1. Four Behaviors that Define Great Global
Leaders 界定杰出全球领导者的四大行为指标
• 1. Cultural Self-Awareness 文化自知
• 2. Invite the Unexpected 另辟蹊径
• 3. Results Though Relationships 通过关系取得成
果
• 4. Frame Shifting (Style Switching) 方式转换（行
为风格切换）
• Source: “What is Global Leadership?”, Ernest Gundling

2. What is Culture? 什么是文化？
“The complex pattern of
ideas, emotions, and
behaviors that tend to
be expected, reinforced
and rewarded by and
within a particular
group.”
“ 往往是某个特定的群体所
期望、强化和奖励的思想
、情感和行为的复合形
”态。

3. Sources of Cultural Influence
文化影响的来源
国家文化
家庭文化
企业文化
功能型文化
个人文化
示意图
东道主文化
朋友
地区
家庭
宗教
教育
企业文化
职业
社会阶层性别
时代
社会
种族

4. The Cultural Iceberg
文化冰山
意识层面
认知层面
情感层面
观察 / 行为层面

5. Cultural Orientations Model (COM)
文化导向模型（ COM ）
• A neutral framework for describing and understanding
cultural differences. 描述和理解文化差异的中立框架。
5
Thinking Style 思维方式
… how people process
information 人们如何处理
信息Sense of Self 自我感
… how people view
identity and motivation
人们如何看待身份和动
机
Interaction Style 互动方式
… how people communicate
and engage with others 人们
如何与他人交流和相处
思
维
方
式
互动方式

6. The connection between behaviors, beliefs, and emotions that are expected, reinforced and
rewarded by and within a particular group. 某个特定的群体所期望、强化和奖励的行
为、信念和情感之间的联系。
Aligned with our definition of culture
符合我们的文化定义
Values 价值观
Cognition 认知
(Beliefs and Assumptions 信仰和
假设 )
Emotions 情感
Behavior 行为
Norms 规范
Context/Situation 背景 / 情景
Interaction Style 互动方式
Orientations that impact how we
communicate and engage others. 影
响我们与他人交流和相处方式的导
向。
Thinking Style 思维方式
Orientations that impact how we
process information. 影响我们处
理信息方式的导向。
Sense of Self 自我感
Orientations that define how we view
our “self” and are motivated. 定义我
们看待“自我”和产生动机的方式的导
向。
6

7. Fluid / Fixed 流动式 / 固定式
• How we prefer to use time.
• 我们更喜欢如何使用时间。
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
FLUID 流动式 FIXED 固定式
Strong 强 *
Actions/event and outcomes determine
the use of time.
Schedules are approximate and
flexible.
行动 / 事件和结果决定时间的使用。
日程安排类似且灵活。
Schedules are firm and they structure
interactions and events.
Punctuality is critical.
时间安排固定且构成互动和事件。
守时很关键。
7

8. Being / Doing 所是 / 所为
• How we balance relationships and tasks.
• 我们如何平衡关系与任务。
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
BEING 所是 DOING 所为
Strong 强 *
Relationships have priority.
Nurturing relationship are essential to
accomplishing tasks and objectives.
关系优先。
培养关系对于完成任务和目标必不可少
。
Tasks have priority
Tasks are independent of relationships.
Relationships are nice to have, but not
essential.
任务优先。
任务不依赖于关系。有了关系是不错，但
并非必不可少。
8

9. Indirect / Direct 间接 / 直接
• How we prefer to handle conflict, disagreements, and discord.
• 我们更喜欢如何处理冲突、分歧和矛盾。
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
INDIRECT 间接 DIRECT 直接
Strong 强 *
Discreet handling of conflict.
Face-saving is essential.
谨慎处理冲突。
面子至关重要。
Straight forward and open conflict
handling.
直截了当地公开处理冲突。
9

10. Instrumental / Expressive
工具性 / 表情性
• How we prefer to display and handle emotions.
• 我们更喜欢如何表露和处理情绪。
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
INSTRUMENTAL 工具性 EXPRESSIVE 表情性
Strong 强 *
Displaying rationality and “objectivity”
builds trust and connection.
表露理性和“客观性”建立信任和联系。
Displaying feelings, passion and style
builds rapport and connection.
表露情感、热情和风格建立默契和联系。
10

