Lesson 2 EBBA

International
Business
xin chào
05/09/2022 1
Make work easier through
understanding each other
05/09/2022 2
Changes …… ‘developing nations’ have been
catching up with the ‘developed nations’ both
regarding GDP and personal circumstances.
HW - Hans Rosling – FaceBook

https://www.ted.com/talks/
hans_rosling_on_global_population_growth?language=en
05/09/2022 3
http://ven.vn/
http://ven.vn/hanoi-crafts-ambitious-
plan-to-develop-production-villages-
36900.html
05/09/2022 4
Communication, Language,
People, Culture and Individuals
Ethics and CSR (incl. sustainability

and the environment)
05/09/2022 5
Communication and language
05/09/2022 6
How do we communicate?
05/09/2022 7
What tools and processes
can we ‘use’ to communicate
successfully?
05/09/2022 8
• VERBAL: Words – the what (limitations, intrinsic
value + or - translation, ...)
• VOCAL: Delivery patterns (tone, stress … ’music’)
• VISUAL: External ‘messaging’ (body language)
• Silence
• Disclosure (level of involvement and disclosure

each are willing to ‘show’)
• Context (HC & LC)
• Listen (to demonstrate empathy)

05/09/2022 9
05/09/2022 10
Intention - interpretation
05/09/2022 11
Intention - interpretation
05/09/2022 12
Check & Clarify
Do you mean
Let me check what

you said?
What do you
Mean ….. ?
05/09/2022 13
4 Ear Model
Schulz von Thun’s
Data, facts (true, relevant and complete)

Content (facts)
Sender Receiver
Self-revelation
Appeal
Message
What the speaker

(un)intentionally tells wants the listener to
something about know, think, feel or
him/herself: motives, Relationship do
values, feelings, etc
What is the relationship? What do I think
about you and how do we get along with
05/09/2022
each other? 14
Verbal
Vocal
Visual
05/09/2022 15
Verbal - Nature or Culture?
Honesty
l
ra
As soon as possible
ltu
f ac
cu
Integrity
ct
le
s ct
ef
on le
Legal requirements
-r
si ef
en - r
ls
Yes .... No
be
m s
di be l
la
Respect
la
Vocal Message
It is 9 o’clock
The traffic lights are green
Let me show you my father’s shop
I am very pleased to meet you
05/09/2022 17
Visual– non-verbal signals
What body language shows • Confrontation
• Suspicion
• Reflection
• Cooperation
• Openness
• Insecurity
• Frustration
• Friendship
• Honesty
05/09/2022 18
Some common non-verbal signals
Confrontational Suspicious Reflective

Signals Signals Signals
-Stroking chin
-Arms crossed
-Arms crossed -Head tilted
-Sideway
-Fist gestures -Peering over
glances
-Pointing glasses
-Touching nose
finger - Looking into
-Squinting
distance
05/09/2022 19
Cooperative Insecurity &
& open nervousness Frustration
Signals Signals Signals
-Short breaths
-Open hands
--Fidgeting -Clenched
-Hands back, hands
-Poor eye
open body --Pointing
contact
- Smile finger
- Rolling eyes
05/09/2022 20
In percentage, how important are:
al
Ver
b The words you say
cal The way you say it

Vo
ual Your non-verbal language

Vis
05/09/2022 21
In percentage, how important are:
7% The words you say
38% The way you say it
55% Your non-verbal language
05/09/2022 22
The 3 V’s:
VERBA
L
(7)
Vocal
(38)
VISUAL (55)
Re: relative importance of verbal and nonverbal messages were derived from experiments dealing with
communications of feelings and attitudes (i.e., like-dislike). Unless a communicator is talking about their feelings
or attitudes, these equations are not applicable.
Example - Total Liking = 7% Verbal Liking + 38% Vocal Liking + 55% Facial Liking
05/09/2022 23
VERBAL
VOCAL VISUAL
05/09/2022 24
• Silence
•
05/09/2022 25
Silence
05/09/2022 26
05/09/2022 27
Non-verbal communication
Americans Japanese Brazilians
Silence 3.5 5.5 0
(Number of periods >10
seconds / 30 minutes
Conversational 10.3 12.6 28.6

overlaps
(number / 10 minutes)
Eye-to-eye gazing 3.3 1.3 5.2

(minutes / 10 minutes)
Touching
(excl. handshaking / 30 0 0 4.7
minutes)
• Silence
05/09/2022 29
Context (HC – LC)
Indirect and direct
Indirect
Direct
05/09/2022 30
Advertisements
DIRECT (explicit LC) INDIRECT - implicit (HC)

