Sexual Harassment – Where did that come from? An opinion piece by Susanne Schuler Part 1

A Powerful Dilemma

After the sexual harassment incidents coming out of Hollywood, The British BBC, Oxfam and other overseas aid charities, as well as British Parliament, is it time to take a closer look at sexual harassment looking through the lenses of culture and bias?

Sexual Harassment Susanne Schuler

One perspective over the last 40 years has been to see the complexity of gender inclusion in the workplace as a dilemma i.e. Gender neutrality v A currency of feminine traits and attributes.

And, hovering above this dilemma, we can there is an overbearing and constant factor – Hierarchical POWER, acting as a contributing force and colouring the majority of incidents that we are now seeing come to the surface.

Let’s take a look at the component parts of the Gender inclusion dilemma?

Does our history as women of being given lesser roles and, often, having a male boss as the recruiter, decider or allocator of tasks, make a difference, and, what can we expect in the work place?

Dilemma Side One – Gender neutrality – This progressive movement aims to update the workplace from being historically divided, between breadwinning men and factory working / menial working / care working women, to a modern, gender neutral meritocracy.

The new paradigm aims will recognise talent and ability and be blind to gender (and class, privilege, sexual orientation, physical ability, beauty, colour etc. by extension.)

Let us start with a now famous example started with large US orchestras in the 1980’s. Analysis of the top orchestras revealed that less than 5% of the players were female. What was going on?

Was bias present in the auditioning process, preventing women being selected?

In a pragmatic change in the design of the audition space, players were asked to perform behind a screen so judges had to focus purely on their playing before making the hire / pass decision. This alone changed the game and produced a vast improvement in the offering of orchestra positions to female musicians. An interesting extra facet of unconscious bias was uncovered during these trials. The sound of women’s and man’s shoes and their walk as they took up their places to play behind the screen gave something away. Was the sound of their step keeping the recruitment process from becoming optimally meritocratic? With this in mind, some auditions were tweaked with the applicants being asked to remove their shoes before taking up their position to play behind the screen. And so, US orchestras changed their gender balance fundamentally over the following decade.

Bias – Where did it start?

The facts of implicit association have been put beyond doubt by swathes of research proving that more than 70% of us hold a negative association between being female and fulfilling the tasks required for some specific work roles. You may test yourself now – The normal trigger role (reacted to by both male and female subjects) used to illustrate this is…. That of having a female pilot when you are a passenger.

Way back when

2,500 years ago Greek medicine ascribed people’s behaviour and character to the homours in their bodies. A larger quantity of blood, yellow bile, black bile or phlegm would make them sanguine, melancholic, choleric or phlegmatic.

In a similar Greek vein, the uterus or hystera was seen as producing, in women, hysterical symptoms and behaviours – anxiety, irritability or sexually forward behaviour.

Fast-forward 2000+ years. Sigmund Freud moved hysteria out of the uterus. He posited that it was being caused, instead, by emotional trauma and both sexes being prone to this condition (Note; the majority of his subjects were female.)

And now, in the modern workplace – Bias is seen in the design of work, the allocation of roles to gender, and, an the design of a specific economic levels of employment intended for either male and female workers.

I was working with a senior European expat recently who had vast HR responsibilities in Russia. He talked of overseeing 10’s of factories full of women. I challenged him and asked why the majority of jobs were carried out by female staff. His reply was shockingly honest. The factories were set up to use cheap labour meaning that one job and salary could not support a family. THEREFORE only women applied!

Roles haven’t moved that far in the last 100 years – The breadwinner is thought of as the soldier action hero, the protector; a muscular and sensible figure that can be relied upon. Many “fill in” female targeted jobs are designed to top up income and are deliberately built to be lesser in status, excitement and financial reward.

The gender divide in roles has been pretty much constant over the last 150 years with the exception of the First and Second World Wars, when women were asked to fulfil a much more expansive brief in all areas of industry, government and community whilst the men were away at the front.

