• Maps for measuring cross-cultural competence. • Maps for leadership development. The more clear an organization is about what it needs to do, the clearer will be the list of maps it requires, and the elicitation of the dilemmas it faces. Leaving the organization self-sufficient in dilemma reconciliation The need for sharing the thinking about the different dilemmas after any consulting intervention is the point at which THT would plan to leave an organization. But to help our support live on after a formal contact may be complete (at the end of any assignment), we devel- oped our web-based ThroughWise™ system. Developed mainly to provide a way for participants to maintain a close dialogue after the series of workshop events, it was also realized that this could play a major part in providing a vehicle for participants to interact with other participants in an inter-workshop mode as well as intra-work- shop. 344 BUSINESS ACROSS CULTURES Workshop 1 Workshop 2 Workshop 3 Workshop etc. Dilemma Group A Dilemma Group B Figure 10.8 Inter- and intra-workshop group interaction As we have demonstrated, the real benefits of applying dilemma reconciliation methodology to transforming and enhancing business practices will actually be realized after the sessions as the partici - pants return to their business units. In order to leverage and entrench the learning, the ThroughWise™ software technology pro - vides networking between participants who have common dilemma interests (see Figure 10.9). ThroughWise™ is a closed network for a given client group which provides a number of tools to facilitate the elicitation, capturing, and structuring of dilemmas and thereby codifying the components of dilemmas and action points for their reconciliation so that it can be developed, shared, and exchanged between group members. Thus the approach is to start developing a learning community as soon as possible. In the first instance, we seed the dilemma database with the output of the dilemma reconciliation exercise at recent ses - sions. We immediately start to involve the members of each sub-group in 345 THE RECONCILING ORGANIZATION Skill/knowledge to deal with complex dilemmas WebCue Workshop Limited progress/learning achievable during a workshop Seeking to apply and enhance learning though the “” learning community Throughwise Figure 10.9 Ensuring that learning from the workshop is continued and applied the ThroughWise™ network. This process works in a similar way to WebCue™, but is automated. Members of other sub-groups can also monitor progress of the range of dilemmas in which they might have or develop an interest. Once the ThroughWise™ web-based learning community reposi - tory is in place, the interactive discussion forum is activated. This discussion forum is structured so as to enable continued comments, together with the formulation and reconciliation of dilemmas. Par - ticipants are able to enter comments, strategies for implementing steps to reconcile dilemmas, and to report progress, obstacles, and successes. They are also able to view all discussions and comments through both a structured tree or search facility. They can opt to automatically receive e-mail comments from other participants to the questions they have posted in the forum. It is critical to the success of this type of learning community that it should be supported by a dedicated ThroughWise™ facilitator, especially during the early stages. Given the competing demands placed on top leaders, offering a solution based solely on them being invited to use web communication technology is insufficient. We often, therefore, suggest that a team of two such facilitators – one from the client, and one from our consulting group – would jointly execute this crucial role. They work together to assume the following responsibilities: • To steer the initiation and development of the learning com - munity, especially in the early stages, and thereby act as the overall project “champion.” • To capture and formulate an initial series of dilemmas to seed the learning community to ensure a rapid take up, particularly 346 BUSINESS ACROSS CULTURES using the dilemmas identified in the previous sessions, and linking these to