As globalization continues to gathers momentum, the contact between business people from other countries is becoming more and more frequent. The more national boundaries a company crosses, the greater the scope for misunderstanding and conflict. To succeed internationally, it is essential to be able to break the barriers of culture, language and set patterns of thinking. The second edition of Bridging the Culture Gap, written by two of Canning's most experienced trainers, is a distillation of many years' work and is based on the real-life business situations of their international clients.…mehr
As globalization continues to gathers momentum, the contact between business people from other countries is becoming more and more frequent. The more national boundaries a company crosses, the greater the scope for misunderstanding and conflict. To succeed internationally, it is essential to be able to break the barriers of culture, language and set patterns of thinking. The second edition of Bridging the Culture Gap, written by two of Canning's most experienced trainers, is a distillation of many years' work and is based on the real-life business situations of their international clients. You'll find out how to interpret the party line, communicate with style, get your message across, be sensitive to other cultures, and ultimately, win the deal. This fully updated new edition also includes a new chapter on making yourself understood in English. Packed with fascinating cases, cultural awareness scales, communication style tests and practical tips, this lively guide will help anyone - of any nationality - to become a better communicator. Whether you're planning to give a presentation to a cross-cultural group or about to negotiate with an overseas client, Bridging the Culture Gap will ensure that your cultural awareness antennae are well tuned.
Penny Cart¿ has been the Research and Development Director at Canning, an international communications training agency, since 1988. She runs tailored courses for multinational clients.
Inhaltsangabe
Introduction 1 Interpreting the party line The harder the global organization tries to present a united front, the greater the scope for conflict and misunderstanding. How can you bridge the gap between HQ and subsidiary? Mission statements; Corporate initiatives; Working rhythms; Communication styles 2 Knowing your place On home ground, an employee usually knows where others fit into the hierarchy, and how they expect to be treated. Abroad, however, it's easy to upset people without realizing it. How can you make sure you're speaking to the right person in the right way? Handling the hierarchy; Taking responsibility; Monitoring performance; Getting people to play ball 3 Knowing the limits In their own culture, most people will have a pretty good idea of what they should or shouldn't do. But, how well do your notions of right and wrong travel? Rules, regulations and the laws of the land; Gifts, favours and bribes; Nepotism; Discretion versus dishonesty 4 Knowing the form Good manners are valued by every culture. But how international are the social behaviours you learnt at your mother's knee? Greeting people; Making small talk; Playing the conversation game; Choosing what to say and how to say it; Trying to be funny; Avoiding hidden dangers 5 Making presentations Companies today spend millions on training their managers to make more effective presentations. But will the techniques you learnt at home be equally effective when you go abroad? Choosing the right style; Finding a concrete context; Speaking with impact 6 Making deals The success of any deal depends as much on the strength of the relationship as on the clauses in the contract. But negotiating styles vary considerably from culture to culture. What adjustments do you need to make when you're negotiating in the international arena? Picking the right people; Thinking about pace and place; Playing the game to win 7 Making yourself understood in English Whatever your nationality or native tongue, you will probably use English to communicate with your international counterparts. But their version of English will be different from yours. How can you learn to speak Offshore English which is the true lingua franca of international commerce? Language; Communication techniques; Summary 8 Knowing yourself Knowing yourself is the first step to knowing others. Where do you fall on the cultural preference scales? And how should you adapt your approach when you meet someone who is at the opposite end of the scale from you? Relationships; Communication; Time; Truth; The meaning of life; Presentation style; A final word Appendix: False friends A list of words whose meanings may be misunderstood References Further reading Index
Introduction 1 Interpreting the party line The harder the global organization tries to present a united front, the greater the scope for conflict and misunderstanding. How can you bridge the gap between HQ and subsidiary? Mission statements; Corporate initiatives; Working rhythms; Communication styles 2 Knowing your place On home ground, an employee usually knows where others fit into the hierarchy, and how they expect to be treated. Abroad, however, it's easy to upset people without realizing it. How can you make sure you're speaking to the right person in the right way? Handling the hierarchy; Taking responsibility; Monitoring performance; Getting people to play ball 3 Knowing the limits In their own culture, most people will have a pretty good idea of what they should or shouldn't do. But, how well do your notions of right and wrong travel? Rules, regulations and the laws of the land; Gifts, favours and bribes; Nepotism; Discretion versus dishonesty 4 Knowing the form Good manners are valued by every culture. But how international are the social behaviours you learnt at your mother's knee? Greeting people; Making small talk; Playing the conversation game; Choosing what to say and how to say it; Trying to be funny; Avoiding hidden dangers 5 Making presentations Companies today spend millions on training their managers to make more effective presentations. But will the techniques you learnt at home be equally effective when you go abroad? Choosing the right style; Finding a concrete context; Speaking with impact 6 Making deals The success of any deal depends as much on the strength of the relationship as on the clauses in the contract. But negotiating styles vary considerably from culture to culture. What adjustments do you need to make when you're negotiating in the international arena? Picking the right people; Thinking about pace and place; Playing the game to win 7 Making yourself understood in English Whatever your nationality or native tongue, you will probably use English to communicate with your international counterparts. But their version of English will be different from yours. How can you learn to speak Offshore English which is the true lingua franca of international commerce? Language; Communication techniques; Summary 8 Knowing yourself Knowing yourself is the first step to knowing others. Where do you fall on the cultural preference scales? And how should you adapt your approach when you meet someone who is at the opposite end of the scale from you? Relationships; Communication; Time; Truth; The meaning of life; Presentation style; A final word Appendix: False friends A list of words whose meanings may be misunderstood References Further reading Index
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