Developing the Intercultural Competence of Global Leader - Colloquium Workshop at the Padjajaran University, Indonesia. Global Leader - a working definition, understanding the concept of intercultural competence, best practices in the development of intercultural competence

1. Developing the Intercultural Competence
of Global Leader Colloquium Workshop, Faculty of Psychology
University of Padjajaran, Bandung
August 6th, 2010
by Prof. Dr. Hora Tjitra & Daisy Zheng

2. Excellence through Culture, Talent and Change
Index
1 Global Leader - A Working Definition 3
2 Understanding Intercultural Competence 6
3 Developing Intercultural Competence of Top Leaders 10
4 German-Chinese International Employability Program 15
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3. Global Leader
- working definition -
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4. Excellence through Culture, Talent and Change
Who are the “global leader” - a working definition
Global Leader / National Leader /
International Manager Local Manager
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5. Excellence through Culture, Talent and Change
Global Leaders have High-Needs on Intercultural Competence
Who are the stakeholders of the organization? What are the impacts of their decision?
Superior / Boss
Power
External Partners Influences Internal Partners
Impact
Team members / Employees
Global Leader ≠ World-Class Leader
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6. Understanding
Intercultural Competence
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7. Excellence through Culture, Talent and Change
Intercultural Competence and Sensitivity
“To be effective in another culture, people must be interested in other cultures, be sensitive enough to notice cultural differences, and
then also be willing to modify their behavior as an indication of respect for the people of other cultures ” (Bhawuk and Brislin, 1992)
Intercultural Competence
Technical Intercultural
knowledge & skill Communication
Intercultural
Sensitivity Competence
Motivation
Cultural empathy Language skill
Stress tolerance Respect for Awareness of
differences communication
symbols
Self Control Verbal & non verbal
expressions
Harmony preservation Attribution process of
information
Literature review
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8. Excellence through Culture, Talent and Change
Intercultural Competence and Sensitivity (Tjitra, 2000)
How What
Intercultural
Recognise Knowledge
Intercultural Intercultural
Accept Synergy Integration Action Understanding
Adapt Intercultural
Feeling
Cultural Difference Intercultural Situations
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9. Excellence through Culture, Talent and Change
Development of Intercultural Competence
“I feel at home wherever I go cause I
know how the things going there.”
Integration
“I feel like being a member of the culture!”
Adaptation
“The more cultures I know, the
better I can make combination.” Acceptance Ethnorelative
Trivialize “In principle all human beings are the same:
Ethnocentric
all of them must eat, drink and sleep.”
Defense “Why do the people talk and behave so
differently like I do?”
Ignorance
“Munich is nothing different than Bangalore.“
(Bennet, 1993; 2004)
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10. Developing
Intercultural Competence
of Top Leaders
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11. Excellence through Culture, Talent and Change
International Assignment Circle
Internal marketing to motivate employee for
international assignment
Marketing Selec- Developing expatriate-profiles and
tion conducting selection
Reinte- Preparation of the expatriates and their
gration families (e.g. cultural awareness training...)
Prepa-
ration
Conceptualization of an escorting system
Escorting during the assignment (e.g. Coaching,
Mentoring ... )
Return planing and reintegration seminar
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12. Excellence through Culture, Talent and Change
Definition and Purpose of CCT
al
elop
son
s
rper
Cross-Cultural
Dev
skill
Training
inte
An educative process Improve an
focused on promoting expatriate’s
intercultural learning probability of
through the acquisition -
Develop self
success on
of behavioral, cognitive, the foreign
maintenance
and affective assignment
skills
competencies required
D me itiv ies
ev ta e
for effective interactions
el -
co rat
across diverse cultures.
op
st
gn eg
(Landis & Brislin, 1996;
Morris & Robie, 2001).
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13. Excellence through Culture, Talent and Change
Cross-Cultural Coaching - Fit for China (18 hrs coaching)
• Individualized Assessment and Coaching approach:
... a one-on-one development process formally contracted between a coach and a management-level client to
help achieve goals related to professional development and/or business performance (Valerio & Lee, 2005).
Biography & around 9 months
Personality
Behavioral Coaching Behavioral Coaching
Short Lecture Coaching discussion
Feedback & Intercultural
Development Plan Overview on China Critical Incidents Competence
In-Depth • Coaching feedback on the • Facts and Figures about • Coaching discussion on • Observation on the real
Profiling assessment China case studies and critical culture encounter
incidents in different situations, e.g. meeting or
Interview • Coaching on the creating • Short history and recent management areas in China daily interaction in the
development plan development of China and APAC. office and/or private
• 90 min in-depth interview • Business and management • Coaching discussion on • Coaching feedback on the
2*45 min interviews with practices in China & APAC personal experiences in observed situations.
superiors China and APAC in the first
90 min feedback • Recent cross-cultural
month • 4 * 90 min either f2f
90 min development plan studies on Chinese or phone or email
consumer behaviors
Interviews • 4 * 90 min either f2f
or phone or email
w. Superiors • 3 hours classroom
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14. Excellence through Culture, Talent and Change
Global MBA / EMBA Program
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15. Excellence through Culture, Talent and Change
An International Management / Leadership Program
Utilization & Optimization
Individual & Team Development
Knowledge
Team Coaching
Flash analysis & Material development
Assessment
& Profiling
Individual Coaching
Nine-months Action & Web-based Learning
Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr.
