More Related Content Similar to Establishing Relationships on Multi-Cultural Teams (20) More from Catherine (Cass) Mercer Bing (20) Establishing Relationships on Multi-Cultural Teams3. Outcomes
• This presentation will explore the logical and
This presentation will explore the logical and
emotional aspects of trust as they relate to
building relationships among team members
building relationships among team members
• It will show the cultural implications and
impact of cultural attitudes, and it will offer
impact of cultural attitudes and it will offer
suggestions for how to build relationships
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5. Culture Note
Culture Note
NEED FOR CERTAINTY:
NEED FOR CERTAINTY:
• It helps to define the links between the team
members, identifying the handoffs and
members identifying the handoffs and
dependent variables. You can do this by
creating a visual/flow chart. Such a map is
creating a visual/flow chart Such a map is
especially useful for team members for whom
English is an acquired language.
English is an acquired language
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6. Cognitive vs. Affective Trust
Cognitive vs. Affective Trust
Cognitive Trust is…
•
•
•
•
Affective Trust is…
The level of confidence or willingness to
rely on the competence of others
It is based on observations and personal
reputation (how the team member acted
reputation (how the team member acted
in other relationships) regarding the
likelihood that team members will live up
to their obligations
Can be referred to as predictability or
Can be referred to as predictability or
reliable‐ness. It is based on knowledge
that has been accumulated from
observations and from what is understood
to be their reputation (how they have
to be their reputation (how they have
acted in other relationships)
Cognitive trust is knowledge‐driven
•
•
•
•
Confidence based on feelings
generated by the level of care and
concern the other team
member/leader demonstrates.
member/leader demonstrates
Characterized by feelings of security
and perceived strength of the
p
relationship
Based more on personal experiences
than knowledge about the reputation
of the other
Affective trust is emotion‐driven
SOURCE: www.kentgrayson.com/Grayson Archive/cogaffjbr.pdf
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9. Building Successful Relationships
Building Successful Relationships
Strategies…
•
•
•
•
•
•
•
•
Prove you are willing to trust by demonstrating
illi
b d
i
your level of investment in the relationship
Demonstrate your commitment to the project
(team outcomes) and the people on the team
Keep your commitments and promises
Keep your commitments and promises
Tell the truth even when it may reflect badly on
you
Communicate with team members often
including outside team meetings and social
including outside team meetings and social
occasions
Treat others as equals. While they may not have
the same skills or skill levels you have, they may
have other complimentary skills. Assume they
are bringing something valuable to the team
Focus on shared goals (rather than personal
goals)
Do what’s right rather than just doing the right
things
Cultural Orientations: These
strategies work for those with…
strategies work for those with
Participative Orientation
Participative Orientation
Group Orientation
g y
Tolerance for Ambiguity
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10. Building Successful Relationships
Building Successful Relationships
Strategies…
•
•
•
•
•
Cultural Orientations: These
strategies work for those with…
strategies work for those with
Act and speak consistently
Share more information than is requested
Be open‐minded about “how to do things.”
There are many ways to get things done – your
h
h
d
way may not be the best. Listen openly to what
others consider best approaches
Let others do it their way when it is not your
responsibility
Even if the other is perceived as “impossible to
work with” focus on the team outcomes, not the
person. You do not have to like your team
members, but the team does need to achieve its
stated outcomes and work towards that
common goal. Ask yourself, “What can I do
differently to make this work?”
Participative Orientation
Tolerance for Ambiguity
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11. Building Rapport
Building Rapport
Strategies…
•
•
Cultural Orientations: These
strategies work for those with…
strategies work for those with
Start each meeting by asking members to
identify themselves, their current geographic
location, and the time at their location (that
will help everyone remember who is working
ill h l
b
h i
ki
outside of typical work hours and likely to be
tired while showing commitment to the
team)
Start each team meeting with a few minutes
St t
ht
ti
ith f
i t
of “personal milestones.” These can be
personal or professional. Some team
members will talk about family events such
as birth of a child, a celebration, or a cultural
as birth of a child a celebration or a cultural
holiday. This helps team members discover
what they have in common.
Group Orientation
Group Orientation
p
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13. More Strategies for Building Rapport
More Strategies for Building Rapport
•
Smile when talking on the telephone (others can hear the smile).
–
–
•
•
•
•
•
•
Consider putting a small mirror by your computer or telephone to remind yourself to smile.
Consider putting a small mirror by your computer or telephone to remind yourself to smile
Or pin up the word SMILE. Smiling would make your conversation warmer and more relaxed.
Ask simple questions to get others involved in the conversation; encourage involvement.
Offer to help. (“It seems like you are asking for some support. How can I help? What do you need
from me to make this deadline?”)
Listen carefully and listen for undertones (listen for what they mean not just what they say).
Li t
f ll
d li t f
d t
(li t f
h t th
t j t h t th
)
Do not interrupt even when there is silence. Some cultures are cultures of silence. Also it may be
necessary for team members to gather their thoughts before speaking. Give them space. If the
time of silence gets too long, ask if they need time to think about their answer and offer to come
back to them after you let someone else speak. (DO NOT FORGET to get back to them.)
Do not let others interrupt, finish sentences of others or “explain” what other team members have
said (I think what John means is…).
Use communication techniques to show that you understand or care to know more. Here are some
examples:
–
–
–
–
–
I can follow that logic
Please say more about that
Does that mean…?
I see what you mean
It sounds like it is a difficult situation
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14. More Strategies for Building Rapport:
Quick Tips
k
Match the pace of their speech
Show respect (use honorifics, allow for silence, etc.)
Show respect (use honorifics allow for silence etc )
Find commonalities; ask them to share information (hobbies, cultural events, favorite foods, books, movies, music,
information about holidays, etc.)
Be “sociable”
Actively seek ways to build relationships between team members such as using icebreakers, socializing, and/or “successes
since we last spoke…”
i
l
k ”
Background sharing (education, other successful team work, lessons learned on other teams, special capabilities, specific
issues, help or support needed…)
Ask:
What I want to learn is…
Who can help me gain access to…
During the introductions in team meetings ask them to talk about the “time of day” and their current location
Focus on both people and their work
Create “high social presence”; use social media if they do
Use photos (of the office locations, of the team members)
U
h t ( f th ffi l ti
f th t
b )
Recognize various holidays
Encourage team members to share successes
Be friendly
g
Communicate outside meetings – socialize, too
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15. Measuring Team Alignment
Measuring Team Alignment
• If you already suspect that there is a lack of
If you already suspect that there is a lack of
trust among and between team members, or
there seem to be “broken relationships” you
may want to measure team alignment.
• ITAP’s Global Team Process Questionnaire™,
(or GTPQ) identifies areas that need work so
you can focus on team improvement, and
allows you to measure change/improvement
ll
h
/i
over time.
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18. 2013 ITAP Presentations
2013 ITAP Presentations
1. Impact of Culture in Multi Cultural Teams
1 Impact of Culture in Multi‐Cultural Teams
2. Establishing Leadership Credibility on Multi‐
Cultural Teams
Cultural Teams
3. Building Trust on Multi‐Cultural Teams
4. Establishing Relationships on Multi‐Cultural
Teams
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19. Questions? Please email or call me…
Questions? Please email or call me…
Catherine Mercer Bing
CEO, ITAP International, Inc.
cbing@itapintl.com
ITAP International, Inc.
ITAP International Inc
353 Nassau Street, 1st Floor
Princeton, NJ 08540 USA
(W) 1.215.860.5640
http://www.itapintl.com
//
Remember put PROMOTION CODE
ER14GTPQ
j
y
in the subject line of your email.
…thank you…
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