Power and vulnerability – Capping economic levels, decision making power and designing a workplace where men are in charge has creating deliberate financial dependence for women on their breadwinner husbands and workplace bosses in an ecosystem that, on reflection, seemed ripe and ready for sexual exploitation.

Dilemma Side Two – The currency of feminine attributes and traits – There exists a parallel employment universe and marketplace, where the perceived attributes of women attract a particular and welcome reward. We are not talking about the Florence Nightingale based fallacy that women are the born carers who should sacrifice their personal needs for cash, status and acknowledgement in order to clean, care and serve.

Researchers and academics, Karina Doorley and Eva Sierminska talk of a Beauty Premium providing greater differentiated salaries, at the lower levels of work, for those with specifically ascribed beauty traits (when compared with those where these traits are not present.)

Young Hollywood actresses and corporate interns may occupy this space. Those that are objectively considered beautiful are found to have more than those that aren’t. This applies to career prospects, pay, partnering with wealthier men and encountering less resistance in a number of specific work tasks. Beauty is opening doors in the workplace.

The downside of the beauty premium is some of those doors lead to hotel bedrooms.

With beauty comes greater exposure to being pursued, abused and harassed sexually.

Beyond beauty, we quickly get into controversy – are generalised female behaviours actually a gender issue representing a valid and true difference – Men are from Mars etc., or are they a social construct resulting from 150 years of forced social, sexual and economic gender compliance policed and encouraged by parenting, education, the media and peer group pressure?

POWER – Overriding the dilemma above, is the historically dominant economic position – ownership of assets, enjoyment of access to work opportunities and preferential promotions to management roles of… men. Think corporate boards, Government, public bodies, media and education.

Clubbable men have held the reins for centuries.

Now, for their own specific reasons, they are not currently considering surrendering their privilege for the sake of fairness, equality, or, the pursuit of gender balance. Whatever you hear, they are not going to “budge over a bit” without a fight.

(There are one or two work areas that represent refreshing exceptions when it comes to female v male numbers in work – qualified doctors in medicine, the number of successful female fiction authors and successful high selling female recording artists.)

The world, as a whole though, is dominated by men when measured in terms of assets, cash (income and financial wealth), property, power and peer-to-peer help and access.

Power, abuse and the abuse of power – holding the means to inherited wealth, commercial wealth creation, career progression, and having the law on your side (an antediluvian male throw back), has lead to vast and wide ranging powers for men, specifically over women, and, the abuse of power manifest in the harassment of women in the workplace.

Please like, share and do add your constructive comment. Thanks.

End of Part 1.

In Part 2, next time; What do we see happening? And, What is to be done?

Author Profile – Susanne Schuler is a mediator, trainer and coach with CEDR – The Centre for Effective Dispute Resolution – The most successful Mediation Service in the UK. Her book, Intercultural Mediation, is available via bookboon. Click on the link;

https://bookboon.com/en/intercultural-mediation-at-work-ebook

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Hero Round Table – London , 12th, 13th May 2017 – Presented by Katherine Barton

hero

New event coming to London for the first time.

Learn, be inspired, meet a wonderful community of people and hear 20+ speakers from around the world – join 500 others at the Barbican this May for London’s first Hero Round Table!

The Hero Round Table is all about inspiring and showing people how to be more heroic at work, in their community or in the world. It’s coming to the Barbican, London this May.

Maybe we need more everyday and extraordinary heroes in the world. What does ‘hero’ mean to you? How can you personally be more heroic and make a difference when it counts? Join 500 others at the Barbican this May to learn and be inspired by some amazing speakers.

What does it mean to be heroic? How can you have a positive impact on the world, especially when it counts

BREAKING NEWS – An offer for ITC READRS – Use Code CONTRIBUTION – and get CONTRIBUTION – valid until 9th May and offering 40% off 1 or 2-day tickets. 40% off 1 or 2-day tickets. Offer valid until 9th May only.

