For those of you who follow our social media accounts, you would have come across our 15 predictions about business & corporate training for 2015. For those that missed them – this is for you!

So, what do the Kwintessential (Consulting) team predict will happen in 2015?

#1: Globalisation will see the need for more localized training content in local languages

#2: Environmental concerns will see less printed workbooks and more training collateral in the Cloud and on Smart devices

#3: Learning Management Systems combined with analytics will lead to more personalised, individual-centred, training solutions

#4: A focus on the sustainability of learning will drive the training sector to deliver long term value

#5: Closing the gender talent gap will be a high priority for company training agendas

#6: Increasing virtual teamwork will necessitate the creation of common understandings, glossaries and collaborative platforms

#7: Emerging markets will leverage diaspora connections producing more “local” knowledge

#8: Cultural awareness will increasingly be taught to younger generations

#9: Diversity will be the antidote to groupthink

#10: Intra-generational training will grow in demand as firms seek to leverage knowledge of both young and old

#11: Compulsory training topics will increase for employers out of need to reduce exposure to litigious risk

#12: Holisitic approaches to employee welfare shall become more popular including diet, exercise and mental wellbeing

#13: Higher demands will be placed on pedagogical skills and creating an engaging, compelling, immersive and emotional learning experience

#14: Storytelling will become a more widely-used training technique because of its capacity to inspire and build empathy

#15: Mindfulness will be an increasingly sought after skill across organisations and a fundamental requirement for leaders

Understanding a country’s past helps you understand its present. XX Kathinka gives her viewpoint on the 25th anniversary of the fall of the Berlin Wall; a physical and symbolic wall that shaped the Cold War and today still influences German culture.

After 28 years of separation by the iron curtain, a jubilant crowd celebrated the reunification of Germany. November 9th, 1989 went down in history when, followed by years of peaceful protests, the wall finally fell. It took another 11 months until the Eastern part of Germany officially acceded to the West on October 3rd, 1990 – today this date is celebrated as the Day of the German Union.

Now the German separation was over. Eventually families, friends, colleagues, and entire cities were reunited. Or weren’t we? Are we still not?! That’s a question even I ask myself as a German, born in 1987 in West Germany.

This year, Germany is celebrating the 25th anniversary of the fall of the Berlin Wall. What lessons did we learn and did we eventually become one nation again?

We are the same but different

Well, it is not as black and white as it seems at first glance. It is true, from Schleswig-Holstein to Bavaria, we are all Germans. We are from the same country and we speak the same language, but we were influenced by different cultures, music, books, authors and ideologies. The lives of thousands of people changed with the separation of Germany by the iron curtain that was basically built over night.

Families seperated by the early line which became the Berlin Wall
Photo courtesy of Once Upon a Time in War

All of a sudden, we were integrated into different regimes – the Eastern part under the control of the former Soviet Union, and the Western part mainly controlled by Western Allies. Slowly but surely, Germany became the scene of another part of history, the Cold War. There were soldiers with their trained dogs on both sides of the border who had orders to open fire on anyone who made a wrong move. There was propaganda on both sides which shaped entire generations.

One-way street to a unified Germany

Keeping this in mind, the term “reunification” might be misleading as it can be argued “the West took over the East”. On the one hand, people living in the Eastern part had had enough of oppression, dictatorship, censorship, and the numerous limitations. Many of them just wanted to be free and the West represented the ultimate goal of their dreams. When the wall finally came down, nobody even questioned the West being considered standard and the East being inferior, not only in terms of economy, finance or quality of goods but also culture-wise. The reunification was more a one-way street leading to difficulties in the West as well as in the East.

In the aftermath, people started to reconsider and to weigh disadvantages and advantages: People from the former Eastern part weren’t accustomed to unemployment, but capitalism could not provide employment for everybody. The West on the other hand was financially more stable than the East and therefore had to support the East in this aspect (e.i. alignment of currency, unemployed, weak economy, etc.). In retrospect it seems as if someone decided that in order to get rid of the Stasi (Eastern Germany security police that observed and took away potential opponents of the regime), oppression, and censorship, the East had to vanish.

