13. - Section 1 SECTION 1: ICE BREAKING
- Section 2
- Section 3 In this first section you will be introduced to the other managers.
- Section 4 You will virtually meet your colleagues and face a simple ice-breaking
- Section 5 game.
Take 30 minutes to complete this part. At the end of this time, the section
will automatically end in order to let you start the next session at the
same time of your colleagues .
15. - Section 1 Who we are
- Section 2
- Section 3
- Section 4
- Section 5
16. - Section 1
THE ITALIAN MANAGER
- Section 2 Name: Fabrizio
- Section 3 Surname: Mantegazza
Born in: Rome, Italy
- Section 4 Date of birth: 3-6-1970
- Section 5 Field of interest: accounting
Other interests: football, cinema, Italian music
How he describes himself in three words: Punctual, imaginative, perfectionist
A sentence that rapresent Himself: Veni, vidi, vici (Julius Caesar)
Favourite Film: Scarface, Brian de Palma
Favourite song: Certe Notti, Luciano Ligabue
Three things in which he believes: family, friendship and hard work
His strength: tireless
His weakness: excessive self-oriented
Curriculum vitae
October 1990- July 1995 Graduated in Business Administration at Luiss Guido Carli, Rome
October 1996- July 1997 Master in Business Adiministration at Harvard Business school
August 1998- September 2003 Consultant at Apple Inc.
October 2003 P&G, Milan.
17. - Section 1
THE BRASILIAN MANAGER
- Section 2 Name: Consuelo
- Section 3 Surname: De Silva
Born in: Teresina , Brasil
- Section 4 Date of birth: 4-10-1975
- Section 5 Field of interest: corporate finance
Other interests: dancing, ITC, litterature
How he describes herself in three words: outgoing, determined, ambitious
A sentence that rapresent Herself: De boas intencòes està o Inferno cheio (of good
intenctions it is full the hell)
Favourite film: The bridge of Madison County, Clint Eastwood
Favourite song: Agua de marzo , Elis Regina
Three things in which he believes: family, friendship, music
His strength: patient
His weakness: moody
Curriculum vitae
October 1994- July 1999 Graduated in Finance at Federal University of Rio de Janeiro
October 1999- July 2000 Master in Business Adminstration at Bocconi University
September 2000 P&G, San Paolo
18. - Section 1
THE AMERICAN MANAGER
- Section 2
Name: Peter
- Section 3 Surname: Donaway
Born in: Menphis, USA
- Section 4 Date of birth: 12-12-1972
- Section 5 Field of interest: International management
Other interests: golf, travel, yacht, woman
How he describes himself in three words: smart, direct, friendly
A sentence that rapresent Himself: If i will ever talk about love and stars, kill me.
Favourite Film: Carlito’s way, Brian De Palma
Favourite song: Sweet home Alabama, Lynyrd Skynyrd
Three things in which he believes: seriousness, perseverance, friendship
His strength: compliant
His weakness: careless
Curriculum vitae
October 1990- July 1995 Graduated in Business Administration at Princeton
October 1996- July 1997 Master in International management at Hong Kong Baptist University
August 1998- September 2003 Consultant at Dell Inc.
October 2003 P&G, New York
19. - Section 1
THE CHINESE MANAGER
- Section 2 Name: Wan
- Section 3 Surname: Chen
Born in: Shanghai
- Section 4 Date of birth: 7-7-1971
- Section 5 Field of interest: Marketing
Other interests: play piano, opera, cusine
How he describes himself in three words: meticulous, reflective, complaisant
A sentence that rapresent Herself: The man who have too many words, often have no certainty
Favourite Film: Inception, Christopher Nolan
Favourite song: Green light, Yanzi Sun
Three things in which he believes: constancy, reflection before action, coherence
His strength: peaceful
His weakness: too introspective
Curriculum vitae:
October 1990- July 1995 Graduated in marketing management af Fudan Univesity
August 1996- September 1997 Master in Marketing at Sorbonne, Paris
October 1998-June2004 Product manager L’Oreal
October 2004 P&G, Shanghai
20. - Section 1
Let’s break the ice: a simple exercise
- Section 2 Imagine that you have two different dates with both your opposite
- Section 3 gender collegues. The dates will last a whole afternoon and involve also
dinner.
