Organizational Cultures & Chinese Cultures
組織文化與中國文化
Professor of MIS
Martin V. Smith School of Business and Economics
CSU Channel Islands
minder.chen@csuci.edu
minderchen@gmail.com
©Minder Chen, 2012-2014
Organization Culture - 1
Key Issues
1. What is organizational culture?
2. Why does organizational culture
matter?
3. How to create organizational culture
4. Culture dimensions
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Organization Culture - 2
Cultures
Culture is defined as a set
of behaviors and values
that are learned and
shared by a group of people.
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Organization Culture - 3
What Is Culture?
• Perhaps the most intriguing aspect of culture as a
concept is that it points us to phenomena that are
below the surface, that are powerful in their impact but
invisible and to a considerable extent unconscious. In
that sense, culture is to a group what personality or
character is to an individual. We can see the behavior
that results but often we cannot see the forces
underneath that cause certain kinds of behavior.
• Yet, just as our personality and character guide and
constrain our behavior, so does culture guide and
constrain the behavior of members of a group through
the shared norms that are held in that group.
• --Edgar Schein, 2004
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Organization Culture - 4
Organization/Corporate Culture
Source: http://www.1000advices.com/guru/innovation_culture_sk.html
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Organization Culture - 5
http://www.changebydesignllc.com/what-is-culture-and-why-does-i/
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Organization Culture - 6
Corporate Culture and Change
• 56% of U.S. executives felt the
single greatest obstacle to
growth was corporate culture.
– 2005 study conducted by the
Economicist Intelligent Unit
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Organization Culture - 7
Culture Iceberg
Zi-Kung wanted to do away with the sacrificial sheep at the
announcement of the new moon. The Master said, “Chi, you
are concerned about the cost of the sheep, but I am afraid of
the disappearance of the rite [may cause the disappearance
the spirit behind it].” Analects (3:17)
rituals
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Organization Culture - 8
Forces that Influence Cultures
• Religion
• History (National
culture)
• The media
• Educational systems
• Family education
• Economic conditions
• Past experiences at
various levels (from
individual to national)
©Minder Chen, 2012-2014
Organization Culture - 9
Substance vs. Appearance
林放問禮之本。
子曰：「大哉問！禮，與其奢也，寧儉；
喪，與其易也，寧戚。」
• Lin Fang asked about the basis of the rites. The
Master said, “A noble question indeed! With the
rites, it is better to err on the side of frugality
than on the side of extravagance; in mourning,
it is better to err on the side of grief than on the
side of formality.” Analects (3:4) DC Lau trans.
©Minder Chen, 2012-2014
Organization Culture - 10
Substance over Appearance
子夏問曰：「『巧笑倩兮，美目盼兮，素以為絢兮
。』何謂也？」子曰：「繪事後素。」曰：「禮後
乎？」子曰：「起予者商也！始可與言詩已矣。」
Zi Kung asked Confucius about the meaning of the following
verse:
Her coquettish smiles, how dimpling they are;
Her beautiful eyes, how beaming they are;
O fairest is she, who is so pure (simple and plain)
“In painting,” answered Confucius, “ornamentation and color
are of secondary importance compared with the groundwork
(white background).” (Zi Kung responded) “Then rite is
secondary (to the substance).” Replied Confucius, “Shang,
you stimulates my thoughts. Now I can discuss poetry with
you.”
Analects, (3:8) adapted from HM Koo trans.
©Minder Chen, 2012-2014
Organization Culture - 11
Substance vs. Appearance
子曰：「質勝文則野，
文勝質則史。
文質彬彬，然後君子。」
• Confucius said, “Focusing on (inner) substance
than (outer) appearance emerges as primitive.
Focusing on appearance than substance looks
superficial. Only when substance and
appearance are well-balanced can one become
a gentleman.” Analects (6:18) Minder Chen trans.
©Minder Chen, 2012-2014
Organization Culture - 12
Mental Model
• A mental model that we use in dealing with the
world around us:
– Beliefs influence perception.
– Perception structures reality.
– Reality suggests possibilities.
– Possibilities generate choices.
– Choices initiate actions.
– Actions affect outcomes.
– Outcomes impact beliefs.
– Awareness facilitates change.
Source: http://coachedtosuccess.com/CoachingTip/
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Organization Culture - 13
Impacts of Culture to Business
Business strategies
Management systems
Human capital
Management philosophy
Organizational cultures
Leadership styles
Culture background
Life experiences
Education & learning
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Organization Culture - 14
Management as a Liberal Art
• Management is thus what tradition used to call a liberal art:
"liberal" because it deals with the fundamentals of
knowledge, self knowledge, wisdom and leadership; "art"
because it is practice and application.
• Managers [should] draw on all the knowledge and insights
of the humanities and the social sciences--on psychology
and philosophy, on economics and history, on ethics as
well as on the physical sciences. But they have to focus
this knowledge on effectiveness and results--on healing a
sick patient, teaching a student, building a bridge,
designing and selling a "user friendly" software program.