What the future holds

All of these issues still have an impact on all generations in Germany. However, the way my parents and grand-parents see people from the other side of the Wall is largely different to how younger generations perceive the situation today. From my point of view, we are in the process of growing together and we’ve already come a long way. Growing together is not easy, especially if the norm is to mistrust your neighbours because they might be observing you to betray you to the Stasi.

Growing together is not easy if you feel you have to financially shoulder the others. But there is no point in moaning over the past, because we are the people – that is what we learned. The next generation is already in its way to a more unified Germany.

By Kathinka Ottenbreit. From Darmstadt, Hesse in Germany, Kathinka studies M.A. Conference Interpreting at Heidelberg University. She is also a working student for SNP AG (software solutions and consulting) in Germany. At the moment she is working with Kwintessential Consulting. Next milestones: graduating from university, working as an interpreter and definitely consolidating cultural training/cultural awareness knowledge.

As part of the 2014 Export Week, Kwintessential trainer Joyce Jenkins was invited to speak at UK Trade and Investment’s (UKTI) Women in Export event.

UKTI offers its services to UK based companies seeking to expand their business overseas, providing expert advice and practical support for exporting into foreign markets and understanding overseas business practices.

Their Master Class, held at Gatwick on the 13th of November, dealt with the challenges faced by women when exporting, with a particular focus on doing business in the Far East.

In addition to gaining a better understanding of the role UKTI can play in assisting companies in exporting, attendees heard from representatives of women-led businesses who had overcome barriers to trade in this region. Victoria Christian, Global Brand Ambassador for luxury goods producer Clive Christian, along with Claire Selby, Managing Director of educational materials producer Yellow House English Ltd., spoke about their respective experiences entering markets in the Far East.

Cultural Aspects of Doing Business in the Far East

The session concluded with a cultural workshop entitled ‘Doing Business in China and Japan’, conducted by Kwintessential’s Joyce Jenkins. With over thirty years of professional experience interacting in the Far East, Joyce has extensive knowledge of the cultural differences which can affect working within these countries.

The aim of her session, therefore, was to educate attendees in the importance of acquiring an awareness of these differences and ultimately to adjust their behaviour appropriately to suit the new working environment. Focusing on key areas in which the East differs from the West with regards to attitudes and norms, Joyce offered advice for the purposes of improving working relations across these cultures.

Questions asked following her session confirmed the hesitation people often experience when adjusting behaviour to suit new cultural customs for business purposes. Joyce, however, was quick to reassure that while making an effort to adapt to new ways of working is much appreciated, a perfect comprehension of new norms is not expected. Explaining that even with her wealth of knowledge she still finds herself acquiring new knowledge from her cultural interactions, Joyce concluded by highlighting that the most important factor in conducting business in any environment is the display of respect.

Some tips for doing business in China and Japan taken from Joyce’s session

The importance of Confucianism

This set of shared values places an emphasis on harmonious relationships and consequently diminishes the role of the individual. Roles are defined clearly according to society’s national inequalities and social hierarchies are obeyed. Understanding where you fit within this hierarchy will be important to the person you are doing business with. In accordance with this teaching, the characteristics of modesty, humility and courtesy are highly regarded.

Relationships

Establishing relationships prior to doing business is essential and trust is developed through actions. When you enter into a business relationship, be aware that the connection you make is considered to be long term and so it must be maintained. The concept of ‘guanxi’ refers to the system of networks in which contacts and connections are most important. This can make it difficult for foreigners looking to do new business in this region.

Face

The status and dignity of others must be preserved, therefore avoid causing “loss of face” by giving personal criticism or putting people on the spot. Instead try to be discrete when giving feedback and using ‘we’ instead of ‘you’ to solve problems.

High and Low Context

While Britain is located more towards the explicit end of the scale, both Japan and China are implicit cultures who communicate in an indirect manner. Therefore, avoid asking ‘yes’ or no’ questions and instead probe using open-ended questions. Remain patient as business and conversations usually take longer in this cultural environment. In addition, listen out for messages which may appear in cues such as tone, body language, hesitance or silence.

Business cards

Business cards must be exchanged using both hands and usually with a slight bow. Once received, the card should be carefully examined and treated with respect; place it in a case and do not write on it. Note too that cards should be printed in both languages. 

