为你切换——跨文化沟通
Switchfor You - Cross-Cultural Communication
背景：
这是一个交流频密的时代。今天，人们的交流对象不仅是小范围的、近距离的、同文化的，更越来越发生于相隔遥远的异文化之间，不同的成长背景和文化，造就了人们不同的行为、语言及思考方式，可以说，跨文化交流正在成为人类交流的一种常态。
当提及跨文化，您第一时间想到的可能是不同的习惯禁忌。习惯禁忌恰恰是跨文化领域里最不重要的部分，因为如果习惯禁忌犯了错，是极容易得到原谅的。但是，如果在“思维层面”与对方不匹配，不动声色中造成了紧张关系。
——您需要知道文化性格的四大维度差异：行为准则、沟通方式、时间观念、自我意识，以及世界十大文化群体在这四个维度上分别对应的位置。
当提及领导力，恐怕大多数人都称自己喜欢基于“个人主义”价值观的“平等”风格的领导风格。而一位极具民主风的领导空降到“等级”机构里，他真的会受欢迎吗?他的人格魅力会在新的地方闪光吗?为何团队成员用“无能”、“磨叽”、“外人”来形容他呢?
——您需要摆脱文化有优劣之分的成见，理解自我，包容他人。
当要求您切换自己的文化性格去适应对方，您是否会愤愤不平：“为什么是我去适应他，不是他来适应我?”或者，“我不想丧失自我，我变得都不像我了，这是背叛！”
——您需要找到自己的“文化舒适区”和“异文化标范区”之间最大的“最佳表现区”。
当您失望于传统培训无法带来参与感和成就感，知识留存时间短，痕迹浅，且应用于工作时无法获得及时反馈和奖励。
——您需要《为你切换——跨文化领导力沙盘模拟》带您努力探索未知，在高度仿真的环境里，迈出每一个沟通和决策步骤。
Background:
Withbusiness and life becoming ever global, cross-cultural communication skill is amust-have for you to enjoy the international travels, business andrelationships.
Whentalking about cross-cultural communication, you might instantly think of habit,taboo, or custom. Please note that these elements are the least important, forthe simple fact that you will be easily forgiven if you make mistakes.Nevertheless, if you and the other person do not match in “thinking mode”, thenthe tension starts to grow and you may not even notice.
—— Youneed to know the four-dimensional cultural differences: behavior criteria,communication style, concept of time, and self-awareness. You also need tounderstand the positions of the world’s ten cultural clusters in the fourdimensions.
Whentalking about leadership, you might claim that “equalitarian style” is more appreciatedthan “Hierarchical style”. However, is it 100% certain that a democratic styleleader will be welcomed in a hierarchical institution? Does his charisma shinein this new place? Why do his team members describe him as incompetent andweak?
—— You needto get rid of cultural prejudice: there are no superior cultures or inferiorcultures.
When youare asked to switch your cultural personality to fit the other person, youmight be angry: “Why do I have to change? Why can”t he adapt to me?” “I feellike I am losing myself.”
——Youneed to find the “zone of optimal performance” across the “comfort zone” andthe “zone of appropriateness.”
When youare disappointed that traditional training cannot bring you the sense ofparticipation and achievement,
——Youneed Switch for You - Cross CulturalLeadership Simulation to apply the knowledge and explore the unknown in thehighly simulated scenarios.
特色：
这堂课所着眼的文化，不是指某个国度或国度里的人，东方和西方也不是靠经线和纬线来划分的；文化被放在四大维度中分析。本课程提供的文化性格测评工具，将帮助您认识到自己和团队分别处在每个文化维度中的哪个具体位置，并且在每条文化轴上打造与对方相处的策略。
课程会附赠两个“工具”：文化性格测评工具、个人/团队文化罗盘。
学员将掌握的核心“方法”：一定位，二切换。迅速定位两个文化间的“最佳表现区”，自如切换文化性格到此区域。
Features:
The concept of “culture” wewill discuss in the course is not necessarily related to your passport. We willanalyze “culture” in four dimensions. The assessment tool will help youidentify your and your team’s cultural personalities in each dimension. We willcompare some countries’ positions in the four cultural dimensional scales. Thenwe will develop strategies for working with people from each side of thescales.
The course will give you two “tools”:cultural personality assessment tool, individual/team cultural compasses.
The course will equip youwith one “method”: identify “optimal zone” of the two cultures and switch culturalpersonality into the zone.
