weeks 1 – 15 Reflection on interpersonal / intercultural aspects of project management, based on : Experience of multicultural project work Critical evaluation of relevant literature Individual Report

16 The Student Experience “In professional life, it is not important to know a lot about the people you work with” “In order to work effectively in a team, I need to know the other team members well” “Silence does not necessarily mean ‘Yes’ ”

17 Dissemination Activities Nice Network: Nice, Tralee, Sopot, Gijon, Ljubjlana, Heilbronn International Association Conferences: CECIOS - Kaunas EAIE – Krakow, Basel, Trondheim; IATIS – Cape Town; SPACE – Edinburgh; Cyprus IALIC – Passau ECE - Salford

18 The need for an open approach “ to provide frames of reference, to give analytical tools to explore in-depth trade- offs among short and long term alternative decisions, to involve individual managers in assessing their own values and paradigms in order to be more lucid and responsible in their own choices.” (De Bettignies, cited by Schneider and Barsoux 2003: 258).

19 In Conclusion “Through this module, I have met lots of different people from different country who even have not traditional personalities that people assume they should have. I have really learned and experienced intercultural communication. They are all so unforgettable, which help me to have knowledge and experience to deal with different people with different culture in future.” (MA in Tourism Management student, TVU)

20 Contact Details Project Coordinator: James.Wilkinson@tvu.ac.uk Learning Unit Coordinators: LU 1 Interpersonal and intercultural communication: crisvaldes@telecable.es LU 1 Creative Problem Solving: u.liebsch@-online.de LU 3 Cross-cultural Project Management: seidenspinner@fh-heilbronn.de

21 References Ceserani, J. and Greatwood, P. (1996) Innovation and Creativity. London: Kogan Page Rathje, S. (2004) Corporate Cohesion – Handlungsansatz zur Gestaltung interkultureller Unternehmenskultur, in Bolten, J. (Ed) Interkulturelles Handeln in der Wirtschaft – Positionen, Modelle, Perspektiven, Projekte, Sternenfels 2004 (Wissenschaft & Praxis): 112-124 Rathje, S. (2007) Intercultural Competence – Status and Future of a Controversial Concept, Retrieved 15 th May 2007 from http://www2.uni- jena.de/philosophie/iwk/publikationen/intercultural_competence_rathje.pdf: 13http://www2.uni- jena.de/philosophie/iwk/publikationen/intercultural_competence_rathje.pdf Schneider, S. and Barsoux, J. (2003). Managing across cultures, Harlow: Financial Times Prentice Hall: 258


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