other client documents and reports. • To organize and mobilize membership of sub-groups in the learning community based on common interests (dilemmas), inviting them to join the process. • To consolidate and collate comments and inputs from mem - bers of sub-groups. • To monitor and report on progress made. THE FINAL DILEMMA We have identified many dilemmas throughout our work and cited the important ones in this book. We have sought to show the need for the Reconciling Organization and how this can be developed. So with whom does the ultimate responsibility lie to seek out and elicit dilemmas and reconcile them? Should they be considered from the perspective of the organization or from the perspective of the indi- vidual leader? If you have followed us in our journey you will have noticed that the previous sentence contains the word “or” and is – of course – a dilemma. In other words, how can we reconcile the dilemmas of the organiza - tion and the dilemmas of the individual in today’s world of work? We’ll leave that one for you as an exercise! 347 THE RECONCILING ORGANIZATION NOTES AND BIBLIOGRAPHY Notes and bibliography Chapter 2 1. Fons Trompenaars and Charles Hampden-Turner, 21 Leaders for the 21st Cen - tury, Capstone, 2001. 2. Charles Hampden-Turner and Fons Trompenaars, The Seven Cultures of Capi - talism, Piatkus, 1994. Chapter 3 3. “Keeping close to the Customer”, p. 315 in Trompenaars and Hampden- Turner, 21 Leaders for the 21st Century, Capstone, 2001. Chapter 7 4. Richard Donkin, “More than just a job: a brief history of work” in “Mastering People Management,” Financial Times, 2001, 15 Oct., pp. 4–5. 5. See Isabel Myers, Gifts Differing, CPP Inc., 1995. Chapter 8 6. For further background information, see A. Gordon, “Re-appraising man- agement information flows,” Ph.D. thesis, 2002, Anglia University, UK and J. Davies, “Towards the adjustment of accounts for insurance companies,” Ph.D. thesis, 1997, University of East London, UK Bibliography Ackoff, R.L. (1978) On Purposeful Systems, Wiley. Altman, E.I. (1968) “Financial ratios: the prediction of corporate failure,” Jour - nal of Finance, September, pp. 589 et seq. Bagwell, L.S. and Bernheim, B.D. (1996) “Veblen effects in conspicuous con - sumption,” American Economic Review, June, pp. 349–373. Belbin, R.M. (1996), Management Teams: Why They Succeed or Fail, Butterworth- Heinemann. Bennis, W. (1999) The Leadership Advantage, The Leader to Leader Institute (for - merly The Drucker Foundation, New York). Bennis, W. and Nanus, B. (1985) “From transactional to transformational lead - ership,” Organization Dynamics, Winter, pp. 19–31. Blake, R. and Mouton, J. (1964) The Management Grid, Gulf Publishing. Broom, N. (2003) DBA thesis, APU University, UK (in preparation). 349 Cameron, K. and Quinn, R. (1999) Diagnosing and Changing Organizational Cul - ture, Addison-Wesley. Chambers, R.J. (1976) “The possibility of a normative accounting standard,” Accounting Review, July. Cottle, T. (1967) “The circle test: an investigation of perception of temporal relatedness and dominance,” Journal of Projective Technique and Personality Assessment, no. 31, pp. 58–71. Darke, P., Chattopadhyay, A. and Ashworth, L. (2002) “Going with your gut,” Working paper, INSEAD. Deal, T. and Kennedy, A. (1982) Corporate Cultures: The Rights and Rituals of Cor - porate Life, Addison-Wesley. Deming, W.E. (2000) Out of the Crisis, MIT Press. Demski, J.S. (1976) “General impossibility of normative accounting,” Account - ing Review, pp. 653–656. Durkeim, E. discussed in Pickering, W. (1999) Durkheim and Representations, Routledge. Etzioni, A. (1998) The Essential Communitarian Reader, Rowman & Littlefield. Fielder, F. (1967) A Theory of Leadership Effectiveness, McGraw-Hill. Goodstein, R. and Burke, S. (1991) cited in French, W., Bell, C. and Zawacki, R. (1994) Organization Development and Transformation: Managing Effective Change, 4th edn, Irwin. Greenleaf, R. K. (1996) On Becoming a Servant-Leader, Jossey-Bass. Hall, E. and Hall, M. (1990) Understanding Cultural Differences, Intercultural Press Hampden-Turner, C. and Trompenaars, F. (1993) Seven Cultures of Capitalism, Piatkus Hampden-Turner, C. and Trompenaars, F. (2000) Building