1. May 4-8, 2015 Presented by OPM in honor of your dedication to your country Leadership through the Lens of Culture Steve Whearty, Faculty Federal Executive Institute May 7, 2015 1:00 PM EST

2. What we’ll discuss How do we define “culture”? What is cross-cultural competence? Why is it important for today’s leader? How can I develop cross-cultural competence?

3. Norms Participate fully! Polls and chat Keep an open mind Active learning through sharing of perspectives in chat

4. What is culture? “The shared system of symbols, beliefs, assumptions, attitudes, values, expectations and norms for behavior of a given society, passed down from one generation to the next through learning and experience.” -Edward Hall Hall: Beyond Culture, Anchor Books, 1989.

5. Cross-cultural competence “appropriate and effective management of interaction between people who, to some degree or another, represent different or divergent affective, cognitive or behavior orientations to the world.” -Handbook of Intercultural Competence

6. Did You Know? Which Federal Dept/Agency played a key role in the evolution of cultural competence training? A. Department of Agriculture B. Department of the Navy C. Census Bureau D. Department of Commerce

7. Cultural Pluralism “The overall trend is clearly towards greater racial, ethnic, religious and cultural diversity in both the general population and the workforce.” -Inc. com

8. Culture within Context Generational Organizational Societal Cultural Core personality Beware of Stereotyping!

9. Components of Culture Hofstede ◦Individualism vs. Collectivism ◦Power Distance ◦Time Orientation ◦Uncertainty Avoidance Hofstede: Cultures and Organizations. McGraw Hill, 2010.

10. Individualism vs. Collectivism IndividualismCollectivism Speaking one’s mind is highly valued Hiring, promotion based on skills, rules Employer/employee relationship contractual Task prevails over relationship Leaders encouraged to give, receive honest feedback Harmony and consensus are goals Hiring, promotion consider candidate’s “group identity” Employer/employee relationship familial Relationship prevails over task Direct appraisal of others spoils harmony Hofstede: Cultures and Organizations. McGraw Hill, 2010.

11. Which country is the most “Individualist”? A. South Korea B. Canada C. United States D. Kenya

12. How can it show up at work? “Whenever there is conflict on the team, Robert seems to nod his head in agreement with everyone. It’s very frustrating, and I wish he would share his opinion.” Collectivism Individualism U.S. “Norm” MeRobert

13. Time Orientation Short-term OrientationLong-term Orientation Work values include achievement and thinking for oneself Efforts should produce quick results Importance of this year’s profits Work values include learning, accountability and self-discipline Perseverance towards slow results Importance of profits 10 years from now Hofstede: Cultures and Organizations. McGraw Hill, 2010.

14. Which Country Ranks #1 for Short-Term Time Orientation? A. Japan B. United States C. Australia D. Mexico

15. How can it show up at work? “My deputy Marie seems ready to give up on my change initiative. I have tried to explain to her that we must be patient to see improvements in efficiency over more than a month or two, but I feel like she isn’t hearing me.” Short-Term Long-Term U.S. “Norm” MeMarie

16. Power Distance Low Power DistanceHigh Power Distance Parents treat children as equals Fewer supervisors, more decentralization Subordinates expect to be consulted All should have equal rights Parents teach children obedience More complex supervisory structure, centralization of authority Subordinates expect to be told what to do The powerful should have privileges Hofstede: Cultures and Organizations. McGraw Hill, 2010.

17. Which country has the Lowest Power Distance? A. France B. United States C. United Kingdom D. Morocco

18. How can it show up at work? “ I don’t know why Joseph doesn’t seem to take any initiative. I try to create a workplace where my direct reports can be creative and bring me ideas, but he seems content for me to just tell him what to do. Maybe he just doesn’t like the work.” Low Power Distance High Power Distance U.S. “Norm” MeJoseph

19. Uncertainty Avoidance (UA) Strong UAWeak UA People change jobs infrequently Need for precision and formalization Belief in experts and technical solutions Top managers are concerned with daily ops People change jobs more frequently Higher tolerance for ambiguity and chaos Belief in generalists and common sense Top managers are concerned with strategy Hofstede: Cultures and Organizations. McGraw Hill, 2010.

20. How can it show up at work? “Every time I tell my team about new initiatives that our front office wants us to implement, I get similar responses from Alice – ‘it won’t work’ or ‘that’s ridiculous, what are they thinking?’ I admit that not every idea is a great one, but why can’t she keep an open mind?” Low Uncertainty Avoidance High Uncertainty Avoidance U.S. “Norm” MeAlice

21. Culture Competence for Leaders Don’t assume similar values, opinions, actions Recognize culture as part of the complex whole person Remain open and curious Do assume positive intent Practice self-management

22. Contact Info Steve Whearty Stephen.Whearty@opm.gov 434-980-6272 Leadership.opm.gov