Management

A team manager is usually seen as a ‘benevolent authoritarian’ who holds the power to make final decisions. Managers should be clear when setting desired outcomes and time frames and ensure that progress points are factored into the process. Be aware that the purpose of company meetings is to announce decisions and look for consensus, rather than to conceive ideas. In addition, in China and Japan, contracts signal the start rather than the end of the negotiation process.  

Hospitality

Accept invitations and be aware that business is not often discussed over dinner so do not bring it up yourself. Try to accept and eat any food offered to show respect. If you bring gifts, make sure they are nicely wrapped and do not expect them to be opened in front of you, or to receive a thank you. Finally, make sure you have a song ready for participating in Karaoke!

Thanks to the UKTI South East team for involving Kwintessential in Export Week. We hope those who attended found Joyce’s workshop interesting and will be more prepared and confident in their future dealings with the Far East.

by Claire Booth for the Culture Vulture.

Would you drink fermented mare’s milk with your new potential Mongolian business partners to seal a deal? Or would you politely decline? The answer may come down to the strength of your stomach or your awareness of local etiquette.

“If you were to not drink it or have any sort of reaction to that initial taste, it would definitely lower your standing within a meeting,” says Will Tindall, co-founder of Emerging Crowd. “And you’re very much expected to have a shot each time someone has spoken.”

This is one of any cultural conundrums revealed by Matthew Jenkin in his Guardian article on the role of etiquette in international business.

Tindall, experienced at navigating the cultural landscape of Asia, stresses that even with his experience it can sometimes be hard to get your head around different local customs.  

He recalls a meeting in Tokyo, Japan, where he met a senior banking official. He gave a bow, accepted the business card and then began to make notes on the card. “At that point I saw this guy’s face change to a very strange shade of red. My actions went down incredibly badly.” Writing on the card was a major faux pas as in Japan, the card is a representation of the owner.

Cultural differences go beyond etiquette; sometimes it’s much more subtle. Louis Barnett, the founder of Louis Barnett Chocolates, states that one of his biggest challenges was understanding that in some cultures business is much more than business; it’s personal.

He recalls going into a meeting in Mexico being very business-focused, driven, factual and hard-nosed. This worked against him as Mexicans prioritise personal relationships above business prowess. His lack of interaction with his hosts was interpreted as showing complete disinterest in the people.

How we communicate is also important.  Simon Duffy, Bulldog Swimcare, explains that he discovered that how you phrase things was vital to saving face in South Korea.  “One of the things we tried to avoid was phrasing questions that required a yes or no answer, as Koreans try to avoid the latter.” Asking questions in such as manner would be seen as confrontational to local sensibilities.

Remember, culture is important – wherever you go always try to read up on how locals like to do things. Are they business or relationship driven? Do they value direct, frank communication or prefer a softer, more personal approach? It’s these and many other questions that can help give you a competitive advantage when working abroad. Through appreciation of the local culture, you’ll find doors open and things happen much quicker.

Check out our free Country Profiles for some basic etiquette and cultural information from around the globe.

Working with people from different cultures is becoming increasingly more common; however it can also give rise to challenges. Thankfully, Erin Meyer has recently published a book that provides a framework on how different cultures across the globe view communication at work.

There are many books available on cultural awareness; we believe there is always room for more! This is why were were excited to learn about the latest addition to the genre, The Culture Map. 

In this book, Erin Meyer explains the differences between cultures in terms of communication at work from different parts of the globe. Contributor at Forbes Rawn Shah has written a great a great review on the book here.

In her book, Meyer shares an anecdote from Jorge da Silva. Da Silva is an engineer at a steel company in Brazil. When he and his colleagues tried to convince their American counterparts to adopt a new process, Meyer says, they found that the Americans didn’t want to hear about the reasons for the new approach, but were more interested in what the method would change. This anecdote clearly illustrates that different cultures can have a different view on doing work together, Shah says.

The Da Silva anecdote, Shah explains, is only one of the many examples in Meyer’s book that illustrate communication styles and how people consider ideas at work differently. Affiliate Professor in the Organisational Behaviour Department of INSEAD b-school in France, Meyer was on the “On the Radar” list of the Thinkers50 last year and has worked as HR director for McKesson, HBOC, and Aperian Global.