- Section 4 Imagine that you can choose any place to go and any activity to do.
- Section 5 Your task is to persuade him/her coming out with you, explaning her/him
the place you will visit, the dish you will taste and the experience you will
live in order to present as better as you can the features of your culture.
Imagine your date, use picture and videos to better involve your collegue.
You now have to connect to Skype and have a 5 minutes chatting with
each of your opposite gender colleagues. The game will thus last 10
minutes. At the end of this time, the section will automatically end in
order to let you start the next session at the same time of your
colleagues.
START
Are you ready?
THE GAME
21. - Section 1
Lets break the ice: a simple exercise
- Section 2
- Section 3
- Section 4
- Section 5
LOADING...
Waiting that all the partecipants are ready
23. - Section 1
Lets break the ice: a simple exercise
- Section 2
- Section 3 With this simple tool you have had the opportunity to start understanding
- Section 4 something about your colleagues. You started eliminating cultural and
gender barriers.
- Section 5
We preferred not to let you talk yet in order to allow you to better express
your idea and interests, without beeing embarassed.
24. - Section 1 SECTION 2: CROSS-CULTURAL AWARNESS
- Section 2
- Section 3 Cross-cultural projects are usually the most challenging but, on average,
- Section 4 the most successful.
- Section 5
We try with this section to increase the understanding of your colleagues’
cultures, in order to make you feel confortable and tolerant in facing
differences during your future project.
Take 30 minutes to complete this part. At the end of this time, the section
will automatically end in order to let you start the next session at the
same time of your colleagues.
25. - Section 1
Was the ice-breaking enough?
- Section 2
- Section 3
- Section 4
- Section 5 Are you seriously concerned on the outcomes of this new
collaboration between you and your foreign colleagues?
Probably considering all the differences between you and them,
you are even more worried.
26. - Section 1 Well... Go beyond!
- Section 2
- Section 3
- Section 4
- Section 5
If your collegues were similar to you, probably now you would feel more
relaxed; in fact it is quite common that we are attracted to people who
share our demographic traits (race, age and gender), which belong to
what is called “surface-level diversity”. We pay attention to surface
diversity because we assume it is related to “deep-level diversity”, such
as values, beliefs and attributes. However, when we meet people for the
first time, we are not able to understand whether they share our own
values or not. Researchers define this as Similarity-Attraction
Phenomenon.
27. - Section 1 Beside the theory...
- Section 2
- Section 3
If you are not among the most enthusiastic estimators of theory,
- Section 4
you will not probably feel reassured.
- Section 5
Thus, you are willing to prefer collaborating with people that
you think are closer to your mind-set.
But how are they really similar to you?
Let’s try this simple exercise!
28. - Section 1 What do you see in this picture?
- Section 2
- Section 3
- Section 4
- Section 5
29. - Section 1 What do you see in this picture?
- Section 2
- Section 3
- Section 4
Have you seen a young
- Section 5 appealing lady?
Or an old woman?
30. - Section 1 What do you see in this picture?
- Section 2
- Section 3 Look again
- Section 4 The young woman’s cheek is
- Section 5 actually the old woman’s nose.
The young woman’s nose is the
old woman’s right eye while her
left eye is the young woman’s
left ear.
The old woman’s mouth is the
young woman’s necklace.
The headscarf and the fur
remain the same for both the
figures.
31. - Section 1 What do you see in this picture?
- Section 2
- Section 3 Try with this one
- Section 4
- Section 5
What do you see?
32. - Section 1 What do you see in this picture?
- Section 2
- Section 3
- Section 4 Do you see a saxophonist
- Section 5
or a femine visage?
If you look at the black figure
you can observe the musitian, if
you concentrate on the
background of the image, you
will notice the girl.
33. -
-
Section
Section
1
2
Differences in perspectives
- Section 3
It is always fascinating to check the results of this game; in fact, it
- Section 4 shows how people may have different perspectives on something
- Section 5 that, at least apparently, seems to be the same.