Intercultural Orientation
DIRECT - explicit (LC) INDIRECT - implicit (HC)
Direct, logical, blunt, to the Indirect, ’aimless’

point
Internalised message
Plainly coded message
Receiver responsible for
Sender responsible for interpreting the message
clear communication (and hidden information)
Organised time (small talk a Open and flexible time

waste of time) (small talk important)
Relationships – specific Task Relationship focus -

focus personal
Appropriacy (protocol & ritual)
Dear Mr Zach
Dear Z
I hope you are well.
As discussed, please
Further to our change the contract ...
discussions; I would be
most grateful if you Thanks
could change the
contract .... B
Thank you so much.
With very best wishes

Bob Chance
05/09/2022 33
California or Côte d’Azur ?
You are parked in

front of an entrance
05/09/2022 34
05/09/2022 35
Finland
Netherlands
Germany
Denmark
Sweden
DIRECT (LC)
Austria
USA
UK
Spain
Italy
Brazil
Country example (heuristic)
France
China
Japan
INDIRECT (HC)
Listen
How do I know you are

listening to me?
05/09/2022 37
Authentic listening
What is the different between hearing and

listening?
What makes a good listener?
What makes an authentic (‘active’) listener?

82% of people
prefer to talk to
great listeners!
05/09/2022 40
Showing empathy and
understanding is what
makes a ‘real’ (authentic
listener)
05/09/2022 41
Trust (trustworthy)
Honest
Skills
05/09/2022
Reliable 42
THE 70-20-10 TOOL FOR LISTENING
70%
20%
10%
05/09/2022 43
People, Culture and
Individuals
05/09/2022 44
Who made you who you are?
What are your values, norms and

beliefs?
05/09/2022 45
Brothers
Father & Sisters Relatives
and
Mother
Teachers
Society
Social ……..
Education Religion
class
05/09/2022 46
Behaviour
Beliefs
values
05/09/2022 47
Behaviour
Symbols Rituals
Values
Beliefs
Drivers
05/09/2022 48
Intercultural dimensions
Typical values
TASK RELATIONSHIP
Individual Group
High Power Distance Low
High Uncertainty avoidance Low

Focus on job security & like rules & regulations Tolerate uncertainty
(contracts)
Short term Long term

Intercultural Orientation
DIRECT - explicit (LC) INDIRECT - implicit (HC)
Direct, logical, blunt, to the point Indirect, ’aimless’
Plainly coded message Internalised message
Sender responsible for clear Receiver responsible for

communication interpreting the message (and
hidden information)
Organised time (small talk a waste of
time) Open and flexible time (small talk
important)
Relationships – specific
Task focus Relationship focus
- personal
Task & Relationship Dimension
Intercultural variation
TASK RELATIONSHIP
What conflicts/challenges can arise?
TASK
? RELATIONSHIP
Task & Relationship Dimension
TASK RELATIONSHIP
Wants to get things done – Wants to ‘know’ people to get

concentrates on the task things done – mutual
support
Being ‘on time’ adds value –
analytical and rational Relationships add value
– show empathy and support
Focus on rules and codes
– trust through honoring ‘word’ and Focus on building trust
contract with people – trust through
contact and cooperation
Disregards importance of personal
relations Can modify relationships to modify
system – ‘disregard’ rules
Assertive
Modest
Competitive
Harmony & cohesion
Types of people
A simple analysis
05/09/2022 54
What is helpful
to know?
• Types of people
• How they listen and learn
• How we interact
05/09/2022 55
• Extroverted with • Reserved
strangers
• Need time to warm
• Open and curious to strangers
• Makes ‘friends’ • Friends are for ‘life’

quickly
05/09/2022 56
Thinker or Doer
(when working with others)
05/09/2022 57
TRANSACTIONAL ANALYSIS
PARENT
Personality & Relationship
PARENT CP NP
ADULT ADULT A
CHILD CHILD AC FC
05/09/2022 58
Conclusion
Context Listen
VERBA
L
(7)
VOCAL
(35) VISUAL (58)
05/09/2022 Disclosure Silence 59

