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‘Crossing the Bosphurus’ A culture based approach to Organisational Resilience

‘Crossing the Bosphurus’ A culture based approach to Organisational Resilience

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  • Crossing the Bosphurus A culture based approach to Organisational Resilience
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  • Boa zgen GyroFalco Ltd. Email: [email protected]@GyroFalco.com
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  • UK National Security Strategy, 2010 Britain today is both more secure and more vulnerable than in most of her long history. More secure, in the sense that we do not currently face, as we have so often in our past, a conventional threat of attack on our territory by a hostile power. But more vulnerable, because we are one of the most open societies, in a world that is more networked than ever before.
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  • In our interconnected world what Britain needs is Business / Organisational resilience
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  • Organisational Resilience Sub-contractorsSuppliers YOUR ORGANISATION Beneficiaries Align the culture throughout the Supply chain
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  • Do we understand each other correctly?
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  • Mexicans say about Germans Germans: Dont have sense of humour Dont take risk Are not relaxed etc. Japanese say about Germans Germans: Have sense of humour Do take risks Are relaxed etc. Different perspectives
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  • Organisational Resilience What is resilience? Oxford Dictionary: the ability of a substance or object to spring back into shape; elasticity In our real world: the ability to adapt to changing environment * * Changing environment includes sudden changes too, i.e. disasters, crisis, etc.
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  • Product / Service Manufacturing / Service provision People Processes Tools / Machinery Technology Suppliers Materials Suppliers Is there anybody in this room who works in an organization which provides products / services which didnt change in the last: 1 day 1 month 6 months 1 year
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  • Our environment changes Can we change in the same direction as our environment changes?
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  • Resilience in business Facilities Infrastructure Technology Information Financial resources Supplies Suppliers etc. and People We can change fairly easily We can change if we have Effective communication Cultural alignment
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  • A modern 8 storey building 2000 employees 1 entry/ exit
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  • Mexicans say about Germans Germans: Dont have sense of humour Dont take risk Are not relaxed etc. Japanese say about Germans Germans: Have sense of humour Do take risks Are relaxed etc. Do we understand each other correctly?
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  • Working with different cultures Communication
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  • Communication
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  • So lets get familiarize with different cultures!
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  • West vs. East
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  • Reacting to cultural differences
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  • Classification of Cultures Lets classify cultures to help you to identify What to say and How to say to improve resilience in your organisation
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  • Cultures from different perspectives 2 different types of classification of cultures are discussed: Emotion based Context based
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  • Cultures from different perspectives Emotion based classification : Shame vs. Guilt Context based classification High context vs. Low context
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  • Which culture is it? High context & Shame = Eastern = Collectivist Low context & Guilt = Western = Individualistic
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  • Personal behaviour in different cultures
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  • Low context & Guilt culturesHigh context & Shame cultures Organisational properties Rule oriented, people play by external rulesMultiple cross-cutting ties and intersections with others Self organised even in the absence of severityIn need of a leader Effective in flat organisationsEffective in hierarchies Highly organized and structuredHigh levels of formalization within small communities Personal properties Less humourMore humour More interpersonal connections of shorter durationMore personal help to vulnerable Personal responsibilityLess verbally explicit and written/formal communication Strong personal boundariesStrong boundaries against "outsiders" Forward thinkingNostalgic and past oriented Close and long term relationships Personal tolerance to disorderliness Process properties Knowledge is more often transferableKnowledge is situational, relational. More knowledge is codified and accessibleFace-to-face relationships, often around a person with authority Structures, separation of time, space, activities and relationships More internalized understandings of what is communicated Task-orientation Damaging properties Promotes self-punishmentPromotes punishment by others Personal intolerance to disorderlinessSelf-sacrifice is common Can be hard for vulnerable people in economically hard times Not keen on taking responsibility Cannot be easily organised in the absence of severity Seeking credit and avoiding accusation Tendency towards opposition right in the first place Interference in other peoples lives Comparison of cultural types
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  • Nationalities vs. culture
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  • What to do for cultural alignment Embrace differences Create effective communication lines Carry out workshops, trainings and exercises along with a programme Give responsibility and guidance together Praise people
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  • High context, shame cultures What to say: The greater good behind the activities What it means to the company, to families and all other people Encourage people How to say: Be a Leader Don't be very modest Look smart Involve mostly the influential people directly but dont ignore the others
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  • Low context, guilt cultures What to say: Explain the process Discuss the outputs and the outcome Create a consensus Encourage people How to say: Lead people Be modest Look like yourself Involve other people in the beginning
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  • Cultural alignment You can do it! You will think the same if you do the same Achieving together
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  • Conclusion Analyse the culture of your supply chain colleagues Create effective communication lines to achieve consensus Engage with them Provide training and exercising opportunities Always seek for feedback, either directly or indirectly so you can adapt yourself
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  • Questions?
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  • Thank you! Bogac Ozgen, GyroFalco Ltd. [email protected] Colin Ive, Codrim Ltd. [email protected]