The game aims in showing that people, even those similar in
demographic traits, are likely to reach different conclusions. This
does not have to scare you, instead it has to help you destroying the
barriers between you and people that you judge as different from
you.
Let’s start considering something that goes beyond it, focusing on
the cultural background of each person…
34. -
-
Section
Section
1
2
Create cultural awarness
- Section 3
- Section 4 What do you know about the cultures of your colleagues?
- Section 5
Grade each of the following statements about your country and
others’ and see the final results in order to understand how much
prejudices influence your answers.
Each manager has to complete the questionaire by himself for all
the countries provided.
35. - Section 1 How do people behave?
- Section 2
- Section 3
- Section 4 Self-oriented Group-oriented
- Section 5
1 2 3 4 5 6 7 8
Brasil
1 2 3 4 5 6 7 8
Italy
1 2 3 4 5 6 7 8
US
1 2 3 4 5 6 7 8
China
36. - Section 1 To what extent do people care about the
- Section 2 distribution of power?
- Section 3
- Section 4 Extremely low Extremely high
- Section 5
1 2 3 4 5 6 7 8
Brasil
1 2 3 4 5 6 7 8
Italy
1 2 3 4 5 6 7 8
US
1 2 3 4 5 6 7 8
China
37. - Section 1 To what extent are people propense to
- Section 2 risk?
- Section 3
- Section 4 Extremely low Extremely high
- Section 5
1 2 3 4 5 6 7 8
Brasil
1 2 3 4 5 6 7 8
Italy
1 2 3 4 5 6 7 8
US
1 2 3 4 5 6 7 8
China
38. - Section 1 Which temporal horizont do people take
- Section 2 into consideration?
- Section 3
- Section 4 Short term Long term
orientation orientation
- Section 5
1 2 3 4 5 6 7 8
Brasil
1 2 3 4 5 6 7 8
Italy
1 2 3 4 5 6 7 8
US
1 2 3 4 5 6 7 8
China
39. - Section 1 Is there a division of roles between
- Section 2 sexes within the society?
- Section 3
- Section 4 Weak Strong
- Section 5
1 2 3 4 5 6 7 8
Brasil
1 2 3 4 5 6 7 8
Italy
1 2 3 4 5 6 7 8
US
1 2 3 4 5 6 7 8
China
40. Why these questions?
- Section 1
They are linked to five dimensions that actually explain cultural differences among
- Section 2 countries, according to a study conducted by Hofstede.
- Section 3 How much members of
the culture define
- Section 4 Individualism themselves apart from
their group Are people anxious
- Section 5 vs Collectivism memberships? about the
unpredictability of the
Power future?
distance Uncertainty
How much the less
powerful members of
CULTURAL avoidance
institutions and
organizations expect and DIFFERENCES
accept that power is
distributed unequally?
Are people competitive,
assertive and ambitious or Which is the time
do they mostly care about Masculinity vs Long term vs horizon of people’s
relationships and quality objectives?
of life? Femminility Short term
41. Our countries...
- Section 1
120
- Section 2 Italy
- Section 3 100
- Section 4 80 China
- Section 5 60
40 Brasil
20
US
0
PDI IDV MAS UAI LTO
PDI –Power Distance Incex
IDV –Individualism
MAS –Masculinity
UAI –Uncertainty Avoidance Index
LTO –Long Term Orientation
Geert Hofstede’s research, updated dataat year 2011.
42. - Section 1 CHINA
- Section 2
- Section 3 LTO_ High time perspective and attitude of persevering, overcoming of
- Section 4 the obstacles with time, if not with will and strength.
- Section 5 PDI_ High level of inequality of power and wealth within the society.
This condition is not necessarily forced upon the population, but
rather accepted by the society as their cultural heritage.
MAS_High level of emphasis on a collectivist society by the communist
rule. The society fosters strong relationships where everyone takes
responsibility for fellow members of their group.
43. - Section 1 BRAZIL
- Section 2
- Section 3 UAI_ Low level of tolerance for uncertainty. Presence of strict rules,
- Section 4 laws, policies, and regulations to lower this phenomenon. The ultimate
goal of this population is to control everything in order to eliminate or
- Section 5 avoid the unexpected. The society does not readily accept change and
is very risk adverse.