11. Informal / Formal 非正式 / 正式
• How we prefer and experience etiquette, protocol, and social
conventions.
• 我们如何看待和体会礼仪、惯例和社会习俗。
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
INFORMAL 非正式 FORMAL 正式
Strong 强 *
Etiquette, protocol and social
conventions are reduced or dispensed
and experienced as disablers of
relationships.
礼仪、惯例和社会习俗是阻碍关系进展
的羁绊，应尽量减免。
Etiquette, protocol and social conventions
of propriety are adhered to and valued as
enablers of relationships.
礼仪、惯例和社会习俗是促进关系发展的
重要因素，应坚持重视。
11

12. Particularistic / Universalistic
特殊性 / 普遍性
• How we prefer to apply rules and standards of fairness.
• 我们更喜欢如何运用公平的规则和标准 .
Mild 弱 Mild 弱Very Strong 很强 ** Strong 强 * Very Strong 很强 **
PARTICULARISTIC 特殊性 UNIVERSALISTIC 普遍性
Strong 强 *
Situation-dependent standards of
behavior and application of rules.
Focus on equity.
行为标准和规则运用视具体情况而定。
注重公平。
Consistent and uniform standards of
behavior and application of rules.
Focus on equality.
行为标准和规则运用整齐划一。
注重平等。
12

13. Thinking Style 思维方式
• Cultural orientations that impact how we process information; i.e. the
way you think, perceive, remember and relate to information.
• 对我们如何处理信息产生影响的文化导向；即思考、感知、记忆和关
联信息的方式。
13
Thinking Style: 思维方式：
•Multi-Focus/Single-Focus 多焦点 / 单
焦点
•Past/Future 过去 / 未来
•Low Context/High Context 低语境 /
高语境
•Inductive/Deductive 归纳 / 演绎
•Linear/Systemic 线性 / 系统

14. Multi-Focus / Single Focus
多焦点 / 单焦点
• How we prefer to select and pay attention to information.
• 我们更喜欢如何选择和关注信息。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
MULTI FOCUS 多焦点 SINGLE FOCUS 单焦点
Process information in a parallel way ;
i.e., multiple things simultaneously.
并行处理信息；即：同时做多件事。
Process information sequentially; i.e., one
thing at a time.
相继处理信息；即：一次做一件事。
14

15. Past / Future 过去 / 未来
• How we prefer to reference information.
• 我们更喜欢如何参考信息。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
PAST 过去 FUTURE 未来
Reference to historical development and
tradition
参考历史发展过程和传统
Reference to vision of the future and
innovation objectives
参考未来前景和创新目标
15

16. Low Context / High Context
低语境 / 高语境
• How we derive and package meaning; i.e. how we interpret and
understand information.
• 我们如何得出和包装意思；即：我们如何解释和理解信息。
• 。
16
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
LOW CONTEXT 低语境 HIGH CONTEXT 高语境
Meaning is explicit.
Information is taken at face value; i.e.,
it means what is says
意思很明确。
信息具有表面价值；即：就是指说的那
个意思。
Meaning is implicit.
Meaning is hidden; i.e. what is said
stands for something else
意思很含蓄。
意思很隐晦；即：所说的话暗含别的意思
。

17. Inductive / Deductive 归纳 / 演绎
• How we reason; i.e., how we draw inferences, arrive at conclusions,
and structure thoughts and arguments.
• 我们如何推理；即：我们如何引出推论、得出结论并构建论点
和论据。
17
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
INDUCTIVE 归纳 DEDUCTIVE 演绎
Specific to general.
Data and specific cases reveal the
underlying principle.
从特殊到一般。
数据和具体案例揭示了基本原理，
General to specific.
Principles are applied to specific
instances and cases.
从一般到特殊。
原理适用于具体情况和案例。

18. Linear / Systemic 线性 / 系统
• How we perceive and organize information.
• 我们如何感知和组织信息。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
LINEAR 线性 SYSTEMIC 系统
Component perception
Focus on discrete components and
cause-effect relationships.
组分感知
聚焦分立组分和因果关系。
Holistic perception
Focus on the “big picture” and the
interaction among components.
整体感知
聚焦“全局”和组分间的相互作用。
18

