It is all about being successful when collaborating across cultures and to harvest the benefits of diversity.
Today, employees’ ability to navigate culturally intelligent in different cultural settings is an essential competitive factor in the global market.
Living Institute offers courses, workshops and team-building enhancing intercultural collaboration skills. Our facilitators are leading experts in the following countries:
“I really liked how the course was tailored to our specific needs. The examples presented were excellent, and detailed best practice very well”
Andrew Stewart, DGS
“Great course! We should have this when doing long term training in other countries as well”
Desmond Cardoza, DGS
“LIVING INSTITUTE – the only way to go to Mexico!”
Maciej Cherkowski, DGS
Negotiating with the Japanese
After having agreed on a large deal, covering development and license of a product manufactured by the Japanese, the Danish medico company Alk Abello contacted Living Institute for a deeper understanding of Japanese business culture: – What are the similarities and what are the potential pitfalls? Observation: ‘When we arrive at a negotiation, we bring a lawyer and a contract. The Japanese bring a cup of tea.’ The explanation lies in the difference between Danish culture where the task has priority over relation; or in this case having a signature on the contract and between the Japanese culture where the relation has priority over the task; or let’s get to know each other and see if we can work together. Living Institute facilitates two one-day workshops for managers and key employees about reaching a common goal despite different priorities in the meeting room. Click here and read an article in the Danish newspaper Politiken about Alk Abello’s og Living Institute’s cooperation (in Danish):
Country specific cross-cultural training:
Decoding the French ”C’est pas possible”
C’est pas possible! A Danish oil company is building a new platformin the North Sea. The Danish company signs a contract with a French engineering company who will design the platform and a South Korean shipbuilder who will be responsible for the construction. On the first hand, the Danish project group moves to the French engineering company’s headquaters in Paris. Here, the project group, consisting of mainly Scandinavian employees feel they come up against a brick wall again and again when their French colleagues answer: “C’est pas possible” to their requests. Living Institute designs and facilitates two country specific workshops in April/May 2012 covering French culture for the entire project group. Here, it becomes clear to the Scandinavians that the answer: “C’est pas possible” isn’t the end of the conversation, but in fact the start. We deal with: – What is culture and when does it matter? – Mapping the relevant similarities and differences between the French and the Scandinavians. – With point of departure in the group’s actual situation, we develop potential strategies to overcome the work related as well as socializing challenges of living and working in Paris as a Scandinavian.
#3 South Korea
Entering new markets: South Korea
A Danish oil company is building a new platform in the North Sea. The Danish company signs contracts with a French engineering company who will design the platform and a South Korean shipbuilder who will be responsible for the construction. However, in the design phase the Scandinavian employees at the Danish company encounter essential challenges. One of the challenging issues is the contract. The Scandinavians become more and more frustrated each time the South Koreans ignore the agreed procedures. Living Institute designs and facilitates two workshops for the project group about South Korean culture in June 2012. We deal with: – What is culture and when does it matter? – What are the most important core values in South Korean culture and how do the core values influence eg motivation, prioritizing, cooperation, conflict solution, communication. – Taking point of departure in the actual situation, we develop potential strategies to bridge the gap and optimize the cooperation between the Danish oil producer and the South Korean shipbuilder.
#4 India and Northern Europe
Reconciliation of Cultural Differences between India and Northern Europe
LIVING INSTITUTE conducted a one-day workshop focussing on cross-cultural team collaboration between an Indian and a Northern European team working together in Surat, India.
Observation 1: Keeping deadlines “It seems that it is more important for the Northern European team than for the Indian team to keep the deadlines.” The reason behind this is that in general the Northern Europeans have a monochrome time conscience meaning that in Northern Europe in general, in contrast to the majority on the globe, time seems to be a limited resource. Northern Europeans in general seem to let the calendar and clock influenceand dertermine their actions – and not what seems possible and important in the moment. This is due to the belief that time flies, that time can be wasted and chances and opportunities will be missed. Generally Indians, on the other hand have a polychrome time perception. In general they consider time as a limitless resource; it comes in abundance, allowing Indians to prioritize according to what is important in the moment, and not necessarily to what is in the calendar. Observation 2: Communication style It seems that the Northern European communication style sometimes offends the Indians and can make the Europeans seem arrogant. The explanation behind this is that Northern Europeans in general communicate very directly. They tend to skip formalities and politeness and go straight to the subject, calling a spade a spade. This is in contrast to the Indian way of communicating where it is valuable to be polite and thus maintain the good harmony instead of jeopardizing it by giving negative statements and sharing bad news.