IDV_ Close long-term commitment to the member 'group', be that a
family, extended family, or extended relationships.
44. - Section 1 USA
- Section 2
- Section 3 IDV_ Individualistic attitude and relatively loose bonds with others. The
population is more self-reliant and looks out for themselves and their close
- Section 4 family members.
- Section 5
MAS_ High degree of gender differentiation of roles. The male dominates a
significant portion of the society and power structure. This situation
generates a female population that becomes more assertive and competitive.
LTO_ Strong belief in meeting obligations and tendency in reflecting an
appreciation for cultural traditions.
PDI_ Equality between societal levels, including government, organizations,
and even within families. This orientation reinforces a cooperative interaction
across power levels and creates a more stable cultural environment.
UAI_ Few rules and great level of tolerance for a variety of ideas, thoughts,
and beliefs.
45. - Section 1 ITALY
- Section 2
- Section 3 IDV_ Self-expression is important and overcomes the relationships
- Section 4 with other people.
- Section 5 UAI_ People prefer predictable situations and have low tolerance for
ambiguity.
MAS_ Quite strong separation of gender roles. Achievement needs
overcome affiliation ones.
46. - Section 1 Why is culture so important in
- Section 2 understanding differences?
- Section 3
- Section 4
- Section 5 • Cultures differ on such things as leadership, decision-making, and
motivation.
• Cultures influence the appropriateness of HRM practices.
• Cultures affect compensation systems.
• Cultural differences shape the communication and coordination
processes in organizations.
• Global organizations are transferring people increasingly to other
countries. This creates cultural diversity within work teams.
48. - Section 1
- Section 2 This is the end of section two.
- Section 3
Now that you have better undersood the cultural background of
- Section 4 your colleagues you will be more tolerant and comprehensive
- Section 5 with them.
Take now 10 minutes break. At the end of this time, the
program will automatically begin in order to let you start the
next session at the same time of your colleagues.
49. - Section 1
SECTION 3: TEAM BUILDING
- Section 2
- Section 3 In this section you will collaborate with your colleagues in order to
- Section 4 form a single entity, aware and tolerant of the differences that
compone itself, and ready to work for a successful project.
- Section 5
This part will be completely done in video conference with your
colleagues. You are required to continue the training with them,
helping each other to understand the rules and coordinating your
moves in order to achieve the best possible outcomes.
This part will last 70 minutes. At the end of this time, the section will
automatically end in order to let you start the next session at the
same time of your colleagues.
50. - Section 1 Lets start with a Tag Team Game
- Section 2 Materials:
- Section 3 – Large sheet of paper
– Writing paper
- Section 4 – Pens or pencils
- Section 5 – Marking pens
Description:
Imagine the "ultimate team member" by combining all of the best
traits of your colleagues into one imaginary person.
Give this "person" a name and draw a picture of him/her on the large
sheet of paper with different attributes labeled.
Imagine a story about this person.
Share your picture with the aid of the webcam and tell your story to
the other managers.
Take 5 minutes to do this exercise. At the end of this time, the section
will automatically end in order to let you start the next session at the
same time of your colleagues.
51. - Section 1 Discussion Prompts
- Section 2
- Section 3 • How can you as a group member contribute to the team?
- Section 4
- Section 5 • What can you do in a team than you can't do by yourself?
• Which attributes do you think you have to contribute to the team
that were not mentioned in your story?
52. - Section 1 Case study
- Section 2
- Section 3
- Section 4 We are now going to present you two readings. Please read them
- Section 5 carefully and compare your findings.
A Successful Project: The Year 2000 (Y2K) projects
A Failed Project: Iridium project
53. - Section 1 The year 2000 (Y2k) projects
- Section 2
- Section 3 The Year 2000 (Y2K) projects were conducted by public and private
organizations around the globe. Diligent multi-cultural teams
- Section 4 cooperated to prepare and remediate computer systems, outdated
software code, telecommunications networks, imbedded systems,
- Section 5 and other infrastructure for the millennium date change. Countries
and organizations throughout the world recognized that while
maintaining management of their own Y2K projects, they would gain
from sharing information on their project plans, progress, problems
and successes. Even organizations in cultures not normally
accustomed to collaboration realized the value and importance of
sharing information and knowledge. Public and private organizations
throughout the world formed networking and information sharing
partnerships to respond to Y2K challenges. National, regional, and
global organizations shared knowledge about Y2K risks, problems, and
strategies. Some countries passed laws and regulatory guidance to
allow organizations to share information without legal concerns .