19. Sense of Self 自我感
• Cultural orientations that impact how we see and experience our “self”;
i.e., our identity and core motivation.
• 对我们如何看待和体会“自我”（即我们的身份和核心动机）产生影响
的文化导向。
19
Sense of Self: 自我感：
•Control/Constraint 控制 / 约束
•Private/Public 私人 / 公共
•Hierarchy/Equality 等级 / 平等
•Collectivistic/Individualistic 集体主义
/ 个人主义
•Cooperative/Competitive 合作 / 竞争
•Flexibility/Order 灵活性 / 秩序

20. Control / Constraint 控制 / 约束
• How we experience our agency in the (work) world; i.e., how empowered
you see yourself over the circumstance of your work/life.
• 我们如何体会我们在（工作）社会上的行动能力；即：你认为你有多
大的能力处理好工作 / 生活中出现的各种情况。
Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
CONTROL 控制 CONSTRAINT 约束
Internal locus of control or high sense of
empowerment.
Belief that we can determine outcomes
through our actions and decisions.
内部控制源或高赋能感。
相信我们可以我们的行动和决策来决定结
果。
External locus of control or low sense of
empowerment.
Belief that outcomes are determined by
forces we cannot influence.
外部控制源或低赋能感。
相信结果由我们无法影响的力量来决定。
Mild 弱
20

21. Private / Public 私人 / 公共
• How we experience boundaries and access; i.e., our need for and
relationship to physical and psychological boundaries.
• 我们如何体会边界和通道；即：我们对身体和心理边界的需求以及我
们与身体和心理边界的关系。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
PRIVATE 私人 PUBLIC 公共
Clear and firm boundaries.
Demarcation, segmentation and
preservation are key.
明确固定的边界。
划界、分割和保护很关键。
Weak and permeable boundaries.
Accessibility, transparency and exchange
with others are key.
弱势渗透性边界。
可接近、透明和与他人交流很关键。
21

22. Hierarchy / Equality 等级 / 平等
• How we experience and relate to social stratification and the
differential distribution of privilege and power.
• 我们如何体会和处理社会阶层以及特权和权力的差异性分布。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
HIERARCHY 等级 EQUALITY 平等
Differences in power and status are
desirable. Deference to and special
privileges for those of higher status.
权力和地位差异是可取的。地位高的人
应得到额外尊重和特权。
Differences in power are and ought to be
minimized. No deference or special
privileges to those of higher status.
权力差异在缩小且理应如此。地位高的人
不应得到额外尊重和特权。
22

23. Collectivistic / Individualistic
集体主义 / 个人主义
• How we experience group membership; i.e. how we identify with a
given group.
• 我们如何体会团体成员身份；即：我们对某个特定团体的认同
程度。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
COLLECTIVISTIC 集体主义 INDIVIDUALISTIC 个人主义
Identification with a group.
The “we” predominates and submission
to group norms and interests is
expected.
认同某个团体。
以“我们”为主，希望服从团体规范和利
益。
Independence from groups.
The “I” predominates and the pursuit of
self-interest is encouraged.
独立于团体。
以“我”为主，鼓励追求自身利益。
23

24. Cooperative / Competitive
合作 / 竞争
• How we are motivated and what we find desirable to achieve.
• 我们如何产生动机以及我们想要实现什么目标。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
COOPERATIVE 合作 COMPETITIVE 竞争
Harmony and balance is prized and a
source of pride.
和谐与平衡很珍贵，是值得骄傲的事情
。
Maximum gain and achievement is prized
and a source of pride.
最大增益和成就很珍贵，是值得骄傲的事
情。
24

25. Flexibility / Order 灵活性 / 秩序
• How we experience and respond to uncertainty and ambiguity.
• 我们如何体会和应对不确定性和模糊性。
Mild 弱 Mild 弱Strong 强 *Very Strong 很强 ** Strong 强 * Very Strong 很强 **
FLEXIBILITY 灵活性 ORDER 秩序
Uncertainty and ambiguity are
assumed and expected.
Responsiveness to change,
improvisation and resilience are
sources of pride.
不确定性和模糊性在假设和预料之中。
应变力、即兴和弹性是值得骄傲的事情
。
Uncertainty and ambiguity are minimized
and contained. Stability, consistency and
predictability are sources of pride.
尽量减少和限制不确定性和模糊性。稳定
性、一致性和可预见性是值得骄傲的事情
。
25

26. Understanding the COI: Gap Analysis
了解文化导向指数（ COI ）：差异分析
26
Continua: Being / Doing
续：所是 / 所为
所是 所为
很强 强 弱 弱 强 很强
你
点击各柱状图查看细节
。
红色指所存在的差异。

