Barker China 2016

Creating Understanding
Case Study:
OBOR In The GCC
Dr. Kathryn Chang Barker
President & CRO, FuturEd.com
Visiting Professor, USTC in Hefei, China
Higher Education Expert, MEHE, Qatar

Personal Context
1-Aug-16copyright: FuturEd 2015
2
 Canadian citizen
 Multicultural society
 Inter-racial family
 PhD in Education Administration
 Living and working experience
 Private sector – consulting education futurist
 Public sector – advisor to senior university leaders
 Canada and Europe, Dubai and Saudi Arabia,
Malaysia / Australia, China, Oman

Premises
3
 You will have an international posting / project.
 You may become both a participant and a leader.
 You will be an ambassador for China.
 There is a huge opportunity to create better
understanding between people. (Case Study)
 That will be one of your responsibilities and
challenges.
 You will need intercultural leadership skills.

Case Study: China and the GCC
4

Setting the Stage: OB,OR
5
 “The most significant global economic initiative
in the world today”
 Covers more than 20 Asian and European
countries with a population of 3 billion and
spread over 50 million square kms rich in energy,
mining, tourism, cultural, agricultural and
educational resources
 GCC – the “peaceful” part of the Middle East – is
strategically in the centre of the OBOR

China and the GCC
6
 China is GCC’s largest trading partner - $241 billion
in 2015; however, “GCC countries need more
persuasion and understanding of the $1.6 trillion
investment by Beijing”
 OBOR represents massive infrastructure investments
 Arab News: “China needs to do more to explain its
vision” and “the implementation of new SR
initiatives has to be carried out in a new,
collaborative manner- with industry and nations as
partners, rather than being mere recipients of
Chinese investments and products”

Thoughts from the GCC
7
Conference on Arab-Sino relations: Arab leaders want
China to become involved in security and peacekeeping
mediation – cited Beijing’s recognition of the
Palestinian State - and felt China could be more active
pushing for solutions (Business Insider, UK)
 Increasing presence of Chinese people in Middle East
 Appreciate “softer, back-door approach” to
international mediation
 Recognition of the past relationships, e.g., Arab
architects who designed Beijing for Kublai Khan
 Ancient trading routes revived by adding a new
dimension: a fresh financial infrastructure

Creating Understanding
8
 “Core to the Silk Road consensus is that
dialogues can serve to avoid conflicts and
violence. Core to the consensus is respect for
diversity and empowered local networks.”
 Significance of “people-to-people” exchange to
overcome linguistic-cultural barriers, but still not a
robust mechanism
 “soft power” = intercultural leadership skills
 Creating understanding is a 2-way street

Intercultural Leadership
9
Combining theory and
skills development:
1. 1. Intercultural KSA
2. 2. Leadership KSA
3. Knowledge
4. Skills
5. Abilities
Case Study:
Understanding and
Misunderstanding and
What to do About it (in
the Middle East)

What’s this???
10

And this?
11

12

13

14

Stereotypes – beware?
16

You are the CEO and you need to name
a leader for:
1. A new project inside China
2. A research team in the Middle East
3. A media event in America
What will you look for?
 what leadership skills?
 what intercultural skills?
How will you measure success?
Who can be
a leader?
What makes
a leader?
1-Aug-16
17
CASE STUDY (for end of lecture)
copyright: FuturEd 2015

Intercultural KSA
 Knowledge of
similarities and
differences
 Skills at responding
and adapting
 Attitudes of integrity
and acceptance
 Intercultural
 Multicultural
 International
 Multinational
 Global
1-Aug-16
18
Culture: Ways of knowing,
thinking and doing
Competencies: Dealing with
similarities and differences

International Context
 East
 China and SE Asia
 West
 America and EU
 Australia and Japan
 Middle East
 GCC and “Stans”
 Africa
 Work and play
 Governance
 Money
 Love and family
 Success and failure
 Society today
 Cultures
1-Aug-16
19
Context Comparisons