54. - Section 1 Iridium project
- Section 2
This project launched into space 66 low orbiting satellites to produce a
- Section 3 telecommunication network that would cover the entire globe, and allow anywhere to
anywhere communications. It was the largest telecommunications project ever
- Section 4 undertaken by the human race, costing $5 billion and involving several widely respected
high technology organizations and about 6,000 engineers, technicians and business
- Section 5 administrators from many parts of the world. The project used some of the highest levels
of technology, included the largest commercial software development effort in history,
and involved 26 countries.
During its planning, design, and early implementation stages, the project was expected to
be a major success. However, the project was a dismal commercial and financial failure,
ultimately forcing Iridium LLC to file for bankruptcy in 1999. But, in bankruptcy court, the
entire venture was ultimately sold to a new entity, Iridium Satellite LLC. Iridium used
proven project management methods and best practices. However, the project strategy
relied heavily on the technical aspects and the schedule milestones. It appears to have
insufficiently addressed quality, feasibility, global marketing, team communications, and
customer acceptance of the product.
“Iridium’s international structure has proved almost impossible to manage: the 28
members of the board speak many languages, turning meetings into mini-U.N.
conferences complete with headsets translating the proceedings into five languages.
Problems in cross-cultural communications may have played an important role in the
demise of Iridium: The Chief Executive Officer of Iridium LLC “set up a chart with red,
green and yellow cars to illustrate which consortium partners were on schedule, which
were lagging, and which were far behind. According to one person who was there, several
partners who had been tagged with red cars refused to talk to him after the meeting”.
55. - Section 1 Case discussion
- Section 2
- Section 3 • What contribute to Y2K’s success and what lead to Iridium’s failure?
- Section 4
- Section 5 • What are the pros and cons of cross-culture teams?
• Which are your suggestions to avoid cross-cultural weaknesses?
56. - Section 1 Lets come back with some theory...
- Section 2 Why are team successful?
- Section 3
- Section 4 When one person cannot accomplish a job alone and several individuals must
cooperate to fulfill a mission, you need a team. Why?
- Section 5
• Teams initiate change
• Teams are natural problem solving device
A team setting opens up new communication lines. Because of the necessity
of communication within a team, members encounter problems and
challenges in early stages and they are able to head them off with greater
efficiency and success.
• Teams are collections of the organization’s best assets
Each team member has specific talents. By combining individuals in team
fashion, all of these talents are joined to work toward a common goal.
• Opinions and perspectives sharing increase creativity
BETTER OUTCOMES
57. - Section 1 Team bulding role game
- Section 2
- Section 3
Now four of you form a team to compete with other virtual
- Section 4 teams during a computer online game called World of Warcraft.
- Section 5
You are required to play for 20 minutes. At the end of this time,
the section will automatically end in order to let you start the
next session at the same time of your colleagues.
Are you ready?
START
58. Team bulding role game
LOADING...
Waiting that all the partecipants are ready
59.
60. - Section 1 Discussion
- Section 2
- Section 3 Now share your opinions about your team tactics.
- Section 4 Take 20 minutes for the discussion. At the end of this time, the
- Section 5 section will automatically end in order to let you start the next
session at the same time of your colleagues.
1. During this process, what did you learn as a team player?
2. What was your role during the game? Did you manage to make
contribution to the team using your role advantage?
3. What can be done better as a team if given another chance?
4. Share the takeaways you learnt from this section which you
think can be used in the future team work.
61. - Section 1
- Section 2 This is the end of section three.
- Section 3
Take now 10 minutes break. At the end of this time, the section
- Section 4 will automatically end in order to let you start the next session at
- Section 5 the same time of your colleagues.
62. -
-
Section
Section
1
2
SECTION 4: CONFLICT MANAGEMENT
- Section 3
- Section 4 In this section you will understand the potential area of conflict
- Section 5 with your colleagues and find some possible solutions to solve
them.