In The Culture Map, she shares the data she gathered after researching 20-30 different countries.

One of the discoveries Meyer made is that national culture is dominant over the culture in a company. Many organisations now work on a global scale, meaning  their employees are faced with different cultures. This is why Shah believes cultural awareness is a key skill for both managers and employees.

The Culture Map, he says, shows that it is possible to gain understanding of the differences in work behaviour across cultures. To do so, Meyer gives a framework of eight different scales, ranging from communication and evaluating to scheduling and persuading.

These scales don’t have a wrong or right side, Shah says, but simply show how different cultures handle the concept. Here, Meyer gives the example of the Chinese and Brazilians versus the Danish and the Dutch when it comes to trust: while people in China or Brazil will base trust on personal relationships, people in Denmark and the Netherlands tend to focus on business activities. These cultures are on the far sides of the scale, which means they often view each other’s standpoint as wrong. Thus, before they can successfully work together, both cultures should understand that the opposite view has value as well.

To differentiate between different cultures, The Culture Map seems to presume all people in the same country share the same view. Shah wonders whether it is useful to stereotype people of the same culture. Meyer has also thought about this and responds to it by saying that if you don’t take people’s national culture into account, you will look at them from your own point of view, which can lead to misjudgements.

Shah agrees that national culture matters, but for a different reason: he believes national culture is a great starting point to understand an individuals.

Next to giving an overview of the book’s most important feature – the framework, – Shah also shares his opinion on the book with his readers. He applauds the real stories included in the book that illustrate culture clashes from different points of view. These anecdotes plus Meyer’s personal stories equal a “fascinating read,” he says.

The book is now available on Amazon!

What can movie trailers teach us about cultural differences in advertising and marketing? A lot argues interculturalist, Désirée Gergen, in her blog for the Culture Vulture.

In the last few decades, culture and cultural differences have gained importance not only in the academic but also the business field, specifically international marketing.

The world is becoming more and more globalised and international trade is inevitable; thus the question of how a successful marketing and advertising strategy should be planned and established, has become inextricable.

Standardised vs Adapted Strategies

We know that marketing and advertising strategies can be either adapted or standardised. That means that marketers use a strategy specific to a country’s or culture’s preferences or a  globalised strategy.

Some business and marketing professionals will be in favour of a more globalised and standardised advertisement while others will opt for a more tailored way of communicating and advertising.

In regards to cultural values, adapted advertisements have been identified as more effective as they address specific topics in a certain way and style which is unique to certain cultures, countries or groups. In the print media for example, not only the text but also the pictures are perceived differently depending on one’s cultural background.

How Movie Trailers Expose Cultural Differences

Recently, differences in film advertising have been identified and it has been demonstrated that movie trailers in particular show differences based on cultural values.

In the specific case of France and Germany, differences in movie trailers can be linked to some of the most influential theories in the field of intercultural communication and marketing and advertising.

According to the ‘femininity/masculinity framework’ of Geert Hofstede, a Dutch social psychologist,  France ranks more ‘feminine’ than Germany and

•    favours quality of life rather than professional achievement and wealth like Germany
•    focuses on family and close relationships,
•    avoids aggressiveness and violence and favours negotiation in conflicts.

Germany ranks more ‘masculine’ and

•    accepts conflicts and aggressiveness  
•    tends to have a direct, unemotional and concise communication style.

In regards to communication style, E.T. Hall, an American anthropologist and cross-cultural researcher, identified a difference between low-and high-context cultures, classifying France as high-context and Germany as low-context culture.

This means that French communication style tends to

•    express a low amount of information
•    and base the communication on the context while it is assumed that the listener has some knowledge.

German communication style tends to

•    favour an explicit and very detailed communication style
•    be based on what needs to be said and how in order to successfully communicate.

A recent study compared original French movie trailers with their German counterparts for the same film, and it was found that:

German trailers

•    are shorter,
•    present little change of music
•    mostly consist of one part without clear introduction
•    communicate a lot of information and avoid uncertainties
•    combine vocals with visuals to make sure the viewer understand the message.
•    show more violence
•    lack humour
•    tend to be more dramatic, expressed through visuals and music
•    and tend to give additional information, e.g. prior engagements of actors etc.