Cross-Cultural Compe - tence, Wiley. Handy, C. (1978) The Gods of Management, Souvenir Press. Harrison, P. (1972) “Understanding your organization’s character,” Harvard Business Review, May–June Hord, S. (1999) Facilitative Leadership, Southwest Educational Development Laboratory, Austin, TX. House, R. (1971) “A path-goal theory of leader effectiveness,” Administrative Science Quarterly, vol. 16, pp. 321–339. Jung, C.G. (1971) Psychological Types, Routledge & Kegan Paul. Kaplan, R.S. with Norton, D.P. (1991) Relevance Lost: The Rise and Fall of Manage - ment Accounting, Harvard Business School Press. Kohler, H. (2000) The perils of globalisation, The Banker, vol. 150, i.893, p. 16. KPMG Corporate Finance Survey (1999) KPMG Corporate Finance, July: www.KPMG.com. 350 BUSINESS ACROSS CULTURES Lawrence, P. and Lorsch, J. (1986) Organization and Environment, Harvard Busi - ness School Press Laurent, A. (1983) “The cultural diversity of Western conceptions of manage - ment,” International Studies of Management and Organization, X111(1–2), Spring–Summer, pp. 75–96. Lewin, K. (1946) “Frontiers in Group Dynamics” [republished in Schultz, D.P. and Schultz, S.E. (2000), A History of Modern Psychology: Gestalt Psychology, 7th edn, pp. 368–370, Harcourt Brace College Publishers]. Mark, M. and Pearson, C.S. (2001) The Hero and the Outlaw, Building Extraordi - nary Brands through the Power of Archetypes, McGraw-Hill. May, R.G., Mueller, G.G. and Williams, T.H. (1976), A New Introduction to Finan - cial Accounting, Prentice Hall. de Mooij, M. (1997) Global Marketing and Advertising, Sage. Pettigrew, A.M. (1985) The Awakening Giant, Blackwell. Pugh, D.S. and Hickson, D. J. (1976) Organizational Structure in Its Context: The Aston Programme One, Lexington Books. Rapaille, G.C. (2001) Seven Secrets of Marketing in a Multi-Cultural World, Execu- tive Excellence Publishing. Ries, A. and Trout, J. (1989) Bottom-Up Marketing, Plume. Roselender, R. (1995) “Accounting for strategic positioning,” British Journal of Management, vol. 6, pp. 45–47. Rosinski, P. 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(1998) The Measurement of Meaning, Early - Brave Publications. 352 BUSINESS ACROSS CULTURES INDEX Index AATM 210–11 Ackoff, Russell 19, 20 acquisitions see mergers and acquisi - tions action 19, 20 activity based cost management (ABCM) 286, 288 advertising/promotions 223–5 examples 189, 191, 195, 202–3 Garucci case study domestic argument 227 global argument 229–30 global–local aspects 225–7 international argument 228–9 multi-local argument 228 transnational argument 230 global 232 international 233–4 multi-local 234 operational approach/CCRM 235–7 transnational 232–3 see also marketing Aer Lingus 193–4 Amadeus 247 AMD 56, 119–20 American Airlines 70 American Express (Amex) 213–14 Applied Materials 43 Aristotle 20 Aspro 216 Aston Group 15 AT&T 204 balanced scorecard 244, 262 Barnes & Noble 71, 206–7 behavior 19, 294 Bennis, Warren 157 best practice 334–9 Big, Hairy, Audacious Goal (BHAG) 115, 134 BMW motorbikes 92 brands see products/brands Branson, Richard 58, 190, 210 British Aiways (BA) 70 BUPA 75–6 business systems 133 Camdessus, Michel 282 car–pedestrian quandary 43, 44, 122, 203, 204, 245 Carlson, Jan 192 Chanel 206, 207 change assumptions 156–7 between cultural archetypes 163–4 and continuity 161–3 failure 157–8 futility of static business transformation 160–1 generalized framework 164–79 how, why, what 159–60 identify/categorize 155 process 158–9 scenarios 164–5 from Eiffel Tower to guided missile and back 166–8 from Eiffel Tower to incubator and back 173–4 from family culture to incubator and back 170 from family to Eiffel Tower and back 171–2 from family to guided missile and back 172 353 [...]