27. Sample Country COI Profile (China)
示例国家 COI 示意图（中国）
27
自我感思维方式互动方式
流动式
所是
间接
工具性
正式
特殊
多焦点
过去
高语境
归纳
系统
约束
私人
等级
集体主义
竞争
秩序

28. Exercise: COIReflection
练习： COI 思考
• Identify one strong/very strong
preference. 确定一个强 / 很强的首选项
。
• In which situations do you act on this
preference? 你在何种情况下会落实该首
选项？
• What are the positive consequences? 产
生了哪些积极后果？
• What are the negative and/or unintended
consequences? 产生了哪些消极和 / 或非
预期后果？
• How do the consequences contribute to
your challenges at work? 这些后果对你应
对工作中的挑战产生了哪些作用？
28
思
维
方
式
互动方式

29. Exploring Cultural Gaps 1 on 1
一对一探讨文化差异• Step 1: Place a checkmark () next to each orientation indicating your preference.
• 步骤 1 ：在每个导向旁放置一个复选标记（）指出你的首选项。
• Step 2: Select a partner.
• 步骤 2 ：挑选一位搭档。
• Step 3: Review your partner’s COI and put a checkmark next to his or her preferences for
each continuum on the following pages.
• 步骤 3 ：查阅你搭档的 COI 并在以后各页的导向连续集内的首选项旁放置一个复选标
记。
• Step 4: Identify any potential culture gap that exists between your preferences and that of
your counterpart .
• 步骤 4 ：确定你的首选项与你搭档的之间所存在的任何潜在文化差异。
• Step 5: Identify specific strategies and tactics you could employ to work together more
effectively.
• 步骤 5 ：确定你会采取的能使共事更高效的具体战略战术。
• Step 6: Discuss your strategies and tactics with your partner. Check your conclusions
• 步骤 6 ：与你的搭档讨论你的战略战术。核实你的结论。
29

30. MODULE 4:
模块 4 ：
Understanding Your Cultural Profile and Exploring the Four Key Cultural
Skills
了解你的文化概况并探讨四个主要的文化技能

31. Four Key Cultural Skills
四个主要的文化技能
• Cultural Due Diligence: Assessing and preparing for the possible
impact of culture and cultural differences
• 文化审慎：评估文化和文化差异可能带来的影响并做好相应的
准备
• Style Switching: Using a different behavioral approach to
accomplish one’s goals
• 行为风格切换：使用不同的行为方式来完成自己的目标
• Cultural Dialogue: Exploring cultural differences and negotiating
mutual adaptations
• 文化对话：探索文化差异并协调相互适应
• Cultural Mentoring: Helping others with cultural adaptation and
integration.
• 文化辅导：帮助他人完成文化适应与融合。31

32. Four Key Cultural Skills – Model
–四个主要的文化技能 模型Cultural Due Diligence 文化审慎
Assessing and preparing for the
possible impact of culture and cultural
difference 评估文化和文化差异可能带来的
影响并做好相应的准备
Is it reasonable or feasible for my
counterpart(s) to change? 让我的搭档做出
改变是否合理可行？
YES NO
Cultural Mentoring 文化辅导
Helping others with cultural adaptation and
integration 帮助他人完成文化适应与融合
Cultural Dialogue 文化对话
Exploring cultural differences and
negotiating mutual adaptations
探索文化差异并协调相互适应
YES
是
Style-Switching 行为风格切换
Using a different behavioral
approach to accomplish one’s
goals 使用不同的行为方式来完成
自己的目标
NO
否
32

33. Cultural Due Diligence 文化审慎
• Cultural Due Diligence: Assessing and preparing for the possible impact of
culture and cultural differences.
• 文化审慎：评估文化和文化差异可能带来的影响并做好相应的准备
。
• Observation
• 观察
• Third Parties
• 第三方
• Inquiry/Probing
• 询问 / 探究
• Cultural Orientations Indicator®
Profile
• 文化导向指数 ®
示意图
• Information Tools (e.g., Cultural Navigator®
)
• 信息工具（如文化导航仪 ®
） 33

34. Cultural Due Diligence 文化审慎
Requirements for Shared Understanding and Success:
要求共识和成功
• Non-judgmental comparative framework
• 非主观的比较框架
• Shared vocabulary
• 共享词汇
Potential Actions & Outcomes
潜在的行动和结果
• Identifying salient challenges
• 识别突出的挑战
• Generating hypotheses
• 产生假设
• Preparing approaches and strategies
• 准备方法和策略
34