Visit the London Hero home page; http://bit.ly/2mfd3kV

Katherine Barton (Event Director, London) Katherine@heroroundtable.com

 

May’s Brexit Election – A Cultural View – by Matthew Hill

Words from a divided nation

This week Prime Minister May called a snap election to, “unify the country” and allow her to negotiate with the EU on behalf of all of the UK so that she may go out there and get all the good things and have none of the bad.

It will not play out like that.

Big Ben and House of Parliament at River Thames International La

The scene of the crime – Prime Suspect – David Cameron – Do not approach

Before we look at the cultural aspects of BREXIT, let us remind ourselves how we got into this mess in the first place.

Prime Minister David Cameron and Chancellor George Osborne had suffered from criticism and power plays from various factions within their OWN party. This was a Conservative party spat, a “Blue on Blue” bun fight. Chancer Cameron had bluffed his way through the Scottish independence vote and won. He had made another reckless referendum offer before the 2015 election and had never, in his wildest dreams, considered that the UK would be so stupid as to vote the wrong way. And then, in an historically irresponsible and arrogant move, proposed that a simple majority, either way, would dictate the UK’s future relationship with our closest neighbours and largest trading and defence partners. When, the old, the poor and the anti London / anti-elitists (and racists) voted to leave in June 2016, the UK was plunged into uncertainty and became the laughing stock of Europe, all over again.

And now CULTURE

In the war of words BREXIT supporters tended to focus on “immigrants taking our jobs in the UK” and, ”taking back control from Brussels”. Subjects on which both sides were quiet or silent were the cultural and historical perspectives that will come into play now we are leaving Europe and how these will affect us all.

The cultural benefits of immigrants

Between 2004 and 2014, 2.5 million EU citizens chose to come to the UK to live and work. This has made a net positive contribution to UK GDP, productivity measures per worker and tax revenues for the Treasury. In addition, the cultural benefit has been palpable. [Most British people struggle to speak even one language properly (innit)] The vast majority of newly arrived workers speak their native language and passable English as well. Many speak two or more languages and add to the country’s human capital, fuelling the most important parts of the British economy – the export of goods and services to other countries. Having freshly arrived people from our target export markets helps us with both local language and market wisdom as we send our crated goods on their way in lorries headed for the Continent.

Tropical caribbean island in open ocean

A Small Island Near Europe

Immigrants work harder

This sometimes unpalatable truth is most threatening to the unskilled sector where jobs are performed by employees that are exchangeable and expendable. This is not the fault of the newly arrived workers or the indigenous population. It is the way jobs are designed today with most school education being instantly forgotten and individuals adapting to the job market, ending up as minimum wage and sub-living wage employees. Our history as a rich and formerly powerful empire has created a subtle level of expectation for many British workers below which they will not consider working. The average Brit is not rushing to get up at 5 AM and wait for a van on a street corner to head off and pick vegetables on a chilly spring morning. Other EU nationals are.

Fight or trade?

From an historical perspective, when a couple of tribes live in close proximity they have two strategic directions in which to go. They can either battle or exchange goods and services. The main rationale for the signing of the Treaty of Rome in 1957 thus establishing the European Economic Community, the EEC, was to facilitate trade and exchange as the best way of preventing the repetition of the double tragedies of the 20th century.

Nostalgia can be a dangerous thing.

Whilst we are on the subject of not learning from history, let us remember that what unified Germany and the Axis powers in their support for Hitler’s strategies and ideas in the 1930s were austerity measures set out in the Versailles Treaty of 1919. Imposed by the victors upon the losers, it created an attractive option for Axis powers – support the German war effort in return for the restoration of lost power and lands – Hitler promised to turn back time.

Teamwork

The EU agreement was the equivalent of a peace treaty. When a peace treaty is signed all parties agree to forgive, to back down from aggression and to cooperate. A lot of European history and baggage has been locked away in the cupboard, for the sake of trading cooperation, EU subsidies and grants and peace. Culturally speaking, Brexit is the key that opens this cupboard and opens many wounds from the past. [Do we really want to re-examine the roles perpetrated by Hitler and Napoleon at a time when we will be negotiating trade tariffs?]