These findings are congruent with the theories by Hofstede and Hall previously discussed. So next time when you are thinking of internationalising your marketing campaign, keep in mind that in France the advertising style is not explicit and informative like in German but rather dreamlike.

In regards to trailers for example, French trailers are longer than German ones, but contain less information. The viewer still needs to interpret what they sees as well as he/she is assumed to have more knowledge on a particular topic (e.g. French Fashion) when compared with their German counterparts.

Some things are also only slightly evoked through visuals or vocals but not clearly expressed. Violence is avoided and the focus is put on families and friendships rather than on wealth and business achievement. Humour is widely present and language plays are an important factor too.

All in all we have to remember that these different advertising styles based on communicative and cultural differences can lead to different interpretations and expectations of the story. Therefore it is crucial to be aware of cultural differences even though the internationalisation of the world may seem to favour global strategies.

It is important for marketing professionals to remember these differences as they are a vital part of a successful international advertising campaign, not only in the film industry.

In order to communicate its purpose, an advertisement should be adjusted to the culture’s and country’s advertising style and preferences. Should this not be the case, the advertising campaign is very likely to fail and send the wrong messages as it has happened on several occasions in the past.

Author bio: Désirée Gergen is about to graduate in an MA in Intercultural Communication for Business and Professions at Birkbeck College, University of London. She is currently working with Kwintessential (Consulting) in Cultural Awareness Training.

Whether we know it or not, culture impacts almost everything we do. Within business, one should always be aware of cultural differences. Yes, even within interior design!

When thinking about cultural differences, interior design might not be the first field that comes to mind.

However, in a great article on Prime Resi, Joe Burns explains that luxury homes will only meet the client’s wishes if the designer knows the ins and outs of their culture.

According to Burns, managing director and co-founder of interior design company Oliver Burns, central London’s property market is increasingly dominated by international buyers. These buyers might be looking to buy a second home or an apartment where their children can stay when they travel to England’s capital for their studies, but they all have one thing in common: all nationalities have their own culture that shapes their lifestyle preferences.

Burns believes buyers and developers must try to understand the cultures of their clients to create a suitable home for them.

He says that even though many rich clients have the same “international” taste that focuses on unique items of high quality, there are also individual preferences that need to be taken into account.

People that come to Oliver Burns often have specific and complex wishes, Burns says. However, all wishes may be different, but almost all clients have limited time due to their busy international agenda. This is why Oliver Burns tries to find out the clients’ needs and lifestyles immediately to make the most of their customers’ limited time. The company employs a multinational team that, according to Burns, can meet every single expectation of the client.

Burns says clients are greatly influenced by their families, which is especially true for British and Indian families.

A client’s choice for a new home is often dictated by the property style that he or she knows best, he says. When investing in foreign property, international buyers are looking for a “home away from home,” after all! Burns states that the British, Indians and Russians, for example, are interested in period detailing. This is why people from these countries often opt for London homes in the Mayfair, St James’s and Knightsbridge areas.

Middle Eastern clients, Burns says, are interested in homes with an older style and a luxury feel. This is why they often request textures such as marble and velvet, for example. They also like to walk barefoot in their homes, which is why they ask for carpets and rugs. Furthermore, Burns points out that people from the Middle East might ask for a prayer room, a separate sink to wash their feet in before they go into prayer. In addition, according to the Islam, Muslims mustn’t face the direction of prayer when they go to the toilet, so these cannot face the south east (in UK anyway).

Burns states that Chinese and Malaysian buyers have completely different demands, however: they like their homes to be designed in a clean and minimalist style and prefer apartments in modern style, as this is what they are used to in their own country. As Chinese investors are increasingly turninig their attention to Britain, Burns thinks it will become more and more important for designers to master the Art of Feng Sui. Chinese clients often have their own experts on the style that review properties and give orders to British designers.

Next to cultural preferences, clients have personal wishes as well, for example to have a separate his and her bedroom suite. Burns states that security is also a key element in the design of a house. If they move into an apartment, his clients expect round-the-clock concierge services, much like a hotel. This is especially true for people from the Middle East, he says, and even more so when their property in the UK is not their first home.