Personality
Behaviour
Action
Situation Culture
05/09/2022 60
Motivation
And the individual
05/09/2022 61
What motivates people to
do what they do?
What motivates you?
05/09/2022 62
What motivates people
to do what they do?
Power
Activity
Recognition
Affiliation
Competence
Ownership
Meaning
Achievement
Personal satisfaction What can you do to
help increase
motivation ...
commitment?
05/09/2022 63
Motivation (Spitzer’s 8)
Power
Motivated by status, control of their future and opportunity to progress
Activity
Motivated by interest and variety in work and daily life
Recognition
Needing praise and acknowledgement and approval for good performance
Affiliation
Motivated by social or professional contact, friendship, group affinity and team spirit,
sense of belonging
Competence (build knowledge and experience)

Like to use skills and technical expertise (strengths)
Ownership
Need to be personally involved. Like to be part of the decisions that affect job/life.
Meaning – self-worth
Need to feel that they are part of the team, have a definite role to play and have a positive
contribution to make
Achievement
Achievement or accomplishment of something worthwhile. Like to be challenged, to develop
themselves
with realistic and achievable goals.
Personal satisfaction (ego gratification)

Money, desire to win, liberty/freedom, self-esteem, dignity, self-respect, emotional security 64
05/09/2022
Culture, people and
corporations
05/09/2022 65
Why is this useful?
Because we need to know about what ‘makes people
tick’ and people make organisations and business
• Often national corporations share national (people’s
beliefs)
• Work to live or live to work
• Indicates personal motivation
• Gives us an idea about the rewards they expect and

variations in status
• Hierarchy
• The relationships between staff/personnel (an agreed

code of conduct)
• How they communicate and exchange information

05/09/2022 ©Provox Training and Consulting for NEU - EBBA 66
Q1. –
What qualities should an individual have to
be a good international manager?
Q2. –
What should a Code of Conduct include?
Is a document that all people in the company/ team

write and share about the ‘rules’ they have to work
together. It is a contract between all members of the
team.
05/09/2022 ©Provox Training and

Consulting for NEU - EBBA 67
Team Charter (code of conduct)
– ‘Rules’ within the Team
Culture
A team that can be a high performance,

effective and successful team has the
following shared beliefs , values and
expectations represented in their
behaviour .....
…………………………………………………………….
…………………………………………………………….
…………………………………………………………….
…………………………………………………………….
05/09/2022 ……………………………………………………………. 68
What ‘rules’ in a code of conducts should there be
for people to work together successfully?
05/09/2022
69
What about the individual
relationships in a management
team or organisation?
05/09/2022 70
Is information a right or a privilege?
(Especially when you consider knowledge is

‘power’)
05/09/2022 71
Power and Mutual Respect
05/09/2022 72
What is helpful
to know?
1.Style
2.Status
3.Motivation & engagement
4.Persuade & influence others
Do people trust you – are you credible? Why?
Should anybody be managed or led by you? Why?

05/09/2022 73
Culture and leadership,
styles and status
05/09/2022 74
Style of leadership
What different styles are there?
05/09/2022 75
Consensual or autocratic Leadership
05/09/2022 76
First, an example ….
05/09/2022 77
A Swedish company bought a company in Poland.
The previous Polish boss was stern and dictatorial. His words
were not questioned; the boss told the workers what to do
and they did what he said, without questions.
The Polish boss was replaced by a new Swedish manager. He

had learned basic Polish, had a good understanding of Polish
history and culture. He brought his consensual style of
leadership, which he had used in Sweden, to Poland.
For example, the Swedish manager held meetings with his

Polish workers and asked for their input and ideas.
05/09/2022 78
What did the Swede say about his Polish
colleagues?
What did the poles say about the Swedish

manager?
05/09/2022 79
Contradictions
Mr J (non-Polish manager)
1. They call me Mr President
2. They defer to my opinions
3. They are reluctant to take the initiative
4. They constantly ask for my approval
5. They treat me like I am King
Polish management teams assessment of Mr !.

1. Incompetence as a leader manager
2. He is a weak, ineffective leader
3. He doesn’t know how to manage
4. He refused his corner office on the top floor
5. He doesn’t know what he should know
% who agree that managers should have precise
answers to questions from subordinates
% in agreement
80%
40%
10%
Sw NL USA DK UK Swi B Ger Fr It Indonesia SP JAP
Based on Laurent updated to include Spain