(Drucker, 2008, p. 25)
–
Source: Joseph A. Maciariello: Drucker’s Lost Art of Management:
Peter Drucker’s Timeless Vision for Building Effective
Organizations
©Minder Chen, 2012-2014
Organization Culture - 15
Three Levels of Uniqueness in Human Mental Programming
Specific to
individual
Specific to
group or
category
Universal
©Minder Chen, 2012-2014
Inherited
Character & Learned
Culture
Human Nature
Learned
Inherited
Organization Culture - 16
Human Nature Is Good
孟子曰：「乃若其情，則可以為善矣，乃所謂善也。若夫為不善，
非才之罪也。惻隱之心，人皆有之；羞惡之心，人皆有之；恭敬
之心，人皆有之；是非之心，人皆有之。惻隱之心，仁也；羞惡
之心，義也；恭敬之心，禮也；是非之心，智也。仁義禮智，非
由外鑠我也，我固有之也，弗思耳矣。故曰：『求則得之，舍則
失之。』 」
Mencius said, “If we look for the essence of various cases, all of them are
capable to practice what is good. This is what I have said ‘the human
nature is good.’ If men do what is not good, the blame cannot be attributed
to their human natural. The feeling of sympathy belongs to all men; so
does shame and dislike; and reverence and respect; and the sense of right
and wrong (morality). The feeling of sympathy implies the principle of
benevolence; shame and dislike derived from the principle of
righteousness; reverence and respect reflected the principle of propriety;
and sense of right and wrong come from the principle of wisdom.
Benevolence, righteousness, propriety, and wisdom are not infused into us
from outside. We have possessed them from within ourselves such that we
don’t even need to think about them. Hence we can say, "Seek and you will
have them. Neglect and you will lose them."
Partially trans. By James Legge and Minder Chen
©Minder Chen, 2012-2014
Organization Culture - 17
Human Nature – Bad/Evil
人之性惡，其善者偽也。
今人之性，生而有好利焉，
順是，故爭奪生而辭讓亡焉；
《荀子 - Xunzi》《性惡》
• Human nature is evil, the good conducts
by human being are manmade.
• The human nature in today’s world is to
pursue profits. If we let people follow
their natural instinct this way, they are
going to fight for profit and hence lack of
any courteous manner.
©Minder Chen, 2012-2014
Organization Culture - 18
Human Nature Is Neither Good Nor Bad
告子曰：「『性無善無不善也。』或曰
：『性可以為善，可以為不善；』？」
– 《孟子 - Mengzi》《告子上 - Gaozi Part I》
• The philosopher GaoZi says, “Human
nature is neither good nor bad.” Some
say, “Human nature may be made to
practice good, and it may be made to
practice evil.”
•王充《論衡》人性有善有惡
©Minder Chen, 2012-2014
Organization Culture - 19
Nature vs. Nurture
•子曰：「性相近也，習相遠也。」
• The Master said, “People, in their nature, are
alike; but by nurturing, they become widely
apart.”
– 《論語 - The Analects》[17:2] 陽貨
The nature versus nurture debate concerns
the relative importance of an individual's
innate qualities (nature) versus personal
experiences and environments (nurture)
in determining or causing individual
differences in physical and behavioral traits.
http://en.wikipedia.org/wiki/Nature_versus_nurture
©Minder Chen, 2012-2014
Organization Culture - 20
©Minder Chen, 2012-2014
Organization Culture - 21
Maslow Hierarchy of Needs
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Organization Culture - 22
Basic Human Nature and Needs
• 《孟子 - Mengzi》告子上
• 告子曰：「食色，性也。仁，內也，非外也；義，外也
，非內也。」
• The philosopher GaoZi said, “To enjoy good food and
beautiful colors is human nature. Benevolence is
internal and not external; righteousness is external and
not internal.”
• 《禮記 - Liji》禮運
• 飲食男女，人之大欲存焉；死亡貧苦，人之大惡存焉。
故欲惡者，心之大端也。
• The things which men greatly desire are comprehended in food
and drink, and sexual pleasure; those which they greatly dislike
are comprehended in death, exile, poverty, and suffering. Thus
liking and disliking are the great elements in men's minds.
©Minder Chen, 2012-2014
Organization Culture - 23
Needs Hierarchy
倉廩實，則知禮節；
衣食足，則知榮辱；
–
《 管子Guanzi , 牧民 - Mu Min》
When warehouse (barn) has enough
inventory (resources), people learn
to be courteous; when there is
enough food and clothing, people
start to have the sense of honor and
shamefulness (responsibility).
©Minder Chen, 2012-2014
Organization Culture - 24
Create Wealth First Then Educate Them
子適衛，冉有僕。子曰：「庶矣哉！」冉有曰：
「既庶矣。又何加焉？」曰：「富之。」曰：「
既富矣，又何加焉？」曰：「教之。」
– Analects [13:9]
• When the Master went to Wei, Zan You acted
as driver of his carriage. The Master
observed, “What a large population is here!"
You said, “With such a large population,
what more shall be done?" "Enrich them,"
was the reply. "And when they have been
enriched, what more shall be done?" The
Master said, “Educate them."