Do we really want videos of the Euro-skeptic rhetoric played before we enter the room with our Continental cousins?

The subjects discussed around European dinner table may turn to reparation, retribution and rebuke.

New bilateral treaties

Instead of the centralised and overly controlling Brussels technocrats telling each of the EU member states what they can and cannot do, we are now in the unique position of sending out negotiation teams to each EU country and negotiating separate bilateral terms regarding defence, trade and the mobility of citizens (country nationals).

To some this represents the essence of opportunity and control. We will finally have a say on our terms of business in Europe. They are perhaps forgetting that it won’t be all smiles and handshakes. We have 950 years of history that will be raked over, brought up, and may well be used against us. This will not be a quick squiggle of a Mont Blanc pen on parchment in some grand hall. Troubled President, Francois Hollande of France immediately hinted at damaging changes France may make to border controls. If British lorry drivers feel frustrated by striking farmers and burning lorries full of lambs now (within the protection of the EU), what will they face if this civilising treaty is ripped up for the Brits? The bottleneck of the channel is our weakest point. Something the wise business people of Britain are well aware of. Add to that the predictable Air Traffic Controllers strikes in summer (we have just suffered from our 47th Strike in the last 8 years) and we begin to form a clear picture of our rather isolated future.

Can we afford the divorce?

Our future will be in the hands of a dubious, and tarnished group of British ministers along with overstretched lawyers shuttling from EU country to EU country trying to preserve as many of our assets as we can like a skewed game of giant Monopoly. And, who will get custody of the golden child? The City of London generates more than 30% of UKPLC’s GDP. Outside the protection of the EU, Germany, France are already having a pop at attracting the golden goose and shrinking the number of eggs it produces. If we don’t retain custody of the country’s best cash generating asset, we will again become an “embittered single parent” after the divorce, contemplating putting on a superhero costume and climbing up the walls of Brussels in a futile and crass protest shouting, “Former EU Fathers for Justice”

Facing a coalition of the weak.

The goodwill and support shown to Britain by the majority of the 10 enlargement states that joined the EU in 2004 that we have enjoyed and required for the past 12 years is beginning to evaporate. Especially as, in their own living memory, the promises of infrastructure grants and bountiful economic progress have begun to disappear, disappoint the local population and put their politicians under pressure. Poland, the striking example of post 2004 success, is now the 7th ranked economy within the EU. As alone most Central European countries are virtually insignificant, they still relish being part of one of the largest trading blocks in the world. As slighted states, sitting across the table from us surrounded by “divorce” lawyers, the energy and relationship will shift. They have got what they want. Why should they now continue to support us so generously? We are on the outside of the tent “looking” in.

Flags and racism

In your culture trainings you teach that culture is less about countries and flags and more about a range of values, beliefs and drivers that subtly influence behaviours and choices. This subtlety will be lost when Brexit becomes a hard reality. We are seeing a return to table thumping Popularism, less sophisticated and more hostile country stereotypes and an increase in racial slurs, prejudice and, inevitably, violence perpetrated upon immigrant populations. And, these include British populations abroad. The Brits in Spain are already treated with disrespect due to their lack of language skills and integration into local society.

Warning Yellow Tape Strips You are about to cross the line

Conclusion

The EU is a mechanism designed to control the behaviour of member countries. Brexit is currently pushing against that reason and control. The Pandora’s box of cultural difference, historical resentment and Britain’s lack of future power will make for a volatile negotiating environment to send our ministers and lawyers into. The British election voter should be fully aware of what cultural consequences they face after the inevitable June Tory election victory aimed at repairing an avoidable Tory mistake.

Part if this blog post was written for Farnham Castle Intercultural Training last year.

 

Independant Trainer Webinar – Getting Growth in 2017

What will you achieve in 2017?

