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The Cultural Advantage

Mijnd Huijser • Boek • paperback

  • Samenvatting
    It is all too common - and costly - for people in international groups to misunderstand each other. Sometimes in a dramatic fashion, often in a subtle way, these cultural differences can impede progress among global teams.
    With over 20 years of international experience in training intercultural groups, Mijnd Huijser has developed, tested and refined a powerful tool that helps overcome the obstacles inherent in global teams. His Model of Freedom provides a visual and practical method for understanding oneself and others. It helps individuals distinguish between personal and cultural behavior, and allows them to contribute to better teamwork. Managers and team members learn how to convert tensions in corporate culture to sources of energy, leveraging the advantage of culture for best results.
    Beware: this book is not about How to do Business in China, Holland, Spain, or any other country. Nor will you find lists of do’s and don’ts. The Cultural Advantage is for executives, managers, and other professionals who work in international project and task teams, or who on a daily basis deal in some way or another with colleagues from different cultures. It is for people whose international working environment challenges them to cope with a wide variety of communication styles and convictions about what is right, just, or timely.
  • Productinformatie
    Binding : Paperback
    Distributievorm : Boek (print, druk)
    Formaat : 152mm x 230mm
    Aantal pagina's : 148
    Uitgeverij : Ayn Press
    ISBN : 9789085706625
    Datum publicatie : 09-2013
  • Inhoudsopgave
    1 From Hurricane to Drizzle
    2 Beyond Mars and Venus: on cultural identity
    3 The Model of Freedom: on the cultural model
    4 Perceptions of Reality: on cultural orientations
    5 Paterfamilias or Superman: on leadership
    6 Living with Barbarians: on communication
    7 Gladiators with Unequal Weapons: on meetings
    8 Crossing the River Rubicon: on change processes
    9 Hunters and Farmers: on corporate cultures
    10 Ceci n'est pas un team: on a winning intercultural team

    Appendix 1: The Theories of Hofstede and Trompenaars
    Appendix 2: The Origins of the Model of Freedom
    Appendix 3: The Model of Freedom in One View
    Appendix 4: Train the Trainers
    Appendix 5: Literature
    About the Author
    About the Model of Freedom Association
  • Reviews (8,3 uit 3 reviews)
    Wil je meer weten over hoe reviews worden verzameld? Lees onze uitleg hier.

    African Business, Aug/Sep 2006
    The Cultural Advantage will prevent you spending most of your valuable time managing conflicts instead of moving your team or project forward. It does not offer you fish for today's meal but a rod to catch fish for the rest of your international career.

    Geplaatst door
    Waardeert het boek met een 8 uit 10

    Dr. George Simons, dialogin.com, 28 May 2006
    The author has managed to re-express critical insights into culturally conflicting behavior with more clarity and punch than one normally sees in this field.

    Geplaatst door
    Waardeert het boek met een 8 uit 10

    The Midwest Book Review, March 2007
    The Cultural Advantage reads with the excitement of fiction, following a case study through the book to teach methodology in an inviting, appealing manner.

    Geplaatst door
    Waardeert het boek met een 9 uit 10

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In a culture, a group of people attribute significance and weight to certain behaviors. Therefore, I define culture as a group’s set of shared norms and values, expressed in the behavior of the group members. Hence, culture is never an objective standard for behavior, but involves accepting various individuals’ convictions and opinions.
Since I concentrate on work-related cultural elements, I will only bring up aspects of national cultures insofar as they influence management styles, ways of organizing, communicating, or cooperating. Of course, a nation can host many subcultures: urban or rural, state, district, or city. For inhabitants of a country these cultural differences are quite meaningful, but outsiders are more aware of the similarities than of the differences, especially upon a first visit or brief stay. That is why I confine the model to the differences between national cultures. It does not deal with cultural differences within a country.
When discussing national culture in this book, I mean the culture of the majority or of a dominant portion of people in the country. So when I talk about “the American management style,” I don’t
mean to generalize that “all Americans have this management style.” I am simply referring to a style that many people identify as characteristic for Americans and not for other nationalities. In other words, work-related national culture is one which is preferred by a dominant group in only that specific country. ×