©Minder Chen, 2012-2014
Organization Culture - 25
A Virtuous Cycle
Where to start?
Developing strong
customer loyalty
Build an
enthusiastic staff
Maintain a profitable &
sustainable business
Create a unique
organizational culture
©Minder Chen, 2012-2014
Organization Culture - 26
Evolution of Zappos Brand Promise
•
•
•
•
•
1999 - Largest selection of shoes
2003 - Customer service
2005 - Culture and core values as our platform
2007 – Personal emotional connection
2009 – Delivering happiness
Zappos is about
delivering happiness
to the world.
©Minder Chen, 2012-2014
Organization Culture - 27
Cultures at Different Levels
•
•
•
•
International (e.g., East vs. West)
National culture (e.g., Chinese culture)
Regional culture
Business culture (industry or professional
culture)
• Organizational (corporate) culture and
(subgroup) subculture
Ying Fan, “A Classification of Chinese Culture,” Cross Cultural Management, 2000. 7(2), pp. 310. http://bura.brunel.ac.uk/bitstream/2438/1277/5/Chinese%20culture.pdf
©Minder Chen, 2012-2014
Organization Culture - 28
Culture Survey
• Peter Drucker said “Culture … is singularly
persistent … In fact, changing behavior works only if it
is based on the existing ‘culture’”
• No one culture type is better than another. Each
culture has its strengths and weaknesses under
various contexts.
• Depending on the type of work, one type of culture
may be a better fit.
• Companies typically have a dominant culture with
aspects from other cultures. This is fine as long as
those aspects serve the dominant culture.
• Different departments or groups may have different
cultures. (e.g., development vs. operations)
• Differences in culture can lead to conflict.
©Minder Chen, 2012-2014
https://www.surveymonkey.com/s/VVNT5FBOrganization Culture - 29
Organizational Culture
• Organizational culture is the collective behavior of people
that are part of an organization.
• It consists of the organization values, visions, norms,
working language, systems, symbols, beliefs, and habits.
• It is also the pattern of such collective behaviors and
assumptions that are taught to new organizational members as
a way of perceiving, and even thinking and feeling.
• Organizational culture affect the way people and groups
interact with each other, with clients, and with stakeholders.
• The organizational culture may also have negative and
positive aspects.
• Culture is the most difficult organizational attribute to
change, outlasting organizational products, services, founders
and leadership and all other physical attributes of the
organization. (Schein, 1992),
• http://en.wikipedia.org/wiki/Organizational_culture
©Minder Chen, 2012-2014
Organization Culture - 30
The Development of Organizational Cultures
• Organizational cultures are developed due to:
– External adaptation reflects an evolutionary approach to
organizational culture and suggests that cultures develop and persist
because they help an organization to survive and flourish. Culture could
generate sustained competitive advantages.
– Internal integration is an important function for organizations to
exist. Organizational practices are learned through socialization at the
workplace. Work environments reinforce culture on a daily basis by
encouraging employees to exercise cultural values.
• Organizational culture is shaped by multiple factors:
–
–
–
–
–
External environment (e..g, National cultures)
Industry
Size and nature of the organization’s workforce
Technologies the organization uses
The organization’s history and ownership (leaderships)
Source: Shein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View.
San Francisco, CA: Jossey-Bass. pp. 9.
©Minder Chen, 2012-2014
Organization Culture - 31
Deeper Cultural Assumptions
• What is truth: What is the reality of the situation? How do we know
what is really happening? Is it because someone says so, because
everyone agrees, or because we all prove it to be so?
• Time: Is time linear, in that things only happen sequentially, or does
everything happen at once? Can work be interrupted?
• Space: How is everyone situation? How is the work environment laid
out? Is there a point when someone is invading personal space, or is
intimacy generally accepted?
• Human nature: Are people only there to get work done, or are people
complex individuals more than their position?
• Appropriate human activity: Are we here to take control of our
environment, are we here as a slave to circumstances to simply
coexist with our environment, or do we develop ourselves to work in
harmony with our environment?
• Nature of human relationship: Are we individuals or are we a
collective? Do we see ourselves as a group or as individuals? What is
the greatest gap of power distance between ourselves?
©Minder Chen, 2012-2014
Organization Culture - 32
Culture, Identity, and Image
“How we see ourselves”
Guide for decision making
“The way we do things
around here!”
Culture
Reputation
Employee engagement
“How we want others
to see us”
Identity
Image
1. Identity expresses cultural understanding.
2. Identity mirrors the images of others
3. Reflecting embeds identity in culture
4. (Image is) Expressed identity leaves impressions on others.
