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2021-9-26 published at Product Training/ Manuals category

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1.Working in a Cross Cultural Environment - Harnessing it for an Effective OrganizationFarrah Qureshi19th March 2009
2.Structure of Presentation Setting the Context Our Diversity and Cross Culture lenses The World Bank Temperature Check Harnessing it for Effective Organisations !
3.The Diversity & Inclusion Window diversity challenges hidden blind open Action Feedback Awareness Commitment
4.Not on the radar screen No problems here ! World Class Leader Inclusive culture Magnet for talent Talent Retained and Managed Goals achieved Cascading through the business Building Accountability Leaping to Success Beginning the journey Picking up Momentum World Bank and D&I Journey?
5. Diversity and Inclusion Drivers Enhance / Engagement and Responsivenes Active Management of International Talent Management Credibility and Licence to Operate Poverty Focus / Client Oriented Quality of Problem Solving and Innovation Intergration of Diverse staff Reputation for Excellence and Innovation
6.… Networked Economies Communications Technology Global Mobility Globalization driven by…..
7.Global Migration Trends 2001 - 2015 North America
8.Head in the sand Its not my problem! Neck on the line Strategic Business goal It’s the way I do things round here! Active advocate cascading through the business When I have time! When we get a legal case or a grievance Where are you?
9.The Biggest Challenge –Changing Mindset
10.CountryKnowledge Skills Sexual Orientation Cross Culture Perspectives Business Experience Hobbies Educational Background Faith Religion Language Passion Gender Thinking Style Life Experience Physical Abilities Ethnicity Community Experience Nationality Personal Style Age Diversity
11.My Work Style: Cultural and Organisational Influences on Work Style Management Status Work Content and Professional Commitments Diversity Connections: Networks etc Work Location External Interface Organisation Parental Status Appearance Work Experience Educational Background Language & Accent Religion Recreation Social Class Race Age Gender Nationality Disabilities Sexual Orientation Personality (Values, Beliefs & Attitudes) Economic Status Primary Relationship Military Experience Geographical Location Dimensions of Diversity
12.Meet Paul…
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16.Who am I? You have 5 minutes to ask me as many questions as you like. Your main task is to find out the following: From a CULTURAL POINT OF VIEW – what percentage does your Speaker feel British or Pakistani?
17.How we think and learn How we interpret actions and interactions How we relate to time Our sense of identity Our sense of social affiliation Core beliefs and values Ethics and morality Biases & prejudices How we communicate (language) Which language we speak Habits & Mannerisms Dress & appearance Food & Eating Habits Religious Practices Work habits & practices Choices & Actions INVISIBLE VISIBLE
18.Sexuality Nationality Religion Language/s Family Status Aspirations Education Talents Skills Way of Thinking Values Beliefs Life Experiences Gender Colour Age Culture Waterline of Visibility The Iceberg of Culture
19.My Lenses and Filters My Gender My Age My Experiences Culture My Organisation My Religion My Parental Status My Work Content My Education My Conditioning Race My Relationships The people I socialise with The attitudes of my family and friends
20.The Iceberg of Culture Culture hides more than it reveals, and it hides most effectively from its own participants ... Edward. T. Hall
21.Levels of Culture National Professional Organisational Departmental Individual EXPECTED REINFORCED REWARDED
22. LINEAR-ACTIVE Talks half the time Does one thing at a time Plans ahead step by step Polite but direct Partly hides feelings Confronts with logic Dislikes losing face Rarely interrupts Job oriented Sticks to facts Truth before diplomacy MULTI-ACTIVE Talks most of the time Does several things at once Plans grand outlines only Emotional Displays feelings Confronts emotionally Has good excuses Often interrupts People-oriented Feelings before facts Flexible truth REACTIVE Listens most of the time Reacts to action Looks at general principles Polite, indirect Hides feelings Never confronts Must not lose face Doesn’t interrupt Very people-oriented Statements are promises Diplomacy over Truth Types of Culture
23.What colour are you?
