
(E)merging Differences
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Content
- Intro
- bunny
- Impressum
- Titel
- Acknowledgements
- Preface
- Foreword: Intercultural teams are the rule, not the exception
- Introduction
- A meta-model rather than "Do's and Don'ts" or awareness
- 1. Culture and its challenges
- 1.1 Potential costs of culture
- 1.2 Culture at a glance
- 1.3 Just a kiss?
- 1.4 Culture as a framework for interpreting the world
- 1.5 A key German value: "quality"
- 2. Intercultural competence
- 2.1 Communicative und social competence
- 2.2 Adaptation and identity
- 2.2.1 Why should we always have to adapt?
- 2.3 Aspects of intercultural competence
- 2.3.1 An open attitude
- 2.3.2 Awareness of self and others
- 2.3.3 Cultural knowledge
- 2.3.4 Intercultural tools and techniques
- 2.4 Building intercultural competence
- 3. Describing cultures
- 3.1 Our cultural reality
- 3.2 Describing cultural differences
- 3.3 Ethnocentrism
- 3.4 Seeing through the eyes of the other
- 3.5 A meta-model for pattern recognition
- 3.6 Dimensions of culture
- 3.7 The plurality of cultures
- 4. German confusions
- 4.1 The red light means "Stop!" - How we handle rules and regulations
- 4.1.1 Universalism and particularism
- 4.1.2 Centralisation/regionalisation
- 4.1.3 What do you mean by fair (here)?
- 4.2 Since when? I or we? Group or individual?
- 4.2.1 Individualism/collectivism
- 4.2.2 Organisation and management in collectivist and individualist cultures
- 4.2.3 We are family .
- 4.3 Power, hierarchy and authority
- 4.3.1 Communicative rights
- 4.3.2 The boss as a first among equals?
- 4.3.3 (E)merging German-French differences
- 4.3.4 Management and competence in intercultural contexts
- 4.4 Are you sure? Uncertainty and control
- 4.4.1 Uncertainty tolerance and uncertainty avoidance
- 4.4.2 Information and control
- 4.4.3 The art of improvisation
- 4.5 Communication
- 4.5.1 Diffuse and specific mode of communication
- 4.5.1.1 Superficiality: German-American misunderstandings
- 4.5.1.2 The "citoyens" and the barbarians
- 4.5.2.1 Contexts in communication
- 4.5.2.2 How much information has to be communicated?
- 4.5.2.3 Making use of context
- 4.5.3 Direct and indirect style of communication
- 4.5.3.1 Yes, but .
- 4.5.3.2 Criticism? That's unheard of!
- 4.5.4 Life as theatre
- 4.5.4.1 Affective or neutral?
- 4.5.4.2 Neutral and affective cultures
- 4.6 A suit or jeans?
- 4.6.1 Handling formal and informal environments
- 4.7 Where does status come from? - Achievement vs. ascription
- 4.7.1 The American dream is a French nightmare
- 4.7.2 Sometimes a process requires a touch of grey
- 4.7.3 Clans, families and strong networks
- 4.7.4 Performance and status
- 4.8 Mañana or: Time is money
- 4.8.1 What is time?
- 4.8.2 Synchronic vs. sequential time managers
- 4.8.3 The consequences of cultures of time
- 4.8.4 Time for cultivating relationships
- 4.8.5 Notions of time and the planning of processes and events
- 4.9 Control: acting and reacting
- 4.9.1 Subdue the earth?
- 4.9.2 The American way
- 4.9.3 Communication and notions of control
- 4.9.4 Inshallah!
- 4.9.5 Working with one's environment
- 5. Intercultural tools
- 5.1 Style switching
- 5.1.1 Adapting to cultures
- 5.1.1.1 Would you be so kind .? British-German management and cooperation
- 5.1.1.2 Style switching makes it possible to connect
- 5.2 The art of making distinctions
- 5.2.1 We're all the same, aren't we?
- 5.2.2 Culture is always important!
- 5.2.3 Identifying the key differences
- 5.2.4 The art of making distinctions
- 5.2.5 How do we deal with culture?
- 5.3 Finding common ground - Creating cultures
- 5.3.1 Who are we?
- 5.3.1.1 Creating common ground!
- 5.3.2 Nature reserves for identities
- 5.3.3 Building common ground
- 5.3.4 How teams grow together
- 5.3.5 GRPIC: Shaping team processes
- 5.4 Managing your own learning process
- 5.4.1.1 The price of devaluing others
- 5.4.1.2 Pausing for a moment
- 5.4.2 The right questions
- 5.4.3 Cultural informants and a notebook
- 6. Before you get on the plane
- 6.1 Check your cultural passport
- 6.2 Are you well-informed?
- 6.3 Spanish conquerors or explorers?
- 6.4 Allow yourself to be confused
- Summary: Systemic intercultural consultancy
- References/Index
- About the author
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