Source: The relationship between culture, identity and image
Based on Hatch & Schultz, 2002
http://www.yourbuilding.org/Article/NewsDetail.aspx?p=83&id=1580
©Minder Chen, 2012-2014
Organization Culture - 33
Top
Management
 Agrees on
shared
assumptions of
human
behavior
 Develops a
shared vision
of cultural
values
©Minder Chen, 2012-2014
Behaviors
 Employees
behave in
ways that are
consistent with
shared values
and
assumptions
Results
Culture
 Financial
performance
 Strong culture
emerges
 Market share
 Traditions are
maintained
 Employee
commitment
 Socialization
practices for
new
employees
Organization Culture - 34
Methods of Maintaining Organizational Culture
 What managers and teams pay attention to
 Reactions to organizational crises
 Managerial role modeling
 Criteria for rewards
 Criteria for selection and promotion
 Organizational rites, ceremonies, stories
Recruitment of
employees who
fit the culture
©Minder Chen, 2012-2014
Organizational
Culture
Removal of
employees who
deviate from the
culture
Organization Culture - 35
Reactions to Organizational Crises
廄焚。子退朝，曰：「傷人乎？」不
問馬。
–《論語•鄉黨》
The stable being burned down, when
Confucius was at court, on his return
he said, "Has any people been hurt?"
He did not ask about the horses.
– The Analects [10:13]
This is when you know what is the real priority from the leadership.
©Minder Chen, 2012-2014
Organization Culture - 36
DIN (Describe-Interpret-Navigate) Model
Interpret from
their perspective
(How do they see
these behaviors?)
Describe
(Observe
without
judgment)
Interpret from
Investigate
(Strategize
without
imposing on
either culture)
your perspective
(How do you see
these behaviors?)
Objective
©Minder Chen, 2012-2014
Subjective
Creative
Organization Culture - 37
The Intercultural Development Continuum
•睽  訟 同人（大同） 隨 革 中庸
Ethno 民族
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Organization Culture - 38
The Intercultural Development Continuum
• Minimization. Aware that other cultures exist all
around you, with some knowledge about differences in
customs and celebrations. Not putting down other
cultures. People from other cultures are pretty much
like you, under the surface. Treating other people as
you would like to be treated. A tendency to assume
you understand the situation the same as a person
from another culture.
• Transitional , minimization, or tolerance orientation
highlight culture commonality and universal values
while minimizing culture difference.
– Similarities 同人，與人同而非強人同於己
– Universals 求大同，存小異
©Minder Chen, 2012-2014
Organization Culture - 39
Yang vs. Mo School’s Philosophies
楊氏為我，是無君也；
墨氏兼愛，是無父也。
無父無君，是禽獸也。
– 《Mencius 滕文公下, Teng Wen Gong II》
• Yang's principle is "each one for himself,"
which does not acknowledge the claims of
the sovereign. Mo's principle is "to love all
equally," which does not acknowledge the
peculiar affection due to a father. But to
acknowledge neither king nor father is to be
in the state of a beast.
©Minder Chen, 2012-2014
Organization Culture - 40
Golden Means and Contingency
•孟子曰：「楊子取為我，拔一毛而利天下，不為也。墨
子兼愛，摩頂放踵利天下，為之。子莫執中，執中為近
之，執中無權，猶執一也。所惡執一者，為其賊道也，
舉一而廢百也。」 《Mencius, 盡心上 - Jin Xin I》
• Mencius said, “The principle of the philosopher Yang was
‘Each one for himself.’ Though he might have benefited the
the world by plucking out a single hair, he would not have
done it. The philosopher Mo loves all equally. If by rubbing
smooth his whole body from the crown to the heel, he
could have benefited the kingdom, he would have done it.
Zi Mo holds a medium between these. By holding that
medium, he is nearer the right. But by holding it without
weighing various contingent factors, it’s like holding to one
strict rule. The reason why I hate that holding to a single
strict rule is that it hurts the achievement of Tao (The Way).
If you stick to one approach then you are going to
disregard a hundred other useful approaches.”
©Minder Chen, 2012-2014
http://en.wikipedia.org/wiki/Contingency_theory
Organization Culture - 41
楊墨間的中庸之道
墨翟之徒，世謂熱腹，
楊朱之侶，世謂冷腸；
腸不可冷，腹不可熱，
當以仁義為節文爾。
(南北朝) 顏之推，《顏氏家訓·省事》
©Minder Chen, 2012-2014
Organization Culture - 42
Contingency
• The Analects [9:30] 子罕 Zi Han
子曰：「 可與共學，未可與適道；
可與適道，未可與立；
可與立，未可與權。」
• The Master said, “There are some with whom we
may study in common, but we shall find them
unable to go along with us to principles. Perhaps
we may go on with them to principles, but we shall
find them unable to get established in those along
with us. Or if we may get so established along with
them, we shall find them unable to weigh occurring
events along with us.”
– James Legge trans.
©Minder Chen, 2012-2014
Organization Culture - 43
Contingency
•子曰：「可與共學，未可與適道；可與適
道，未可與立；可與立，未可與權。」
Hung Ming Ku, trans.
©Minder Chen, 2012-2014
經 vs 權
正 vs 奇
Organization Culture - 44
Contingency
子曰：「 可與共學，未可與適道；
可與適道，未可與立；
可與立，未可與權。」
The Master said, ‘A man good enough as a partner in
one's studies need not be good enough as a
partner in the pursuit of the Way; a man good
enough as a partner in the pursuit of the Way need
not be good enough as a partner in a common
stand; a man good enough as a partner in a
common stand need not be good enough as a
partner in the exercise of moral discretion.'