收益：
通过本次课程，您将
l在四大维度中对自己的文化性格获得具体化认知
l打造与不同文化性格的同事、上级和下属共处的策略？
l了解不同文化性格的员工怎样搭配协作最高效？
l在“自我舒适区”和“对方舒适区”中找到“最佳表现区”
Benefits：
After the course, you will be able to
lDiscover your own culturalpersonality in four dimensions
lIncrease the organizationalsuccess by understanding the behavior of colleagues
lCreate trust and negotiatecontracts with people from diversified backgrounds
lIdentify “optimal zone” in “zoneof appropriate” and “comfort zone”
大纲 Outline：
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版块一
Section 1
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认识跨文化冲突的根源
l“我的世界”和“你的世界”版本不同
l关于跨文化的三大迷思：
世界是平的
文化有国界
存在通用的文化
了解世界十大文化群体的基本特征
Discover the root ofcultural clash
lTHE world vs. YOUR world
lThree misunderstandings about culture:
The world is flat?
Culture with border?
Fit-all culture?
Learn the features of tencultural clusters in the world
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版块二
Section II
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分析文化的四大维度
l行为指南：特殊主义 vs. 普遍主义
l沟通方式：泛指沟通 vs. 特指沟通
l时间观念：多向时间 vs. 单向时间
l自我意识：集体主义 vs. 个人主义
Analyze culture in fourdimensions:
lParticularism vs. Universalism
lDiffused vs. Specific
lPolychronic Time vs. Monochronic Time
lCollectivism vs. Individualism
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版块三
Section III
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测评工具
l完成测评问卷，绘制自己的文化罗盘
l共同绘制团队的文化罗盘
l比较两个罗盘：如果在某个维度上相异的分数大于10，则警灯亮起，说明在此维度上的文化性格差异大到有可能产生冲突
Know yourself
lComplete the assessment questions and draw your culturalpersonality compass
lCompare your compass to your team member’s: if there are tenpoints of difference on a certain scale, it is of high probability that youtwo would have conflicts in that dimension
lDraw the team’s cultural personality compass together
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版块四
Section IV
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打造跨文化沟通策略
l如何让多元文化团队内部成员和谐地提出反对意见？
l如何分别有效说服特殊主义/普遍主义文化性格的同事？
l在和特指沟通文化性格的同事确认信息时，有哪几个层次？
l如何让多向时间文化性格的同事与单向时间文化性格的同事调整成一致的步调？
l在集体主义文化的团队里，怎样既能拿到下属的真实反馈，又不牺牲自己的权威？
l在个人主义文化的团队里，怎样把控局面，实施有效监督？
Develop strategies forworking with people from each side of the four cultural dimensions
lHow do you get global teams to disagree agreeably?
lHow do you persuade someone from particularism/universalismculture?
lWhat are the levels of verification when communicating withsomeone from specific culture?
lWhat are the strategies for multicultural collaboration betweenpolychorinc time and monochronic time people?
lWhat are the steps to get the input you need without compromisingthe authority of your position in collectivism culture?
lWhat are the steps to keep a handle on what is being accomplishedin individual culture?
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版块五
Section V
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学以致用
l切换文化性格时，避免产生自我背叛的消极情绪：
l不强迫自己完全进入“异文化舒适区”
l不隐藏在自己的“本文化舒适区”
l找到“本文化舒适区”和“异文化舒适区”的交集——“最佳表现区”
l逐步扩大“最佳表现区”，这样的跨文化性格切换才是自然而持久的
Apply the rules into action
lAvoid the negative emotion of “self-betrayal” when doing thecultural personality switch
lDon’t force yourself into a complete “zone of appropriateness”
lDon’t hide in “comfort zone”
lDevelop an overlapping area of “zone of optimal performance”between “zone of appropriateness” and “comfort zone”
lExpand the “zone of optimal performance” thus making the culturalpersonality switch natural and long-lasting
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版块六
Section VI
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仿真体验
l提高文化敏感性（沙盘）：Eli国记者怎样说服Hua国的两位女性高官，答应其参加Hua国的神秘花园节，并做现场报道？
l管理文化冲突（角色扮演）：日本的潜在客户得罪了你的美国合作商，你该如何调解冲突，化危机为机会？有了策略后，如何向双方沟通？
l切换文化性格（案例分析）：法国坎沃尔公司为何最终没能谈成和中国某家壁纸厂的合作？
Simulation Experience
lSwitch cultural personality (case analysis): Why did CanadianCanwall company fail in building business partnership with the Chinesewallpaper factory?
lIncrease cultural sensitivity (sand board activity): How do thejournalists from Country Eli convince the two high officials from Country Huato visit their annual mysterious garden festival?
lManage cross cultural conflicts(role play): When the Japanesepotential client offended your American partner, how do you work out awin-win-win solution? How do you convey your strategies to them respectively?
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