Style of leadership
What different styles are there?
05/09/2022 82
3 Manager/Leader styles
Autocratic Consultative Consensual
Tell Tell & Sell Tell Seek Joint Delegate Abdicate
& test Problem
solving
Managers
degree of
involvement
Subordinates
degree of
involvement
Leadership regularly conforms to national

stereotypes and therefore, when transferring from
culture to culture, careful thought is required.
05/09/2022 83
Samsung plans to revamp
its authoritarian, top-down
corporate culture to
become more like a lean
startup as it copes with
sluggish demand and
growing competition …
Its staff pledged to reduce
its hierarchical practices,
unnecessary meetings …
Source: Kuwait Times – 25 March, 2016

05/09/2022 84
Style of leadership and status
05/09/2022 85
05/09/2022 86
STATUS ACHIEVED STATUS ASCRIBED
Status based on knowledge, Status based on birth,

skills and achievements seniority, age
Status depends on result Status independent of result

(?)
Respected and trusted
because of achievement, Respected and trusted because
performance, knowledge … of background, seniority,
authority, commitment to
Power through respect country (?)
Power through position

05/09/2022 88
Action • Status from doing
• Power through respect

• Rights & consensual • Hierarchy
responsibilities
• Short (term)
• Rules not important
• Long (term)
Task Relationship
Intercultural dimensions
• DIRECT (LC) language
• INDIRECT (HC) language
• Simple rules
• Duties & obligations
• Rules important predictability
• Complex rules
• Power through position

• Hierarchy
• Status from being
Process
05/09/2022 89
NATIONAL
05/09/2022 90
Influence and persuasion
What different ways do we think?
05/09/2022 91
Thinking & persuasion
Deductive Inductive
DEDUCTIVE INDUCTIVE
Deductive thinking Inductive thinking
principle first application first

reasoning .. Begin reasoning … begin
with theory... top- with fact … bottom-up
down logic – is logic - is simpler and
complex, formalised and quicker to draw conclusions,
abstract. which are based on patterns
of experiences, specific
Conclusions or facts come examples and intuition to
from concepts, theories formulate general models and
and general principles. theories.
Deductive Inductive
e.g. Mathematics – first learn
e.g. Mathematics – first, prove
formula and practice applying it.
general principle, then use it to
After, seeing how the formula
develop concrete formula which
leads to the right question, then
can be applied to problems.
understand concept or principle
underpinning it.
80% theory: 20% application
80% application:20% theory
e.g. Language – practice then

e.g. Language – learn structure
learn structure
then apply
Asian Thinking!
05/09/2022 95
Home
Holistic or Specific
Westerners focus on things and notice changes

in the people, East Asians focus on the space
between things and are sensitive to changes in
the background. Richard Nisbett
Corporate culture (the culture
within an organisation)
05/09/2022 99
Leadership regularly conforms to national
stereotypes and therefore, when transferring from
culture to culture, careful thought is required.
However, there are many organisations and

companies that have a pan-global flexible culture.
05/09/2022 100
Creating and maintaining corporate
culture:
Organisational culture comes from:

▪ Leadership (Matsushita, P Barnevik, Jack Ma …)
▪ Broad national culture (international co. should have a
diverse workforce)
▪ History within the organisation (i.e. stories)
Maintained by
▪ Hiring and promotional practices
▪ Induction processes/procedures
▪ Reward strategies (appreciation & recognition)
▪ Interpersonal contacts
▪ Communication (stories, symbols, uniforms management
05/09/2022
…)
©Provox Training and Consulting for NEU - EBBA 101
05/09/2022 102
2 Quotes for reflection
Diversity in Multinational Organisations

(communication and respect)
If you understand the logic of another culture, then you

can find points of connection to work with and you can
aim to be successful.

You need to look at why people do what they do.

If you understand why people do it their way, then you
can come up with answers and solutions to common
problems.

Nate Furuta (GM-Toyota)
05/09/2022 103
Leaders and team participants who recognise
differences in values, attitudes, levels of trust and
cognitive biases that influence behaviour are better
prepared for the successful accomplishment of
complex jobs.
Furthermore, those who understand the implications

of culture’s impact on situation assessment,
coordination, assigning roles and responsibilities,
support behaviour and relationships are better
prepared to ensure collaborative success.
Oliver Dzvonik (NATO)
05/09/2022 104
Effects of culture: Is a strong culture good?
Depends on what you are trying to achieve

and definition of strong:
Strong rules
Focus on money – happy workers
Discourage people from taking initiatives (thinking
outside the box)
e.g. McDonald, Coca Cola, Army, Google
Does the culture match the architecture

(structure and operations) of an organisation?