We have 3 Questions for you – What are the Biggest barriers STOPPING you growing your trainer / coaching business this year? Where does it continue to go wrong? AND How can you get it right?

Group Of Young Business PeopleWill you grow in 2017?

These barriers block critical activity, necessary organisation and positive dynamism (we fall into the trap of doing stuff that PREVENTS rather than produces growth.)

  1. ACTIVITY– What did you do in 2016? Send your profile / CV out to known training providers, put up a basic (non optimized) LinkedIn profile and attended local chamber events with other service providers where you failed to engage with business decision makers? And what results did you get? – A new sub contract relationship that provided 7 training days? A two day training or 3 new coaching customers? AND – Was that enough growth for you?

With your energy invested in more proactive and interactive methods you will generate interest, passion and action – the phone will ring, live opportunities will land in your inbox and your business will grow – You will experience meaningful cash-flow, more hour’s and day’s work, a boost in your charge out rates and the choice to take or decline work, along with the self-confidence and business freedom that comes with knowing how to market and sell yourself effectively and comfortably.

  1. ORGANISATION – How was 2016? You added 74 connections on LinkedIn, collected 47 business cards and put them in your desk draw and found the physical address of 9 companies. – Did this provide the momentum you needed for your dynamic business growth in 2017?

When you know what to do and execute clever marketing and social media moves, you will gain presence, currency and relevance with actual decision makers (and- they will LIKE and RESPECT you). They will ask your advice, do as you advise and pay what you ask because they value your input and take you seriously as a coaching / training professional. AND it will have been your marketing activity that has made the difference and lead them to a positive conclusion about you and your services.

  1. DYNAMISM – How was 2016? Sitting by the phone waiting for incoming calls, checking every e mail ping and generally living on Hopium (the expensive drug that favours hope over action.)

How will 2017 be different? Will you hone your identity statement to perfection? Will you be super CLEAR about what you offer? Will you build your BRAND promise to a level where you are taken seriously? Will you know your Marketing AVATAR? Will you learn to write SUPER-COPY? Will you SEQUENCE your marketing communication to be maximally effective? Will you be ready to launch your informational attention grabbers on Social Media? Will you build a quality DATABASE with high value business contacts? Will you be networking like a HUSTLING pro? Will you master NEW SALES? Will you create a CORE MODEL that describes your offering? Will you generate enough REFERRALS to make a significant difference to your income and business growth?

AND

Will you look back on 2017 and say, “I learnt, laughed and lead my company to profitable GROWTH. What a great year?”

Join us for this 55 minute energy boosting webinar (with 10 – 15 minutes Q&A and get your business growing in 2017)

To Register click on; https://attendee.gotowebinar.com/register/9072445755469609986 

The webinar is on Tuesday, 21st March 2017 at 7PM Paris time, 6PM London time.

Thanks and see you there

Group of diverse designers in their modern officeWe are growing!

Book Review: Managing Challenges Across Cultures By Authors; Roberto Guida, David Trickey, Ezio Fregnan . Reviewed by Jacquelyn Reeves

Managing Challenges Across Cultures describes and documents the path of a complex global organization to multicultural proficiency as designed and implemented by the intercultural consultancy TCO International and Comau, a manufacturer of “automated systems that integrate products, processes and services”. … Continue reading

Matthew’s New Year Webinar – Getting Growth in 2017

What will you achieve in 2017?

We have 3 Questions for you – What are the Biggest barriers STOPPING you growing your trainer / coaching business this year? Where does it continue to go wrong? AND How can you get it right?

Group Of Young Business PeopleWill you grow in 2017?

These barriers block critical activity, necessary organisation and positive dynamism (we fall into the trap of doing stuff that PREVENTS rather than produces growth.)

  1. ACTIVITY– What did you do in 2016? Send your profile / CV out to known training providers, put up a basic (non optimized) LinkedIn profile and attended local chamber events with other service providers where you failed to engage with business decision makers? And what results did you get? – A new sub contract relationship that provided 7 training days? A two day training or 3 new coaching customers? AND – Was that enough growth for you?

