(2 days)

This program is for executives in the private, public or non-profit sectors whose job performance depends on how they interact with people from other countries and cultures.

Anyone with international experience knows that communicating on sensitive issues with people from another culture can be like trying to pick one’s way through a minefield. This biggest single advantage in intercultural communication is, of course, being fluent in the language, but over 6,800 languages are spoken in the world, and only a tiny percentage have any working knowledge, written or spoken of languages beyond their mother tongue. International executives are well-advised to take crash courses and use competent translators where possible, but what then?

This program is based on research that shows that the best way to develop intercultural understanding and leverage any level of second-language skill is to: 1) develop a deep practiced understand of the features of communication that are universal to all human cultures, including the universal structure of facial expressions, body language, and principles of persuasion; and 2) to get instruction on what our experts call “intercultural analysis,” a body of tools and techniques for identifying features of unfamiliar cultures and learning how to appropriately respond to them.

The program teaches participants universal elements of communication and information- gathering by drawing on audio-visual presentations, exercises, and case studies of intercultural conversations that highlight problems and show how expert intercultural communicators can frame ideas so that they can be understood and accepted based on the “common denominators” of human nature. The program then turns to the task of teaching participants how to conduct a multi-level intercultural analysis for any specific “conversation.” The system consists of checklists and tools for gathering information about the other parties’ cultural communication tendencies and preferences. This system covers national, religious, ideological, racial-ethnicity related, and gender dimensions of the general culture into consideration, as well as other “sub-cultural” dimensions which may characterize particular geographical areas, historical precedents, and organizational characteristics. This system not only helps the international executive decode culturally-laden communications, but also defines contrasts between the unfamiliar culture and one’s own which is assessed on the same dimensions. From these contrasts, areas of greater compatibility and ease of communication can be identified, as well as potential “mine field” area where treading on content and style differences can instantly damage the chances for mutual understanding and collaboration.

The course then turns to what makes cultures different:

1)            Adaptation to local environments;

2)            Histories of social learning within the culture;

3)            Histories of influence by other cultures; and

4)            Deliberate manipulations of identity to favour consolidation of certain political, economic, religious, ethnic, or other groups (and/or to destroy others).

Finally, participants will apply the principles of communication and influence in the analysis of several case studies, and ultimately to their own intercultural challenges. This program is intended for executives from the private or non-profit sectors who have international responsibilities, as well as civilian or military federal executives who deal with representatives of foreign cultures.