24.Slide Title Main text RE-ACTIVE MULTI-ACTIVE LINEAR ACTIVE Japan Singapore BELGIUM Austria, Czech Republic, Netherlands, Norway, Slovenia USA Australia, Denmark, Ireland France, Poland, Lithuania Russia, Slovakia Italy, Greece, Spain, Portugal, Greece, Malta, Cyprus HISPANIC AMERICA, ARGENTINA, MEXICO Saudi Arabia, Arab Countries Iran Turkey INDIA Indonesia Philippines Korea, Thailand China VIETNAM CANADA UK GERMANY SWITZERLAND, LUXEMBOURG Sweden, Latvia Finland, Estonia Hong Kong, Taiwan MODEL CREATED BY RICHARD LEWIS Sub-Saharan Africa BRAZIL, CHILE
25.Creating Value with Diverse Teams in Global Management EQUALISERS DESTROYERS CREATORS Source: Prof Joseph Di Stefano; Prof Martha Maznevski International Institute for Management Development, Lausanne and University of Virginia
26.Meetings Linear Active Cultures
27.Meetings Multi-active cultures
28.Meetings Reactive cultures
29.Creating Value in Diverse Teams: The MBI Approach MAP Understand The Differences. Define the territory Draw the map Assess the terrain BRIDGE Communicate, take differences into account. Prepare the ground Decenter to other shore Recenter to span INTEGRATE Bring together and leverage the differences. Manage participation Resolve disagreements Build on ideas CREATE VALUE Develop and execute high quality solutions effectively
30.Journalists organised a competition to write an article about Elephants. There were entries from various countries….. What were the article titles?
31.England Hunting Elephants in East Africa France The Love Life of Elephants Germany The Origin and Development of the Indian Elephant from 1200 to 1950 (600 pages) America How to Breed Bigger and Better Elephants Russia How we Sent an Elephant to the Moon Sweden Elephants and the Welfare State Spain Techniques of Elephant Fighting India The Elephant as a Means of Transportation before Railroads Finland What Elephants think about Finland …Cultural differences in practice
32.“Finger lickin' good” or “Eat your fingers off!” Kentucky Fried Chicken in China!
33.Chinese translation also proved difficult for Coke! Ke-kou-ke-la Or “Bite the wax tadpole" /“Female horse stuffed with wax"
34.Burger King had to withdraw thousands of ice-cream cones because the design on the packaging resembled the Arab word for Allah. A Costly Cone!
35.Whiskey brand Southern Comfort has apologised to the Hindu community for using the ‘Goddess Durga’ in its posters. Southern Comfort
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37. The World Bank Temperature Check
38.Statements AGREE MIDWAY DISAGREE
39.Temperature Check Questions The World Bank values all of its employees for their contributions. My potential is realised and I feel valued. In the World Bank progression is based on who you know rather than what you know. People with disabilities are encouraged in the organization. In the World Bank we value all our nationalities. The contribution of all ages is valued in the World Bank.
40.Temperature Check Questions Part 2 have the same access to promotion opportunities as Part 1 staff. Our senior Leaders are great role models for D&I. I am an active champion for Diversity and Inclusion.
41.W M 3 E What do you see?
42.Do you recognise any of these behaviours?
43.My Personal Iceberg Experience Values Attitudes Beliefs Prejudices Experiences What I say/ What I do Experience Values Attitudes Beliefs Prejudices Experiences What I say/ What I do
44.Do you recognise these ?
45.Case Studies: Is This Dignity?
46.Example Organisations
47.Career Progression Line Management Lottery Longer hours /WLB/ promotion Lack of open and frank discussions Discomfort around self-promotion – especially for women/ National staff
48.Asia-Pacific Diversity intent: Increase number of local employees in leadership. Progress over last 5 years: 32% overall improvement -- to 82% leadership positions occupied by Asia Pacific Nationals.
49.South America Diversity intent: Increase representation of women in professional and managerial roles. Progress over last 5 years: Overall improvement of 5% -- to 34% women in salaried roles. Implemented flexible work practices.
50.Europe / Russia / Middle East / Africa Diversity intent: Increase representation of women in professional and managerial roles. Progress over last 5 years: Overall improvement of 52% -- to 21% women in professional and managerial roles. Flexible work practices has supported diversity intent.
51.Diversity is Central to our Brand
52.Diversity makes business sense- UBS In 2008, PepsiCo had its best year ever: Cross Cultural teams working effectively Most diverse workforce Most diverse product portfolio Greatest innovation Greatest growth Diversity and Inclusion work!!! The Bottom Line
53.Focus on bringing about change from the inside out
54.Level of Commitment (Heart) High High Low Organisation Personal Not recognised Level of Involvement (Action) Crisis Management Ad hoc approach Policies Management Processes Part of the culture Ignore—“not on the radar” Lip service “When I have time” Active advocate Role model Neck on the line Bought in and seeking involvement The Role of Leadership
55.Key Success Factors Start at the Top - No Sponsorship, No Change Set Vision - No End Goal, No Journey Communication - No Understanding, No Change Recruitment - No New Approaches, No Change Engage all - No Involvement, No Change Flexible Working - No Consistency, No Cultural Change Educate all - Same behaviours, No change Metrics - No meaningful measurement, No change Integrate with business - No Fusion, No Change
56.The Longest Journey . . . The reward is in the experience
57.Concluding Thoughts “Be part of the change you wish for” Mahatma Gandhi
58.Q&A

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