Complete this session in 30 minutes. At the end of this time, the
program will automatically begin in order to let you start the next
session at the same time of your colleagues.
63. - Section 1 Conflict is inevitable!
- Section 2
- Section 3 Good teams always go through a "form, storm, norm and
- Section 4 perform" period. Getting the most out of diversity means
often-contradictory values, perspectives and opinions.
- Section 5
64. - Section 1
Conflict dimensions
- Section 2 PRECIPITATING EVENT AND/OR HOT BUTTONS
- Section 3
- Section 4 INITIATE CONFLICT Functional conflict
works toward the goal
- Section 5 CONSTRUCTIVE DESTRUCTIVE of an organization or
group:
RESPONSES RESPONSES
Behaviors which keep Behaviors which escalate
conflict to a minimum a prolong conflict increases information
and ideas
encourages innovative
TASK-FOCUSED PERSON-FOCUSED thinking
CONFLICT CONFLICT unshackles different
(cognitive) (emotional) points of view
- focus on task and problem - focus on personalities reduces stagnation
solving - negative emotions (anger,
- positive affect frustration)
-tension decreases -tension increases
- group functioning improves - group functioning decreases
CONFLICT DE-ESCALATES CONFLICT ESCALATES
65. - Section 1
Conflict dimensions
- Section 2 PRECIPITATING EVENT AND/OR HOT BUTTONS
- Section 3 Dysfunctional conflict
- Section 4 INITIATE CONFLICT blocks an organization or
group from reaching its
- Section 5 CONSTRUCTIVE DESTRUCTIVE goal:
high conflict
RESPONSES RESPONSES
Behaviors which keep Behaviors which escalate
conflict to a minimum a prolong conflict tension, anxiety, stress
reduced trust
poor decisions because of
TASK-FOCUSED PERSON-FOCUSED withheld or distorted
CONFLICT CONFLICT excessive management
(cognitive) (emotional) focus on the conflict
- focus on task and problem - focus on personalities
solving - negative emotions (anger, low conflict
- positive affect frustration)
-tension decreases -tension increases
few new ideas
- group functioning improves - group functioning decreases poor decisions from lack
of innovation and
information
CONFLICT DE-ESCALATES CONFLICT ESCALATES stagnation
66. - Section 1
Effect of conflict on organization
- Section 2 performance
- Section 3 Optimum level of conflict leads to
- Section 4 HIGH effective decision making and high
performance
- Section 5
Level of
organizational
performance
Too little conflict Too much conflict
causes performance causes performance
to suffer to suffer
LOW
LOW Level of conflict HIGH
Either too low or too high conflict can lead to poor performance.
67. - Section 1 Discussion
- Section 2
- Section 3
- Section 4 • What kind of conflicts may you face in your future online
cooperation?
- Section 5
• Rank the importance of these conflicts.
68. - Section 1
Little questionnaire
Complete the “Conflict-Handling Style Questionnaire” according to you past
- Section 2 experience:
- Section 3 What of the following mode do you use most frequently?
Avoid / Accommodation / Compromise / Collaboration
- Section 4
- Section 5 PROS CONS
•Establishes the battleground for the
competition •The winner is clear
•Winners usually experience gains
next conflict
•May cause worthy competitors to
withdraw or leave the organization
win/lose
accomodation •Curtails conflict situation
•Enhances ego of the other
•Sometimes establishes a precedence
•Does not fully engage participants
lose/win
compromise •Shows good will
•Establishes friendship
•No one gets what they want
•May feel like a dead end
lose/lose
•Hard to achieve since no one knows
•Everyone “wins” how to achieve it
collaboration •Creates good feelings •Often confusing since players can
“win” something they didn’t know
win/win they wanted
69. Five conflict-Handling Styles
- Section 1
- Section 2 Thomas-Kilmann Conflict Modes
- Section 3 Competing Collaborating
-Zero-sum orientation -Expand range of possible options
- Section 4 -Win/lose power struggle -Achieve win/win outcomes
- Section 5 ASSERTIVENESS Compromising
-Minimally acceptable to all
Focus on my needs, desired - Relationships undamaged
outcomes, and agenda
Avoiding Accommodating
-Withdraw from the situation -Accede to the other party
-Maintain neutrality -Maintain harmony
COOPERATIVENESS
Besides, every country has its preferred way of conflicting resolving:
• The Status Model – Preferred by the Japanese, this model assumes that when there is
conflict, one should defer to status power within the group.
