Академический Документы
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across cultures
Anxiety
Feeling anxious because you don’t know if your behavior is appropriate.
Disconfirmed expectations
Being upset not because a situation is bad in itself, but rather because it isn’t what you’ve expected.
Exclusion
Feeling like an ‘outsider’ because you are not part of the ‘in-group.’
Ambiguity
Continually being confronted with situations where you are not sure what the right thing to do is.
Emotional management
Managing our emotional reactions helps us cope with the stress of international work.
Openness
New thinking
Being receptive to new ideas, the manager typically seeks to extend his or her understanding into new and
unfamiliar fields.
Welcoming strangers
Enthusiasm to initiate contact and build relationships with new people, including those who have different
values and perceptions to themselves.
Accepting
Tolerating and also positively welcoming behavior that is different from our own.
Flexibility
Flexible behavior
Openness and flexibility toward the way others see the world. The manager adapts easily to a range of different
social and cultural situations and has learned, or is willing to learn, a wider range of behavior patterns.
Flexible judgment
Avoiding coming to quick and definitive conclusions about the new people and situations we encounter.
Learning languages
Being motivated to learn and use the specific languages of important business contacts, over and beyond the
lingua franca in which they conduct everyday business activities.
Personal autonomy
Inner purpose
Holding strong personal values and beliefs that provide consistency when dealing with unfamiliar situations or
when facing pressures that question judgment.
Focus on goals
Pushing forward and staying strong and focused in stressful, unfamiliar circumstances. A high degree of
persistence in achieving projects and tasks is demonstrated, regardless of pressures to compromise and
distractions on the way.
Spirit of adventure
The readiness to seek out variety, change and stimulation in life, and avoid safe and predictable environments.
Influencing
Rapport
Building relationships in a variety of contexts. Managers put a premium on choosing verbal and non-verbal
behaviors that are comfortable for international counterparts, and in this way building a sense of “we.”
Range of styles
Having a variety of means for influencing people across a range of international contexts.
Cultural knowledge
Valuing differences
Being interested in working with colleagues and partners from diverse backgrounds. Here, we are sensitive to
how different people see the world.
The manager should determine in which areas he places least and most emphasis and to subsequently draw up an
action plan for those areas requiring improvement.