According to Burns, when designing homes, it is very important to understand and act upon the culture of a client. If the culture is completely understood, he says, designers can meet and even exceeds the client’s expectations. I guess that’s the message all businesses need to take away with them – pay attention to culture!

Being surrounded by other cultures can bring a great deal of benefits: new research has shown that living in a culturally diverse community can even make you smarter!

According to Gregory Rodriguez, humour is very important to Americans. In his article on the Washington Post he explains US citizens use humour to make living in the sometimes puzzling American society a little easier. The classic American joke that starts with “An Irishman, a Jew, and a Mexican walk into a bar” can thus be seen as a way to handle the cultural diversity in the country, Rodriguez says.

In a remarkable study Robert Putnam published eight years ago, the political scientist revealed that social trust can be lowered by cultural diversity. Rodriguez states that the study showed people living in diverse communities don’t trust their neighbours, for example, and don’t have much faith in the leaders of the community. In addition, he says, Putnam also discovered people living in a culturally diverse environment spend more time watching TV!

Rodriguez, however, feels Putnam should have gone a little further: he wonders how people can conquer the social distrust that cultural diversity can cause. He gives the example of a very devout friend of his who claims it would have been much easier to practice Catholicism if she stayed in her home country Nicaragua. Her US congregation consists of Filipinos, Mexicans and African Americans, to name a few cultures, which can be difficult at times. When the priest asked the congregation to vote for a new devotional figure in the church, Rodriguez’ friend didn’t vote for the Nicaraguan favourite, Our Lady of Immaculate Conception, but for the Holy Child of Atocha, the devotional figure loved by many Filipinos. She made this decision because she felt the Filipinos should be rewarded for their dedication.

According to Rodriguez, this example shows that people in diverse communities think about their decisions quite thoroughly. People in homogenous communities, he says, don’t need this extra brainpower, as their shared background means they agree on what certain institutions and practices mean.

It gets interesting when these values are called into question in culturally diverse societies, he says. Conflicting world views can be confusing for anyone and can cause two reactions: either people abstain from participating in collective life, or they become quite vocal in ventilating their world view to anyone who has a different one.

As the US has always been a country with a lot of immigrants, Rodriguez believes the difficulties that arise in diverse communities have always been part of American society. In fact, historian Timothy L. Smith even called migration to the country a “theologizing experience” in which newcomers have to adjust their behaviour in a culture that features many different subcultures. 

Rodriguez thinks that one of the reasons Americans are known for their direct behaviour can be explained by the fact that they had to find their way in an unfamiliar and changing society. As achieving an unspoken cultural consensus in a diverse community where people are continually migrating can be difficult, people have to express their opinions in a straightforward way to make sure others understand them correctly.

Even though diversity is a key feature of American society, many scholars that have studied cultural diversity have taken homogeneity as the norm. As Rodriguez, believes this a wrong assumption, he is glad that this year, a research team from MIT, Columbia University and Northwestern University wrote a paper that questions this practice. In their paper, the researchers referred to another study showed that when solving a problem, homogenous groups are more confident about their skills that they should be. The confidence of individuals in non-homogenous groups, however, is on par with the actual performance of the group. Thus, the researchers stated, diverse groups have a better objective index of accuracy.

Next to this study, the researchers also cited an experiment conducted in 2006, which revealed homogenous jury’s make “more factually inaccurate statements and considered a narrower range of information” than culturally diverse ones. The researchers believe that this outcome and that of other studies suggest people in diverse groups can look at things for a different perspective more easily and are less likely to unconsciously assume others share their opinion.

Thus, Rodriguez says, living in a diverse community makes you smarter. However, he still believes cultural differences are not easily overcome. People in culturally diverse environments question their worldviews, belief and institutions.

According to Rodriguez, “American ingenuity isn’t simply born of the fusion of peoples into your favorite metaphor for mixture Whether we realize it or not, it’s the good-humored hard work of living with people different from us that has always been the source of America’s genius.”

Global Training Manager, Caroline, gives some insight into an upcoming train-the-trainer course for business professionals looking to become cultural awareness trainers and coaches.

Russians have a reputation for being loud and rowdy tourists when they travel abroad. However, this might soon be a thing of the past as an Italian hotel owner has created an etiquette guide for Russians who are visiting Italy this summer to try and te…