-- D. C. Lau, trans.
©Minder Chen, 2012-2014
Organization Culture - 45
Contingency權
子曰：「可與共學，未可與適道；可與適道，
未可與立；可與立，未可與權。」
The Master said, “A person who can be a
good classmate to learn together may not be
a right confidant in pursuing the Way.
A confidant in pursuing the Way may not be
an appropriate business partner.
A business partner may be not be an excellent
advisor to weigh the pros and cons (the
advantages and disadvantages) of major issues.
-- Minder Chen, trans.
©Minder Chen, 2012-2014
Organization Culture - 46
中庸之道
•子曰：「吾有知乎哉？無知也。有鄙夫問於我，空空如
也，我叩其兩端而竭焉。」《論語•子罕》
• The Master said, “Am I a knowledgeable person? No, I am not.
When an ordinary person asks my opinion on a subject, I myself
have no opinion whatsoever on the subject. I kept hammering
on the pros and cons related to the issues involved until I help
the person to get to the bottom of it.” [9:8]
•子曰：「舜其大知也與！舜好問而好察邇言，隱惡而揚
善，執其兩端，用其中於民，其斯以為舜乎！」《中庸》
• The Master said, "Shun indeed was a very wise man! Shun
loved to seek opinions of people he encountered and then
looked into what they said. He concealed what was bad in them
and displayed what was good. He always to considered the two
extreme viewpoints and then found the balanced approach (the
golden mean) in his government of the people. It was because
of this that he was Shun!"
©Minder Chen, 2012-2014
Organization Culture - 47
Weighing on Both Pros and Cons
•是故智者之慮，必雜于利害，雜于利而務可
信也，雜于害而患可解也。《孫子•九變》
• And for this reason, a wise general in his
deliberations must consider both favorable
and unfavorable factors (pros and cons;
advantages and disadvantages). By taking
into account the favorable factors based on
reliable sources, he makes his plan feasible;
by taking into account the unfavorable, he
may avoid possible disasters.
– The Art of Wars
©Minder Chen, 2012-2014
Organization Culture - 48
The Doctrine of the Means 中庸之道
Finding the right balance among opposing views
Source: Breaking the Code of Change http://hbswk.hbs.edu/item/2166.html
©Minder Chen, 2012-2014
Organization Culture - 49
Example of Organizational Culture
©Minder Chen, 2012-2014
Organization Culture - 50
The Panda Way
1.
2.
3.
4.
Healthy Life Style
Continuous learning
Develop others
Acknowledge others
•
Video: http://abcnews.go.com/Nightline/video/panda-expressingredients-success-chinese-food-restaurant-secret-chain-13405384
Article http://abcnews.go.com/Business/panda-express-ceo-hostsmotivational-forums-employees/story?id=13387246#.T4-JHrO0yf4
•
©Minder Chen, 2012-2014
1
4
2
3
Organization Culture - 51
KF Lee’s Model: Concentric Circles for Success
成功的同心圓
李開復 《做最好的自己》
http://ishare.iask.sina.com.cn/f/21085749.html (Be Your Personal Best)
©Minder Chen, 2012-2014
Organization Culture - 52
Kai-Fu Lee’s Model
Courage
See the biography of Dr. Lee
MAKING A WORLD OF DIFFERENCE
©Minder
at http://kaifulee.diandian.com/post/2011-11-28/7231321
Chen, 2012-2014
Collaboration
Value &
Belief
Tolerance
& Embrace
Pursue your
dream
Value  Attitude  Success
Organization Culture - 53
The Real Leadership Lessons of Steve Jobs
Walter Isaacson, “The Real Leadership Lessons of Steve Jobs,” Harvard Business
©Minder Chen,
Review,
April2012-2014
2012, pp. 93-102.
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The Real Leadership Lessons of Steve Jobs
英雄惜英雄
瑜亮情結
妒嫉英才
江海所以能為百谷王者，以
其善下之，故能為百谷王。
《老子 66 》
求知若渴，大智若愚。
求知(上進)若飢，虚心若愚(虛懷若谷)。
©Minder
Chen, 2012-2014
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FoxConn Culture
•
•
•
•
我们的经营理念：爱心、信心、决心。
我们的从业精神：融合、责任、进步。
我们的成长定位：长期、稳定、发展、科技、国际。
我们的文化特征：
– 辛勤工作的文化；
– 负责任的文化；
– 团结合作且资源共享的文化；
– 有贡献就有所得的文化。
• 我们的核心竞争力：
– 速度、品质、技术、弹性、成本。
http://www.foxconn.com.cn/EnterpriseCulture.html
©Minder Chen, 2012-2014
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Culture Quotient
Our ability to always be
mindful or cognizant of
oneself, others, and the
cultural context.
ability to do
something and do it
well as a result of
training, experience,
and practice.
Expose oneself to information
about cultural differences and
similarities and grasping what
this information means as
well as its significance.