Ethics & Law
05/09/2022 107
Ethics is the accepted principles of ‘right’ and
‘wrong’ that govern conduct of people,
organisations and even states.
CSR (Corporate Social Responsibility)
Law is the system of rules which a particular

country or community recognizes as regulating
the actions of its members and which it may
enforce by the imposition of penalties.

1st some philosophical Questions
Q1. Does everyone need to follow a moral code (of

conduct)?
Q2. Is there only One (normative) truth or are their

Multiple (flexible) truths?
Q3. Do you think there is a lot of corruption in business

dealings?
Q4. What ethical issues affect business (decision

making)?

● Employment practice
e.g. S. Africa, Union Carbide (in India), Nike (1996 in Vietnam
$0.20/hour), Apple (China), Amazon, Clarks shoes
Basic human rights (freedom of association,

speech, assembly, movement …)
● Payment (remuneration)
● Working practice (working hours)
● Industrial action (right to strike)
05/09/2022 ©Provox Training and Consulting for NEU - EBBA

110
LAWS
Can we use law to strengthen ethics? Is a legal
justification for ethical behaviour the only
important standard. Meaning an individual or company
can do anything that isn’t illegal.
5 reasons why this is inadequate:

1. Some things that are unethical are not illegal.
2. The law is slow to develop in emerging areas, and it
takes time to make
3. The law is often based on imprecise defined moral
concepts.
4. The law often needs to be scrutinised to ensure it is
working well.
5. The law simply isn’t very efficient (it would be impossible to
solve every ethical behavioural problem with an applicable law)
05/09/2022 ©Provox Training and Consulting for NEU - 111

EBBA
4 Good reasons for using the law to
justify ethical behaviour:
1. Laws embody many of a country’s moral

principles, making it an adequate guide for proper
conduct. (but perhaps not across-borders)
2. Laws provide a clearly defined set of rules, and

following them establishes a good ‘precedents’
(rules) for acceptable behaviour.
3. The law contains rules that apply to everyone.
4. Laws come from shared experience and they often

include a wide view of correct behaviour.
Dean of Law at NEU

Examples: Pollution & corruption
Pollution
Ethical problem when host national
environmental policies are inferior to
home nation.
Dumping chemicals and toxic materials

Air, sea, river, land, soil
Sound/light

Corruption
USA 1997 – Foreign Corrupt Practices Act (FCPA)
OECD 1999 – Convention on Bribery of Foreign Public

Officials in International Business Transactions
Corruption Perceptions Index, 201

Wikipedia

2020
5 most corrupt countries (source: Transparency

International)
1. S Sudan
2. Somalia
3. Syria
4. Yemen
5. Venezuela
7 least corrupt countries

1. New Zealand & Denmark
3. Finland & Singapore
Sweden & Switzerland 17 UK (14 in 2019)
7. Norway 29 USA (21 in 2019)
26 France
91 Kuwait (84 in 2019)
Consulting for NEU - EBBA
113 Vietnam 116
Business dilemma
Vietnam (1995 pay, fridges, payment for students)
Myanmar (2003) Total (‘well if we don’t do it someone

else will’)
GUST (student scores)
Do you want business or not?
How far are you willing to operate

outside the law and against personal
moral/ethical codes … can you be
bribed?
05/09/2022 ©Provox Training and Consulting for 117
NEU - EBBA
Roots of (Un)ethical behaviour in business
Personal
beliefs, Organisational
values, culture (this is the
way we do things around
attitudes here)
Ethical Leadership
Societal
behaviour
culture
Decision
making
processes
Pressure to
achieve
05/09/2022 118
Making ethical decisions internationally (ethics
officers)
• Code of conduct – universally accepted
• Hiring and firing (rights, obligations,
• Code of ethics (sexism, racism)
• Fulfil organisations requirements and ensure

stakeholders are content
• CSR – Corporate social responsibility

Questions to ask yourself:
a. Does my decision include the accepted values or

standards that typically apply to the organisation’s code
of ethics and other corporate ‘rules’?
b. Am I willing to see the decisions I make,

communicated (by newspapers, TV or social media)
freely and to all stakeholders? Do I take responsibility for
them?
c. Would my close friends and family approve of my

decision(s)?
d. Do I approve of my decision? Can I sleep well at night

or do I feel guilty?
120
CSR and Sustainability
05/09/2022 121
Corporate Social Responsibility (CSR)
Refers to the idea that businesses, corporations and

organisations should consider the social consequences of
their actions when making a decision.
And, their decisions should not just be for a simple increase

in profit but should have GOOD social and economic
consequences.
Their actions should be ‘honourable & benevolent’ (noblesse

oblige) and how they use their POWER needs to be
carefully balanced with increased social welfare and
ethics.
Social Capitalism
122
‘One country, two systems” Deng Xiaoping in
the early 1980s
‘It does not matter whether the cat is black or

white, as long as it catches the mouse.’
Socialism with Chinese Characteristics
Social Capitalism

