View
166
Download
45
Embed Size (px)
Citation preview
This is the category, etc.
© Andrew L. Molinsky, 2014
Global Dexterity
Dr. Andy Molinsky Author of Global Dexterity (Harvard Business Press)
Global Dexterity
2
The ability to adapt your behavior – smoothly and successfully – to the demands of a foreign culture, without losing yourself in the process
© Andrew L. Molinsky, 2014
Easy Case of Cultural Adapta=on
3 © Andrew L. Molinsky, 2014
Easy Cases of Cultural Adapta=on
4 © Andrew L. Molinsky, 2014
Harder Cases of Cultural Adapta=on
5 © Andrew L. Molinsky, 2014
Vietnamese MBA Par=cipa=ng in Class
6
I know parQcipaQng in the US is required to get good grades but somehow deep inside I felt like I was doing something very wrong. I was trembling, sweaQng. I just could not look at the professor or my classmates in the eyes. I felt guilty.
© Andrew L. Molinsky, 2014
Indian Self-‐Promo=ng at Networking Event
7
I feel that I am performing a sin, trying to become something that I am not, being arQficial and fake. I try to sell myself bragging about my abiliQes to a stranger and that feels so weird and selfish to me. It makes me feel like I am doing things to achieve my objecQves at all cost.
© Andrew L. Molinsky, 2014
Three Challenges = Psychological Toll
8
AuthenQcity Challenge
Resentment Challenge
Anxiety Embarrassment
Distress Guilt
Anger FrustraQon
Competence Challenge
Psychological Toll
© Andrew L. Molinsky, 2014
Paradox of Global Dexterity
9
To adapt your behavior, you need to be flexible. But the disrupQve feelings you experience while trying to adapt make flexibility very hard to achieve.
© Andrew L. Molinsky, 2014
How to Develop Global Dexterity?
10 © Andrew L. Molinsky, 2014
The Solu=on!
11 © Andrew L. Molinsky, 2014
Four Step Plan
12
(1) Diagnose the new cultural code
(2) IdenQfy your own personal challenges (3) Customize your behavior
(4) Make the behavior into “muscle memory”
© Andrew L. Molinsky, 2014
Step 1: Diagnose the Cultural Code
13
1. Directness How straighRorwardly you’re expected to communicate in this par=cular situa=on
2. Enthusiasm How much posi=ve emo=on and energy you’re expected to display
3. Formality How much deference and respect you’re expected to demonstrate
4. Asser=veness How strongly you’re expected to express your voice
5. Self-‐Promo=on How posi=vely you’re expected to speak about your accomplishments
6. Personal Disclosure How much you’re expected to reveal about yourself
© Andrew L. Molinsky, 2014
Describing Achievements to Your Boss
14
Enthusiasm Rela=vely High: It’s appropriate to show excitement for what you have done and accomplished.
Low: American style enthusiasm is inappropriate for such a serious and formal discussion.
Asser=veness Rela=vely High: You want to be seen as a “go-‐gefer.” You don’t want to appear weak or Qmid.
Low: American-‐style asserQveness is way too aggressive. Instead, you need to show deference and composure.
Self-‐Promo=on Rela=vely High Within reason, you are expected to promote yourself. Aher all, that’s the whole purpose of the discussion.
Low: Speaking openly about accomplishments is taboo in most situaQons, and comes across as conceited.
© Andrew L. Molinsky, 2014
Four Step Plan
15
(1) Diagnose the new cultural code
(2) IdenQfy your own personal challenges (3) Customize your behavior
(4) Make the behavior into “muscle memory”
© Andrew L. Molinsky, 2014
Sandeep Learning to Network in US
16
Sandeep’s Personal Comfort Zone
1 2 3 4 5 6 7 Low level Moderate level High level of self promoQon of self promoQon of self promoQon
American Zone of Appropriateness 1 2 3 4 5 6 7 Low level Moderate level High level of self promoQon of self promoQon of self promoQon
© Andrew L. Molinsky, 2014
Sandeep and Raj
17
SANDEEP RAJ
Born
Raised
Family Values
University
© Andrew L. Molinsky, 2014
Raj’s Personal Comfort Zone
18
Raj’s Personal Comfort Zone
1 2 3 4 5 6 7 Low level Moderate level High level of self promoQon of self promoQon of self promoQon
American Zone of Appropriateness 1 2 3 4 5 6 7 Low level Moderate level High level of self promoQon of self promoQon of self promoQon
© Andrew L. Molinsky, 2014
Four Step Plan
19
(1) Diagnose the new cultural code
(2) IdenQfy your own personal challenges (3) Customize your behavior
(4) Make the behavior into “muscle memory”
© Andrew L. Molinsky, 2014
How People Think You Have to Adapt
20 © Andrew L. Molinsky, 2014
The Reality of Cultural Adapta=on
21
There’s a range, and you just need to find a place somewhere
in the range. © Andrew L. Molinsky, 2014
Customizing Cultural Behavior is Like Having Your Suit Tailored
22 © Andrew L. Molinsky, 2014
Adap=ng Behavior is like being a Chef (and especially a fusion chef)
23 © Andrew L. Molinsky, 2014
Ways to Create Cultural Fusions
24
Tac=c Descrip=on
Addi=on Add extra element that makes behavior easier for you, and s=ll appropriate
Subs=tu=on Subs=tute one element for another –without disrup=ng appropriateness
Blending Create unique blend of two cultural behaviors
© Andrew L. Molinsky, 2014
Cultural Fusions in the Food World
25
Cardomom Crème brûlée!
Kimchi Burrito!
© Andrew L. Molinsky, 2014
Less Successful Fusions
© Andrew L. Molinsky, 2014
Create your own Cultural Fusion
27 © Andrew L. Molinsky, 2014
Four Step Plan
28
(1) Diagnose the new cultural code
(2) IdenQfy your own personal challenges (3) Customize your behavior
(4) Make the behavior into “muscle memory”
© Andrew L. Molinsky, 2014
Step 4: Develop muscle memory
29 © Andrew L. Molinsky, 2014
Step 4: Develop muscle memory
30
• PracQce in realisQc seings
• Get -‐-‐ and give yourself -‐-‐ feedback
© Andrew L. Molinsky, 2014
31 © Andrew L. Molinsky, 2014
32 © Andrew L. Molinsky, 2014
Your Overall Goal!
33 © Andrew L. Molinsky, 2014
34
Thank you!
© Andrew L. Molinsky, 2014