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DevelopingDevelopingIntercultural Intercultural Competencies:Competencies:
WORLDWORK LtdWORLDWORK Ltd
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Some background to the instrument
The model – WorldWork’s ‘International Competency Set’ (ICS)
The tool - Overview of ‘The International Profiler’
– What is it (and what isn’t it)?
– What kind of output does it produce?
Comparing different subgroups in the database
Implications for intercultural development
Presentation Overview
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THE RATIONALE FOR THE INTERNATIONAL PROFILER
CULTURAL CULTURAL VALUES FOCUSVALUES FOCUS CULTURECULTURE
SPECIFICSPECIFIC
INDIVIDUAL GENERIC INDIVIDUAL GENERIC QUALITIES AND QUALITIES AND COMPETENCIESCOMPETENCIES
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The tool – why did we do it?
We are all interested in skills for intercultural effectiveness, but how do we…– identify individual gaps? “What do I NEED
personally to be more effective in an international context?”
– close individual gaps? “What can I DO at a personal level to close any gaps?”
– understand organisational implications? “How can we find out the potential skills gaps for a target group of individuals?”
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What makes an individual highly effective in transferring professional skills to an unfamiliar, cross-cultural context?
In researching this question we drew upon:
specific quantitative and qualitiative research on competencies – eg. Ratiu, Myers & Kelley, Ting Toomey, Milton Bennett
the work of cultural ‘gurus’ – eg. Nancy Adler, Hampden-Turner, Susan Schneider, Andre Laurent
our own experience of living abroad, experiencing ‘culture shock’ and training 1000s of international managers and professionals
The Model – sources of WorldWork ‘Cross-cultural Competency Set’
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The Model - 10 Competencies & 22 Dimensions
PULL COMPETENCIES1. Openness
– New Thinking– Welcoming Strangers– Acceptance
2. Flexibility– Flexible Behaviour– Flexible Judgement– Learning Languages
PUSH COMPENTENCIES3. Personal Autonomy
– Inner Purpose– Focus on Goals
4. Emotional Strength– Resilience– Coping– Spirit of Adventure
COMMUNICATION5. Perceptiveness
– Attuned– Reflected Awareness
6. Listening Orientation– Active Listening
7. Transparency– Clarity of Communication– Exposing Intentions
CULTURAL KNOWLEDGE8. Cultural Knowledge
– Information Gathering– Valuing Differences
LEADING ACROSS CULTURES9. Influencing
– Rapport– Range of Styles– Sensitivity to Context
10. Synergy– Creating New Alternatives
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The Model – elements of Flexible Judgement definition
Flexible Judgement
Does not judge on first
impressionsMaintains adaptable
opinions and avoids fixed stereotypes
Holds balanced views about the relative merits of different
cultures
Spontaneously restructures knowledge as
adaptive response to changed situations
Updates assumptions
about people in the light of new
information
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FEEDBACK BOOK – Example questions
• People might say of me that I keep an open mind
• I am proud of the fact that I avoid judging people on the basis of stereotypes
• The key to working successfully in an international environment is continuously updating assumptions about people in the light of experience
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Potential Advantages Potential Disadvantages Can make quick decisions about
people when necessary Can tell those whose ‘faces fit’ Can make effective use of
instinctive reactions in familiar environments
May assume the best about others (especially with high Rapport),etc.
Can misinterpret and misevaluate
May avoid people they do not understand (especially with low Welcoming Strangers)
Can reinforce overly negative /positive stereotypes of foreigners (especially with low Acceptance)
Less likely to consult and be open to advice from others with different views (especially with low Active Listening), etc
The model – Implications for low emphasis on Flexible Judgement
LOW SCORES
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Potential Advantages Potential Disadvantages Keeps learning about others
(especially with high Active Listening)
Revises opinions in the light of new evidence
Makes informed and balanced judgements
Able to meet the needs of customers and partners at deeper levels
Avoids misunderstanding others (especially with high Attuned)
Increased levels of stress resulting from unfamiliar settings (especially with low Coping)
May take longer to make commitments and reach decisions
May fail to trust instincts Can be taken advantage of
FEEDBACK BOOK – Implications for high emphasis
HIGH SCORES
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The tool – what is it (and what isn’t it)?
It is a questionnaire that explores– The relative energy, emphasis and attention
professionals bring to the competency set when involved in transferring their skills to unfamiliar, cross-cultural contexts
The feedback provides– structured discussion of this energy in light of
present or future international challenges
– identification of three or four qualities requiring greater energy in the future
– initiation of a development process involving creation of an ‘Personal Development Plan’ (PDP) by the coachee
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The tool – what is it (and what isn’t it)?
It is NOT a hard-edged assessment tool (our Global View version can deal with this)
It is not an ability test with right and wrong answers It is not a personality questionnaire nor does it directly assess skills or capabilities
(although there may be an indirect relationship between where you place emphasis and the skills you have developed)
It is the basis for a structured exploration of an individual’s international competency requirements – it is DEVELOPMENTAL
It is a snapshot in time dependent on context
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The tool – how does it work?
The questionnaire
– 80 questions & biographical section
– Available in English, French, German & Italian
– Average of 40 minutes needed
– Web-based
The process
– WW licensees: consultants, trainers and HR professionals
– Clients complete tool on-line – copy of scored report sent to licensee
– Licensee gives feedback to client over telephone or face-to-face (in German, French, Italian or English)
– Client receives development suggestions and completes Personal Development Plan
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The tool – how does it work?
- Forced choice with discretion
- Compares each competency with all the others
When travelling abroad I...When travelling abroad I...
a. think about the impression I make on local people
b. adapt to the local ways of doing things
c. actively find out about the country and its people
MOST NEXT
Question 11 of 80
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The tool – Who has used it?
Over 4,200 Profilers completed from 100 different countries
There are 696 from UK, 844 from Germany, 321 US American, 429 from Italy, 183 from France 112 from Mexico and 151 from China.
58% men; 31% women; 11% not given ( Gender is a not a required field)
52% have lived outside their home culture
MNCs include:
Cisco, Tesco, AGIP, General Motors, Electrolux, T-Mobile, Saipem, BP, Beiersdorf, Telecom Italia, Intesa-SanPaolo, Deutsche Bank, Heinz, Henkel, UBS, Accenture, BG Group, Continental, Maersk, IVECO
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The applications– 6 benefits
1. Provides structured individual feedback in the area of working across cultures
2. Turns awareness from group training into personal development plans
3. Provides personal guidance in realigning energy for imminent relocation, greater mobility and more challenging international roles
4. Supports leadership development at an individual level
5. Acts as diagnostic for skills development through group training
6. Provides a platform for research (eg. skills gaps at an organisational level)
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How do business professional rank these competencies in terms of where they put their attention, energy and focus?
Between those that have live abroad after the age of 18 (expatriate experience) and those that haven’t
Between men and women? Between different nationalities? Between different managerial positions (senior vs
more junior)? …and how do interculturalists compare in their
ranking of importance of the competencies to the business professionals they serve?
What results have been emerging from our database of results?