Corporate Social Responsibility (CSR)
Social (Quaker) Capitalism

1807 the Abolition of the Slave Trade Act
1824 (Cadbury)
1862 (Rowntree)
1894 (Hershey)
2000 > (CSR)
Sustainability
05/09/2022 126
CSR – Sustainability
CSR has evolved into paying more attention to

environmental concerns (esp. Global Warming).
International businesses include Sustainable

strategies into their overall plans
Business practices that do not deplete the

environment
- Reduce carbon footprint (reduce travel F2F- Skype,
Webinars)
- Being careful with resources (forest/paper, Stora,
UPM
- Ethical resourcing (e.g. coffee – Fairtade)
- Packaging - recyclable
05/09/2022 128
What are your conclusions?
What impact does communication,

culture, ethics & CSR have on
global business and working
globally?
05/09/2022 129
2 Questions to think about for homework (ready
for tomorrow)
1. Is it right that a sub-contractor (supplier)

should be contractually obliged to follow an
ethical code and code of contact written by the
company they are supplying?
2. Where today do you think people are

exploited unfairly?
And, why do you think that?

130
05/09/2022 131
Case Study
05/09/2022 132
Student presentation &
seminar
05/09/2022 133
Individual ‘New’ Presentations – seminars
Individual score (max 10)
Did the student clearly outline the subject of the

presentation and ensure the discussion was focused on the
topic?
0 1 2 3 5 6 7 8 9 10
Do you feel that your understanding of the topic has
expanded and you have gained (got some good ‘take
aways’) from the presentation / discussion?
05/09/2022 134

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Lesson 2 EBBA

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International

HW - Hans Rosling – FaceBook

Ethics and CSR (incl. sustainability

• VOCAL: Delivery patterns (tone, stress … ’music’)

• VISUAL: External ‘messaging’ (body language)

• Disclosure (level of involvement and disclosure

• Context (HC & LC)

• Listen (to demonstrate empathy)

Let me check what

Data, facts (true, relevant and complete)

What the speaker

The traffic lights are green

Let me show you my father’s shop

I am very pleased to meet you

Confrontational Suspicious Reflective

cal The way you say it

ual Your non-verbal language

7% The words you say

38% The way you say it

55% Your non-verbal language

• VOCAL: Delivery patterns (tone, stress … ’music’)

• VISUAL: External ‘messaging’ (body language)

• Listen (to demonstrate empathy)

Conversational 10.3 12.6 28.6

Eye-to-eye gazing 3.3 1.3 5.2

• VOCAL: Delivery patterns (tone, stress … ’music’)

• VISUAL: External ‘messaging’ (body language)

• Context (HC & LC)

• Listen (to demonstrate empathy)

DIRECT (explicit LC) INDIRECT - implicit (HC)

DIRECT - explicit (LC) INDIRECT - implicit (HC)

Direct, logical, blunt, to the Indirect, ’aimless’

Organised time (small talk a Open and flexible time

Relationships – specific Task Relationship focus -

Thank you so much.

With very best wishes

You are parked in

How do I know you are

What is the different between hearing and

What makes a good listener?

What makes an authentic (‘active’) listener?

What are your values, norms and

High Power Distance Low

High Uncertainty avoidance Low

Short term Long term

DIRECT - explicit (LC) INDIRECT - implicit (HC)

Direct, logical, blunt, to the point Indirect, ’aimless’

Plainly coded message Internalised message

Sender responsible for clear Receiver responsible for

Wants to get things done – Wants to ‘know’ people to get

• How they listen and learn

• Makes ‘friends’ • Friends are for ‘life’

05/09/2022 Disclosure Silence 59

What motivates you?

Competence (build knowledge and experience)

Personal satisfaction (ego gratification)

• Work to live or live to work

• Indicates personal motivation

• Gives us an idea about the rewards they expect and

• The relationships between staff/personnel (an agreed

• How they communicate and exchange information

Is a document that all people in the company/ team

05/09/2022 ©Provox Training and

A team that can be a high performance,