©Minder Chen, 2012-2014
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Cultural Quotient: Nine Megaskills
1. Understanding my cultural identity - looking
inward and understanding our own thoughts, biases,
behaviors and cultural identity.
2. Checking cultural lenses - recognizing the ways in
which cultural backgrounds differ and how they
influence thinking, behavior and assumptions.
3. Global consciousness - moving across boundaries
and seeing the world from multiple perspectives.
4. Shifting perspectives - putting ourselves in
someone else's shoes and someone else's culture.
5. Intercultural communication - exchanging ideas
and feelings and creating meanings with people from
diverse cultural backgrounds.
©Minder Chen, 2012-2014
http://buildingcq.com/readinside.htm
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Cultural Quotient
6. Managing cross-cultural conflict – the ability to
deal with conflict among people from differing
cultural backgrounds in an effective and
constructive manner.
7. Multicultural teaming – working with others from
diverse cultural backgrounds to accomplish
certain tasks
8. Dealing with bias – recognizing bias in ourselves
and others and dealing with it effectively
9. Understanding the dynamics of power –
grasping how power and culture interrelate and
the effect of power on how we see the world and
relate to others.
http://buildingcq.com/sampleassessment.htm
©Minder Chen, 2012-2014
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Ask Half of the Audience Close Their Eyes
Get ready!
©Minder Chen, 2012-2014
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http://mdaras.com/pma/entrepreneur/the-power-of-a-paradigm/
©Minder Chen, 2012-2014
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The Power of a Paradigm
• A paradigm is:
– A frame of reference, a model
– A perception, assumption
– The way we perceive, understand &
accordingly interpret and judge things.
– A mental map.
Paradigm shift
《易經》變動不居…不可為典要
©Minder Chen, 2012-2014
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The Skills of Observing
• Two people can see the same thing (data),
disagree on what they see or what they will do and
yet both can be right.
– Diaper and beer in WalMart
• The more we examine the way we see things, the
more we can test them against reality.
•魏徵:「兼聽則明，偏聽則暗。」《貞觀政要》
• Listen to others and be open to their perception, to
get a far more objective view.
• Don’t be misguided by preconceived notions.
(不可先入為主)
©Minder Chen, 2012-2014
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Glass with Water
機:危機Crisis或轉機Opportunity
©Minder Chen, 2012-2014
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View Things from a Different Angle
©Minder Chen, 2012-2014
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Observing from Different Viewpoints
Know
others
Observe others from
your viewpoint
self
Know
yourself
©Minder Chen, 2012-2014
Others
How other people see you
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自視人視與知己知彼
知彼
自視:由己觀人
己
知己
©Minder Chen, 2012-2014
人
人視:由人觀己
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Stare at the +
Stare at the +
©Minder Chen, 2012-2014
Concentrate at the +
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Multiple Viewpoints: Left vs. Right and Beyond
http://lateralaction.com/articles/left-brain-or-right/
©Minder Chen, 2012-2014
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Central Harmony: Integration of Left & Right
LEFT BRAIN FUNCTIONS
uses logic
detail oriented
facts rule
words and language
present and past
math and science
can comprehend
knowing
acknowledges
order/pattern perception
knows object name
reality based
forms strategies
practical
safe
©Minder Chen, 2012-2014
RIGHT BRAIN FUNCTIONS
uses feeling
“big picture” oriented
imagination rules
symbols and images
present and future
philosophy & religion
can “get it” (i.e. meaning)
believes
appreciates
spatial perception
knows object function
fantasy based
presents possibilities
impetuous
risk taking
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Perception
http://tw.myblog.yahoo.com/roswita-950623/article?mid=384072
©Minder Chen, 2012-2014
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Systems Dynamics
Short timespan
Narrow space
External view
Events
Trends
Structures
Mental model
Long timespan
Wide space
Internal view
屠益民、張良政、吳定芳, 《系統動力學理論與應用》,
©Minder Chen, 2012-2014
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Microscope, Telescope, Wide Angle Lens
•微觀:顯微鏡
•遠觀:望遠鏡
•廣觀:廣角鏡
http://hbr.org/2011/03/managing-yourself-zoom-in-zoom-out/ar/1
©Minder Chen, 2012-2014
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Be Able to Zoom In and Zoom Out
• The lens through which leaders view the
world can help or hinder their ability to make
good strategic decisions, especially during
crises.
• Zoom in, and get a close look at select
details—perhaps too close to make sense of
them.
• Zoom out, and see the big picture—but
perhaps miss some subtleties and nuances.
http://www.hemmy.net/2008/05/02/zoom-picture-book-by-istvan-banyai/
©Minder Chen, 2012-2014
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The Golden Circle: How Great Leaders Inspire Action
Why
How
What
The cause/motivation
The value proposition
The process
The products/services
• http://www.ted.com/talks/simon_sinek_how_great_l
eaders_inspire_action.html
©Minder Chen, 2012-2014
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Inside Out
• http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
©Minder Chen, 2012-2014
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Being Is Seeing
Be  See  Think  Feel  Behave
• We cannot change our seeing without changing
our being
• If you want to have…. Be….