35. Style-Switching 行为风格切换
• Style-Switching: Using a different behavioral approach to accomplish
one’s goals.
• 行为风格切换：使用不同的行为方式来完成自己的目标。
• Techniques:
• 技巧：
• Introspection/Reflection: Identify situations where Style-Switching may be beneficial.
• 反省 / 反思：确定在哪些情况下行为风格切换可能有益。
• Meditation: A technique to shift your cognitive and emotional reactions and focus your
mind.
• 冥想：转变你的认知和情感反应并集中你的思想的一种技巧。
• Modeling: Copy the behaviors of others, particularly when interacting with an unfamiliar
culture.
• 建模：复制他人的行为，尤其当与陌生文化打交道时。
• External Practice: Practice outside of the immediate need in a similar situation to become
more comfortable
• 外在实践：在类似情况下忽视迫切需要使实践过程变得更轻松舒适35

36. Style-Switching 行为风格切换
36
可协商
核心

37. Exercise: Style-Switching Scenario Analysis
练习：行为风格切换情景分析
• Instructions:
• 指示：
• In a small group, review the scenario assigned to your group. Please
identify the following:
• 在一个小组中，回顾分配给你的小组的情景。请确定以下信息：
• How the individual would approach the situation based on his/her cultural
orientation. What is the likely effect of doing so in this way?
• 个人将如何基于其文化导向来处理这种情况？以这种方式这样做可能
会产生什么结果？
• How the individual may want to change his/her approach to improve the
outcome
• 个人可能需要如何改变其方法才能改善该结果
37

38. Cultural Dialogue 文化对话
Cultural Dialogue: Exploring cultural differences and
negotiating mutual adaptations.
文化对话：探索文化差异并协调相互适应。
Proactive: raising awareness and knowledge about
potential differences.
主动：提高对潜在差异的认知和了解。
Reactive: identifying the cultural underpinnings of
specific challenges.
被动：确定具体挑战的文化基础。
38

39. Cultural Dialogue 文化对话
•Frame the conversation 搭建对话框架
•Articulate critical issues 阐明关键问题
•Extend an invitation 发出邀请
•Listen and paraphrase 倾听与释义
•Inquire and probe 询问与探究
•Share your perspective and/or
experiences 分享你的观点和 / 或经验
•Identify options 确定选项
•Jointly visualize success 共同实现成功
•Set guiding principles 设置指导原则
Analyze 分析Analyze 分析
Prepare 准备Prepare 准备
Implement 实施Implement 实施
Phase I 第一阶段
Initiate 初期
Phase II 第二阶段
Create Shared
Understanding
建立共识
Phase III 第三阶
段
Problem Solve
Jointly 共同解决问题
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40. Cultural Mentoring 文化辅导
Cultural Mentoring: Helping others with cultural adaptation and integration.
文化辅导：帮助他人完成文化适应与融合。
•Establish the rationale for using cultural dialogue.
•建立使用文化对话的理论基础。
•Achieve clarity about the process and objectives.
•明确过程和目标。
•Distinguish between understanding and problem-solving.
•区分理解与问题解决的差异。
•Suspend status hierarchies.
•暂停地位等级。
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41. MODULE 5:
模块 5 ：
Reflection and Action Planning
反思与行动规划

42. Review of Key Insights
回顾关键见解
Awareness:
意识：
• Understanding Culture and Developing Cultural Competence
• 了解文化并培养文化素养
Applications:
应用：
• Introduction to the Cultural Orientations Approach
• 介绍文化导向法
• Understanding Your Cultural Profile and Exploring the Four Key
Cultural Skills
• 了解您的文化概况并探讨四个主要的文化技能
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43. Personal Reflection & Action Planning
个人思考和行动计划
1. What have been the most valuable insights and ideas that you gained in
this program?
你在本课程中收获的最有价值的见解和想法是什么？
2. Identify two or three challenges that you can now address differently.
找出你现在可以用不同方法解决的两个或三个挑战。
3. Plan for how you will act/behave differently regarding the challenge
after today.
计划一下今后面对挑战你会有哪些不同的行为 / 举止。
– Share at your table
– 与你的同桌分享
– Flip chart and report out to the group
– 活动挂图和向小组汇报 43