... trust in order to link people from different cultures in productive and positive ways Global leadership development • Create top-of-mind recognition of and respect for cross-cultural issues • Develop culture- for -business competencies into competitive advantage • Help leaders solve critical culture- for -business dilemmas • Ascertain awareness of and respect for cross-cultural diversity • Develop the ability... appraisal qualities ideas 263–6 integrated scorecard 263 working across cultures 266–70 coaching dilemmas 259–60 individual–group 260–1 internal–external 260 rational–distance vs emotional–engaged 261 BUSINESS ACROSS CULTURES international dilemmas 256 assessor–candidate relationship 258 behavior–effectiveness relationship 257–8 culture shock for expatriates 258 validity of criteria measured by tests 256–7... challenges It assists with positive changes 361 BUSINESS ACROSS CULTURES in behaviour and perception It also helps individual integration without sacrificing diversity and integrity, within the organization Employee training and (un) learning • Raise awareness of how culture- for -business competencies can help improve bottom line • Build awareness and respect for cross -culture and diversity issues • Provide... 102 diagnosing with CCAP 111–15 frequently recurring dilemmas 119 transformation away from Eiffel Tower 119–25 transformation away from family culture 128–35 transformation away from Incubator culture 125–8 major tensions 105–6 general relationships 106 relationships of employees 106 vertical/hierarchical relationships 106 mapping business future 116–19 in mergers, acquisitions, strategic alliances 103–5... 202–3, 224 WebCue™ 317, 323–4 values Weber, Max 13, 241 359 Trompenaars Hampden-Turner Culture for Business Trompenaars Hampden-Turner provides consulting, training, coaching and (un) learning services to help leaders and professionals manage and solve their business and culture dilemmas Our clients are primarily Global Fortune 500 companies We are based in Amsterdam, The Netherlands and Boston, USA In... training, teamwork, culture, coaching, knowledge management, leadership development, integrity and balanced scorecards For us these are all parts of a system We also aim to introduce you to a paradoxical logic of human and organizational development We aim for minimalist interventions yielding maximum results Introduction to our offerings We work with all business implications of culture These may be... including: Consulting on culture- for -business management • Conduct cross-cultural due diligence • Facilitate your vision and value to strengthen your corporate identity • Surface cultural challenges and dilemmas which may be creating obstacles • Systematically reconcile cultural differences in order to maximize the business value of cultural diversity • Assist in creating a business climate of mutual... perspectives business process 262 customer 262 financial 262 learning-growth 262 structure/design 21, 133 theory bureaucratic 13 cultural factors 16–17 environmental factors 15–16 financial factors 17 open systems approach 15 optimal 16 rational 13–14 social 14 Pearson, Carol 204, 206, 216 personnel management 241 see also human resources (HR) Proctor & Gamble (P&G) 214, 224 products/brands BUSINESS ACROSS CULTURES. . .BUSINESS ACROSS CULTURES from guided missile to Eiffel Tower and back 169 from guided missile to incubator and back 166 from incubator to guided missile and back 165 mapping of 174–9 chaos theory 20 Charles Schwaab 70–1 Churchill, Winston 334 Club of Rome 15 coaching 259–62 Coca-Cola 43 contingency theory 15, 18, 295 corporate culture 101–2 definition 102 diagnosing... measured by tests 256–7 necessary roles of successful team 270–1 origins/development 241–3 recruitment/retention 246–9 process /culture 249–55 role 245–6 in reconciling organizations 342–7 IBM 28 incubator culture 107–8, 116, 117, 143–4, 163, 245 change scenarios 165–6, 170, 173–4 transformations away from 125–6 to guided Eiffel Tower 127 to guided family 126–7 to guided missile 126, 149–52 integrated type . recognition of and respect for cross-cul- tural issues • Develop culture- for -business competencies into competitive advantage • Help leaders solve critical culture- for -business dilemmas • Ascertain. archetypes 163–4 and continuity 161–3 failure 157 –8 futility of static business transformation 160–1 generalized framework 164–79 how, why, what 159 –60 identify/categorize 155 process 158 –9 scenarios 164–5 from. 195 Lorsch, Jay 15 356 BUSINESS ACROSS CULTURES McDonalds 187, 206, 244 McKinsey 244 management accounting dilemmas 287–8 authority to action vs knowledge holders 288 backwards–forwards planning 284–5 bottom