• The seven habits paradigm:
– An “inside-out” approach to personal and
interpersonal effectiveness
《莊子•天下篇》內聖(而)外王之學
《大學》格物、至知、誠意、正心、
修身、齊家、治國、平天下。
©Minder Chen, 2012-2014
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Can We Create a HABIT?
• We are what we repeatedly do. Excellence,
then, is not an act, but a habit.
– Aristotle
• Habits (i.e., mental models) are learned and
unlearned.
• We are not the habits, hence we can change
them.
• Habits are easy to form and hard to break.
• Don’t be a slave of your own habits.
• The monkey experiment.
©Minder Chen, 2012-2014
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Great Learning
• The Great Learning is the pathway of learning to be a great
person. The path to be a great person consists of three basic
tenets which we have to bear in mind all the time:
–
–
–
Enlighten your own bright human nature,
Build a close relationship with other people to renew their spirits and
virtues, and
Work relentlessly towards the acme’s goal of perfection and kindness.
• Knowing the purpose of one’s life, a person can determine the
goals of his pursuit;
• Once the goals are set, he can reach a state of tranquility;
• When tranquility of the mind is reached, he feels calm and at
ease with his surroundings;
• When he attains calmness, he can be very thoughtful and
insightful in deliberation;
• With careful deliberation, he can easily devise a path to achieve
his goals.
©Minder Chen, 2012-2014
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《大學》
• 大學之道，在明明德，在親民，在止於至善。
• 知止而後有定，定而後能靜，靜而後能安，安
而後能慮，慮而後能得。
• 物有本末，事有終始，知所先後，則近道矣。
•
•
•
Things, just like trees, have their root and their branches
(fundamentals/essentials and none-essentials).
Affairs have their ends [goals] and proper beginnings
(set you goals first and then determine the means
towards the ends).
Knowing the precedence among various tasks and their
priority will lead us towards Tao as taught in the Great
Learning.
©Minder Chen, 2012-2014
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The Trompenaars Hampden-Turner Seven Dimensions of Culture
Strict rules
SituationOriented
Collectivism
Holistic
Control
Egalitarian
/Doing
©Minder Chen, 2012-2014
Passion
Hierarchy
/Being
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1. Universalism – Particularism
法理情
情理法
The dimension universalism-particularism concerns the standards by
which relationships are measured. Universalist societies tend to feel that
general rules and obligations are a strong source of moral reference.
Universalists are inclined to follow the rules - even when friends are
involved - and look for "the one best way“ of dealing equally and fairly
with all cases. They assume that their standards are the right standards,
and they attempt to change the attitudes of others to match theirs.
Particularist societies are those in which particular circumstances are
more important than rules. Bonds of particular relationships (family,
friends) are stronger than any abstract rules. Response to a situation may
change according to the circumstances and the people involved.
Particularists often argue that “it all depends”.
Source: http://www.provenmodels.com/580
©Minder Chen, 2012-2014
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Universalism vs. Particularism
Universalism
©Minder Chen, 2012-2014
vs.
Particularism
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2. Individualism – Communitarianism
個人主義
群德
The dimension individualism versus communitarianism is about the conflict
between an individual's desire and the interests of the group he belongs to. Do
people primarily regard themselves as individuals or as part of a group?
In a predominantly individualistic culture, people are expected to make their own
decisions and to only take care of themselves and their immediate family. Such
societies assume that quality of life results from personal freedom and individual
development. Decisions are often made on the spot, without consultation, and
deadlocks may be resolved by voting.
In contrast to this, members of a predominantly communitarian society are firmly
integrated into groups which provide help and protection in exchange for a strong
sense of loyalty. In such cases, people believe that an individual's quality of life
improves when he takes care of his or her fellow man. The group comes before
the individual, and people are mainly oriented towards common goals and
objectives. Negotiation is often carried out by teams, who may withdraw in order
to consult with reference groups. Discussion is used to reach consensus. Often,
individualism is seen as typical of modern society, whereas communitarianism is
associated with traditional societies. However, a modern society such as Japan
has a strong communitarian orientation, which forces one to question this
convention.
©Minder Chen, 2012-2014
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Generalization of National Cultures
•不可以偏概全
離經叛道的
©Minder Chen, 2012-2014
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3. Specific – Diffuse
分析
重視細節
綜合
掌握大局
Generally, people from specifically oriented cultures begin by looking at
each element of a situation. They analyze the elements separately, then
put them back together again - viewing the whole is the sum of its
parts. Specifically oriented individuals concentrate on hard facts.
People from diffusely oriented cultures see each element in the
perspective of the complete picture. All elements are related to each
other. The elements are synthesized into a whole which is more than
simply the sum of its parts.
This dimension also concerns our degree of involvement in relationships.
Specifically oriented individuals engage others in specific areas of life,
affecting single levels of personality. In specifically oriented cultures, a
manager separates the task relationship with a subordinate from the
private sphere. Diffusely oriented individuals engage others diffusely in
multiple areas of life, affecting several levels of personality at the same
time. In diffusely oriented countries, every life space and every level of
personality tends to be interwoven.