• Applying Regulations – Preferred by the Germans, and it emphasizes referring back to
preexisting independent regulations, rule sand policies to shape the resolution of a
conflict.
• Integrating Interests – Preferred by the Americans. It involves incorporating the concerns
of all parties in an attempt to create an outcome most worthwhile to the entire group.
70. - Section 1 Discussion
- Section 2
- Section 3 • Conflict-solving style
Think about the typical conflict-solving mode of your country. Explain
- Section 4 it to your colleagues and clarify what will you do in the future in order
- Section 5 to deal with conflicts you have already faced during your previous
projects.
• Potential solutions
Review your cooperation in team building part and discuss the
possible solution to future conflicts.
• Case discussion
Unfortunately we don’t have time here, but we strongly recommend
you to read the case “Conflict management case study - Dr Agadir”
before you start the project. You can easily find it online.
71. - Section 1 SECTION 5: FEEDBACK QUESTIONAIRE
- Section 2
- Section 3
We now ask you to answer this short questionnaire that make us
- Section 4 understand if your expectations about the training were met so that we
- Section 5 can improve in our next programmes.
Thank you!
72. - Section 1 Feedback questionaire
- Section 2
- Section 3 1. How much did the training catch your attention?
- Section 4
Very much
- Section 5
So so
Not so much
2. Which part do you consider the most relevant
Cultural differences awareness
Team bulding
Conflict management
73. - Section 1 Feedback questionaire
- Section 2
- Section 3 3. Would you recommend this training to others
- Section 4
menager involved in a international team?
- Section 5
Yes
No
4. Did you have some difficulties in following the
whole training?
Yes
No
74. - Section 1 Feedback questionaire
- Section 2
- Section 3 5. If yes, in which session?
- Section 4
- Section 5 Cultural differences awareness
Team bulding
Conflict management
6. Did you expected anything different?
Yes
No
75. - Section 1 Feedback questionaire
- Section 2
- Section 3 7. Which are your suggestions for a future
- Section 4
training programme?
- Section 5
Click here to add text.
76. - Section 1 The end
- Section 2
- Section 3 This was the end of your training program.
Thank you very much for having attended it.
- Section 4
- Section 5 You have learned how to approach to a cross-cultural team project
through a step process which is letting you gain success in the
future.
You have understood your personality’s features, your cultural
differences and the approach that you have to use in order to work
together.
Hope you didn’t get bored and you have relly leared something
important not only for this project, but for your whole life.
If you need help for any future training, please call us!
77. - Section 1
- Section 2 Thank you and good luck with your project!
- Section 3
- Section 4
- Section 5
Grazie e in bocca al lupo per il vostro progetto!
感谢拨冗参与，谨祝计划一帆风顺！
Obrigado e boa sorte com seu projeto!
78. Training Activities Goals Methods Reasons
Ice breaking section Introduce the managers to Sharing of CV Every manager will have
each others and make a first Online game clearly in mind who is going
impression of the future to work with
colleagues.
Cultural awareness section Make the managers aware Self-questionnaire Better understanding of
that their different attitudes Theoretical models colleagues’ managers culture
could come from their will allows them to
different cultures. Make cooperate in the most
them more tolerant to each effective way
others.
Team building section Raise their willingness, help Online game Practical experiences help
to achieve skills needed to Case studies the trainees to be more
cooperate in the future work Discussion willing to share
environment
Conflicts management Make the managers Questionnaire Managers need to be prone
section understand that it won’t be Theoretical models to face obstacles and find
easy to collaborate in the quick solutions to succeed.
future project and suggest
possible behavioural devices.
Summary and feedback Resume the goals of the Questionnaire Reflection can help them
section program and ask a feed-back transfer what they learnt to
from managers. the future work
