Brit Cham CC Presentation

Prepared for the British Chamber of Commerce in South China
June 12th 2014

Potential Without Boundaries
Framework and Cases
Empathy – As a developmental goal
Case 1 – Building credibility and trust
Case 2 – Leveraging facilitation to
improve intercultural communication
Case 3 – Promoting diversity as a
bridge to improve effectiveness

When Worlds Collide
“People there don’t work very hard and always ask
for a pay raise.What should we do?”

Globalization was/is…
…the compression of the world and the intensification
of the consciousness of the world as a whole

Challenge –We are the first
truly global generation
For many of us that means learning skills
that are very new.

Multicultural Teams are Outliers
Highly
Ineffective
Highly
Effective
Average
Effectiveness
Multicultural teamsMulticultural teams
Monocultural
Teams

Four Key Areas of HR
(Reduced from nearly 100!)
 Business Partner – Find the best way to ensure top employee
performance (creating strategy and growth)
 Change Agent – plan and implements programs to ease and
speed up adaptation (removing barriers)
 Administrative Expert – legal, day-to-day, staffing, C&B, and
so much more (sweating the details)
 Employee Advocate – support an engaging environment
(making it meaningful)

Globalized Businesses in
a Global-MindedWorld

Framework for Empathy –
Developing an adaptable workforceDenial
Defense
Minimization
Acceptance
Adaptation
Integration
Ethnocentric Stages
Low Empathy it’s all
about “My World”
Ethnorelative Stages
High Empathy I can see and
understand “Your World”
Milton Bennett’s Model

Case 1: How DoWe Build
Credibility &Trust Here?

Let’s do a small “experiment”
 Step 1 – Individually write down the top 4 factors
when establish trust & respect
 Step 2 – Compare with 3 other people sitting near
you. Discuss what is different and similar
 Step 3 – Analyse the percentage of answers by task
to relationship or long to short term orientations

Case: E-Reader Manufacturing
 E-Reader Manufacturing is a US based company with their
sourcing and vendor management engineers in Shenzhen
 HR brought to our attention that there was a high level of
distrust between US and China based engineers
 Chinese engineers reported that US engineers were
distrustful and hard to please
 US engineers reported that Chinese engineers were
inexperienced and showed favoritism to the vendor partners

The Root of the Problem
The Culture Tree
Task Focused
ShortTerm Orientation
Relationship Focused
LongTerm Orientation
What are the
behaviors of this group?
What are the
behaviors of this group?

So What’s the Change?
Panic Zone!
Challenge
Zone
Comfort
Zone
• What offends you and
makes you upset?
• What can you not
accept?
• What might feel rude to
you?
• What makes you feel
nervous?
• What feels safe?
• What is common sense?

So What’s the Impact
 Realistically even with this awareness it will take time rebuild
trust that was already damaged
 Both teams are aware of the style difference and able to
accept that there is a different way of doing things
 Many team members on both teams have been pushing their
comfort zone and taking challenge zone steps to adapt

Case 2:
What got you here won’t get you there…
Facilitation skills for face-to-face meetings

Adapting Styles –
Virtual Communication Study
Group A: North America and Western Europe
When asked why they had this rhythm ,participants said it showed RESPECT.
Group B: Japan and East Asia
When asked why they had this rhythm, participants said it showed RESPECT.
Group C: Brazil and Latin America
When asked why they had this rhythm, participants said it showed RESPECT.

The Problem With Face to Face
and Global Teams

Applying Culture Neutral Skills

Impact: Do we remain the same or
do we change?
If HR is a “ChangeAgent” and “EmployeeAdvocate”
in a global age then HR needs adapting skill sets

So What’s the Impact
 In companies where HR takes a business partner approach to
become a global facilitator among our contacts we see:
 China HR taking a global role orAPAC and taking on the role
of “Best Practices Leader”
 Greater confidence from global leadership teams in China HR
capability and influence
 Greater engagement and interaction at global staff levels

Case 3: Promoting Diversity as a
Bridge to Team Performance

Where DoYou Belong?

European Smart Phone: Diversity
and the Challenger Culture
 Recently a European mobile phone company found
itself in an unusual position… as a challenger
 HR was tasked with promoting the new culture and
aligning team members:
 Europeans and Asians
 New employees with other corporate culture
backgrounds
 Old employees (winners) and “new” employees
(challengers)

Actions to Leverage Diversity
 At the heart of the Challenger culture was
accepting and integrating different styles
 Teams examined their foundations in theTillman
Forming and Storming stages to build onto future
performance
 Action items to strengthen localized and virtual
communication were adapted across many teams

Impact of Leveraging Diversity
within the Challenger Culture
Teams reported deeper levels of engagement and trust
Virtual teams reported improved effectiveness
“Challenger” became a shared value among team members

What Can You Do Now?
1. Identify your point-of-view when you encounter
cultural diversity
1. Stop
2. Reflect (listen to your thinking)
3. Adapt!
2. Be the business partner, find ways to actively bring
cross cultural understanding to your workplace
1. Be an advocate for global employees and support
diverse team development strategies

For Further Information
For more about how to improve
intercultural effectiveness:
Email me at:
john.dorris@sino-associates.com
Or find me on wechat 

Brit Cham CC Presentation

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