Acquisition & Possession
Multiple Modules Classroom Learning & Benchmarking Study
Knowledge
Creating Action Managing Developing Leading
Creating Benchmark Final Presentation
aspirational Learning social network & Corporate Strategy & transformation &
asp. org. (2) Study & Graduation
organization (1) Kick-Off enterprise knowledge Technology Innovation diversity workforce
- Event 1 - - Event 2 - - Event 3 - - Event 4 - - Event 5 -
3 Days in Singapore 3 Days in Germany 4 Days in Switzerland 4 Days in China 1 Day in Indonesia
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16. Developing
Intercultural Competence
of Young Professionals
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17. Excellence through Culture, Talent and Change
International Employability
Rapid and large-scale globalization increases the number of global customers and labors
More and more MNCs established oversea R&D centers and call for talents from different countries
Competency of cross-cultural communication and cooperation becomes more and more important
when language is not the barrier any more
Critical challenges for young professionals’ future development
in international working environment:
• Talents are under intense pressure to be competent and effective to meet
with global customer needs and to manage sophisticated global team
cooperation and business cases.
• Demand of employees who could work in international working environment
and cooperate with the team members with different cultural background
becomes bigger and bigger.
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18. Excellence through Culture, Talent and Change
International Employability: German-Chinese Culture Program
Program background:
• An applied research and learning program, collaboration project between RheinAhr Campus of
FH Koblenz (Germany) with the School of Psychology, Zhejiang University (China).
• The program is funded by the BMBF as part of the German-Chinese Scientific Year Program.
Main objectives of the program:
• Getting to know the culture-specific conditions of studying and working in China and Germany.
• Defining central competencies necessary for German and Chinese employees to be successful
in the foreign job market.
• Defining central competencies necessary for German and Chinese students in the foreign
science context.
• Developing cultural sensitive assessment procedures.
• Designing intercultural media for assessment and learning.
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19. Excellence through Culture, Talent and Change
Participants
Ten young professionals from RheinAhr, Germany and
ten young professionals from Zhejiang University, China
participated in the program.
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20. Excellence through Culture, Talent and Change
Program Overview
One month One month
Classroom Learning
• Cross-cultural communication and management
• Intercultural competency and sensitivity
• Applied I/O psychology in international environment
Social Learning 2.0
• Knowledge search, screening and acquisition on internet
• Experience sharing and group cooperation via web 2.0 tools
Action Learning
• Work in Chinese-German multicultural team
• Tasks focused on I/O psychology application in international environment
Culture Experience
• Ten days in China & Ten days in Germany to explore Chinese and
German culture and lifestyles
Best Practice Discussion
• Company visit in order to learn from the real-world
• Round table discussion with senior professionals
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21. Excellence through Culture, Talent and Change
Knowledge Acquisition through Classroom Learning
• Conflict management across cultures
• International study and
management research
• Working in multicultural
environment
• Intercultural competencies in German-Chinese cooperation
• Intercultural assessment and training for German-Chinese cooperation
• How to apply the assessment center technique in MNCs
• Human capital in German-Chinese cooperation
• Effective communication across cultures
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22. Excellence through Culture, Talent and Change
Action Learning: Chinese-German Group Work
nd Developm
ed Learning a ent of Int
Video-bas ssment Assessm ercultura
ent Tools l
Asse
on
Best Pra
ctices in ural Impressi
Recruitm Intercult gement
ent Mana
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23. Excellence through Culture, Talent and Change
Social Learning through Web 2.0 Platform
Program website:
information release, program agenda update, tips sharing, etc.
Online discussion forum via web 2.0 platform:
Chinese-German group work communication, result report,
experience, reflection and feedback sharing, etc.
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24. Excellence through Culture, Talent and Change
Exploring Culture and Lifestyles
Exploring Chinese culture
Living in German culture
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25. Excellence through Culture, Talent and Change
Learning from the Real World: Company Visit & Discussion
SAP Labs, China BMW, Germany
SAP AG, Germany
(round table discussion with
BOSCH, China former VP of SAP AG)
(round table discussion with GM) Giesecke & Devrient, Germany
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26. Thank You
contact us at htjitra@zju.edu.cn
http://sinau.me
Colloquium Workshop, Faculty of Psychology
University of Padjajaran, Bandung
August 6th, 2010