Similarities and Differences
20
Societal
Comparisons
East – China
and SE Asia
Middle East – GCC
and the Stans
West – North
America & Europe
Timing (now) Peaceful, rapid
change
Violent, rapid
change
Relative stability
Politics ASEAN rising “Arab spring” Digital democracy
Religion (influence) Eastern philosophy Islamic religion Judaeo-Christian
Economy Post industrialism Militarization Bankruptcy
Internet access Bifurcated Limited Ubiquitous
Prosperity Increasing / shared In the hands of few Declining
Language English for business
and technology
Arabic English
predominates
Environmental
challenges
Deforestation, air
quality
Lack of water Energy innovations

Cultural Comparisons
21 Cultural Criteria East Middle East West
Time Circular “stop-time” Linear
Acquiring wealth It’s my turn Inshallah I can have it all
Relationships Family and nation Tribe Individual – “me”
Romance Possible Unlikely Paramount
Old age Reverence Patriarchal Intolerance
Children State-regulated More is better Too expensive
Women Legal equals Subordinates Conflicted equals
Education Pressure to excel Privilege Taken for granted
Learning To take tests To follow dictates To think / creativity
Beauty Nature, technology Gems, palaces Nature, fast cars
Medicine/health TCM / feng shui Privilege Science
Difference Disagreeable To be assimilated Accepted
Success Guanxi Tribal authority Competence
The future Heritage preserved Predetermined Change = progress

Intercultural competencies
22
 Knowledge
 National history and issues
 International context and issues
 Skills
 Business relationships and marketing
 Communications and information sharing
 Attitudes
 Tolerance and flexibility
 Problem solving

Leadership
 A process of social
influence in which one
person can enlist the aid
and support of others in
the accomplishment of a
common task
 Different from
management
1. Trait theory (natural
leaders)
2. Situational theory
(context)
3. Competence theory (KSA
to develop)
 Many more!
1-Aug-16
23
Definition Theories

Different Styles
 Culture
 Gender
 Age
 Methods
 Repercussions
 Training
 Range
 Timing
 Formal vs. informal
Different Situations
 Higher Education
 Business
 Military
 Politics
 Sports
 Community
 Family
 International
research project
 Emergency
1-Aug-16 24
Situational leadership theory

1. Creating FOLLOWERSHIP
 Team building, motivating,
delegation
 Creativity, innovation, vision
 Compassion and humanity,
social responsibility
2. STRATEGIC PLANNING
 SWOT analysis and
implementation
 Trend analysis and visioning
 Strategic goals and
implementation
3. PROBLEM SOLVING
 Conflict and stress
management
 Negotiation and decision-
making skills
 Time management
4. ACCOUNTABILITY
 Quality assurance
 Community service
 Role modeling
1-Aug-16 25
Competence theory –
Leadership Skills

1. Planning
2. Policy
3. Finance
4. Personnel – recruiting, managing, quality
assurance
5. Communications
6. Technology skills and tools
7. Project management
8. Quality assurance
9. Reputation management
1-Aug-16
26
(Plus) Management Skills

Which Skills Do you Have?
27

Why intercultural leadership?
 Projects
 Transnational – between
countries
 Multicultural - between cultures
 Change
 Demographics (drives
everything)
 Science and technology
(changes everything)
 Future
 Surviving vs. thriving
 China Rising
 When China Rules the World
(Martin Jacques, 2012)
 The Post- American World
(Fareed Zakaria, 2012)
 FuturEd website
 International
Competencies
 Leadership skills lists
1-Aug-16
28
For Society For You

You are the CEO and you need to name
a leader for:
1. A new project inside China
2. A research team in Africa
3. A media event in America
What will you look for?
 what leadership skills?
 what intercultural skills?
How will you measure success?
Who can be
a leader?
What makes
a leader?
1-Aug-16
29
CASE STUDY (for end of lecture)

1. There are many situations, styles and definitions for
leadership.
2. Different situations require different styles of
leadership.
3. Cultural competencies are necessary in international,
multicultural and global situations.
4. Cultural skills and leadership skills can be learned.
5. Start now to develop and document your intercultural
leadership skills!
6. Welcome to Qatar! Welcome to Oman!
1-Aug-16
30
Key Messages

FOR MORE INFORMATION:
DR. KATHRYN CHANG BARKER
KBARKER@FUTURED.COM
XIE XIE!

References
32

Barker China 2016

Recomendados

Recomendados

Mais conteúdo relacionado

Semelhante a Barker China 2016

Semelhante a Barker China 2016 (20)

Barker China 2016