©Minder Chen, 2012-2014
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4. Neutral – Affective
喜怒不形於色
性情中人
This dimension focuses on the degree to which people
express emotions, and the interplay between reason and
emotion in human relationships. Every culture has strong
norms about how readily emotions should be revealed. In
cultures high on affectivity, people freely express their
emotions: they attempt to find immediate outlets for their
feelings. In emotionally neutral cultures, one carefully
controls emotions and is reluctant to show feelings.
Reason dominates one's interaction with others. In a
neutrally oriented culture, people are taught that it is
incorrect to overtly show feelings. In an affectively oriented
culture, it is accepted to show one's feelings
spontaneously.
©Minder Chen, 2012-2014
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5. Achievement – Ascription
以成功失敗論英雄
以出身地位評高下
1. The dimension achievement-ascription focuses on
how personal status is assigned.
2. While some societies accord status to people on the
basis of their performance, others attribute it to
them by virtue of age, class, gender, education,
etcetera.
3. While achieved status refers to action and what you
do, ascribed status refers to being and who you are.
©Minder Chen, 2012-2014
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6. Time Orientation
緬懷過去
重視當下
展望未來
• The time orientation dimension has two aspects: the relative importance
cultures give to the past, present, and future, and their approach to
structuring time. If a culture is predominantly oriented towards the past,
the future is often seen as a repetition of past experiences. In a culture
predominantly oriented towards the present, day-by-day experiences tend
to direct people's lives. In a future-oriented culture, most human activities
are directed toward future prospects. In this case, the past is not
considered to be vitally significant to the future.
• Sequentialism and synchronism form the different approaches to
structuring time. People who structure time sequentially view time as a
series of passing events. They tend to do one thing at a time, and prefer
planning and keeping to plans once they have been made. Time
commitments are taken seriously and staying on schedule is a must.
People structuring time synchronically view past, present, and future as
being interrelated. They usually do several things at once. Time
commitments are desirable but are not absolute and plans are easily
changed.
©Minder Chen, 2012-2014
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7. Internal – External
人定勝天
順其自然
The internal versus external control dimension concerns the
meaning people assign to their environment. People who
have an internally controlled mechanistic (or mechanistic)
view of nature - a belief that one can dominate nature –
usually view themselves as the point of departure for
determining the right action.
In contrast to this, cultures with an externally controlled (or
organic) view of nature - which assumes that man is
controlled by nature - orient their actions towards others.
They focus on the environment rather than on themselves.
These concepts are highly abstract terms, deliberately so
because we seek to include a large number of “family
resemblances” beneath each bifurcation. Let us now
consider these “families” in business terms.
©Minder Chen, 2012-2014
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Dimensions of National Cultures
•
•
•
•
•
•
Power Distance (PDI)
Individualism versus Collectivism (IDV)
Masculinity versus Femininity (MAS)
Uncertainty Avoidance (UAI)
Long term orientation (LTO) (Confucian dynamism)
Indulgence vs. restraint
http://geert-hofstede.com/national-culture.html
©Minder Chen, 2012-2014
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Organizational Culture: Six Dimensions of Practices
•
•
•
•
•
•
Process-oriented vs. Results-oriented
Employee-oriented vs. Job-oriented
Parochial vs. Professional
Open system vs. Closed system
Loose control vs. Tight control
Pragmatic vs. Normative
http://en.wikipedia.org/wiki/Hofstede's_cultural_dimensions_theory
©Minder Chen, 2012-2014
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Changing Culture
• Galpin suggests targeting one or more of the
following cultural components that will help
bring about the change that you seek:
–
–
–
–
–
–
–
–
–
–
Rules and policies
Goals and measurements
Customs and norms
Training
Ceremonies and events
Management behaviors
Rewards and recognition
Communications
Physical environment
Organizational structure
©Minder Chen, 2012-2014
http://www.russellconsultinginc.com/docs/white/culture.html
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Resources
• Cultural intelligence
http://en.wikipedia.org/wiki/Cultural_intelligence
• Cultural Intelligence by P. Christopher
Earley, Elaine Mosakowski
Source: Harvard Business Review
8 pages. Publication date: Oct 01, 2004. Prod.
#: R0410J-PDF-ENG
• http://prezi.com/n1qq1ygvfeut/copy-of-culturalintelligence-cq-copyright-2008/
©Minder Chen, 2012-2014
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Conclusion
•為天地立心
•為往聖繼絕學
為生民立命
為萬世開太平
– 張載(橫渠)
•無為而無不為。
生而不有,為而不恃、長而不宰。 《老子》
•文質彬彬然後君子 (素而後繪) 孔子《論語》
•《大學》之道在明明德、在親民、在止於至善。
知止定靜安慮得
格物、致知、誠意、正心
修身、齊家、治國、平天下。
•《中庸》天命之謂性、率性之謂道、修道之謂教。
博學、審問、慎思、明辨、篤行。
©Minder Chen, 2012-2014
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