With your energy invested in more proactive and interactive methods you will generate interest, passion and action – the phone will ring, live opportunities will land in your inbox and your business will grow – You will experience meaningful cash-flow, more hour’s and day’s work, a boost in your charge out rates and the choice to take or decline work, along with the self-confidence and business freedom that comes with knowing how to market and sell yourself effectively and comfortably.

  1. ORGANISATION – How was 2016? You added 74 connections on LinkedIn, collected 47 business cards and put them in your desk draw and found the physical address of 9 companies. – Did this provide the momentum you needed for your dynamic business growth in 2017?

When you know what to do and execute clever marketing and social media moves, you will gain presence, currency and relevance with actual decision makers (and- they will LIKE and RESPECT you). They will ask your advice, do as you advise and pay what you ask because they value your input and take you seriously as a coaching / training professional. AND it will have been your marketing activity that has made the difference and lead them to a positive conclusion about you and your services.

  1. DYNAMISM – How was 2016? Sitting by the phone waiting for incoming calls, checking every e mail ping and generally living on Hopium (the expensive drug that favours hope over action.)

How will 2017 be different? Will you hone your identity statement to perfection? Will you be super CLEAR about what you offer? Will you build your BRAND promise to a level where you are taken seriously? Will you know your Marketing AVATAR? Will you learn to write SUPER-COPY? Will you SEQUENCE your marketing communication to be maximally effective? Will you be ready to launch your informational attention grabbers on Social Media? Will you build a quality DATABASE with high value business contacts? Will you be networking like a HUSTLING pro? Will you master NEW SALES? Will you create a CORE MODEL that describes your offering? Will you generate enough REFERRALS to make a significant difference to your income and business growth?

AND

Will you look back on 2017 and say, “I learnt, laughed and lead my company to profitable GROWTH. What a great year?”

Join us for this 45 minute energy boosting webinar (with 10 – 15 minutes Q&A and get your business growing in 2017)

To Register click on; https://attendee.gotowebinar.com/register/7327277808881017091

The webinar is on Tuesday, 7th February 2017 at 7PM Paris time, 6PM London time.

Thanks and see you there

Group of diverse designers in their modern officeWe are growing!

 

Book review: Bamboo Strong: Cultural Intelligence Secrets to Succeed in the New Global Economy by David Clive Price

Review by Grant Hall, Founder of the League Cultural Diplomacy, International Events Management Through the telling of his immersive life experiences in a variety of different cultures and locales, David Clive Price delivers practical advice on how to develop your … Continue reading

The Problem We Create By Being There – Consultants & Clients by Glen Burridge

The first problem is YOU – A cultural thought piece by our “foreign correspondent”, Glen Burridge

Junger Geschftsmann bei einer Prsentation Why are you here?

There is a barrier that lies at the heart of any consultant trying to transform an organisation, namely that you present an intercultural challenge by your very presence. Yes, you, as a consultant are the first problem the customer has to deal with when they bring in someone to help spur improvements in their organisation.

As a consultant, have you ever had the experience of sitting in a meeting room and, after all the niceties are done with, listening to the most senior person of the room start talking and realise they know next to nothing of why you’re there? Or, they think they know who you are, but the words they’re using are at complete odds with your perception with what you think you’re doing there?

What happens next can range from genuine curiosity – with an eye to why they weren’t briefed properly by their own people – to outright dismissive, even aggressive, behaviour. Experienced consultants will tell you that they’ve felt the full sweep of this spectrum at some time or other and, with a wry smile, it may conceal much more beneath. Even if the consultant is usually the most vulnerable person in the room, the sense of the threat that you may present can be palpable.

Don’t expect sympathy for your own precarious position.

It will be ultimately up to you to either dispel the drama or learn to work within it, since it centres on you and that disturbing vibration around maybe why you were brought you in – to shake things up. And that is the paymaster’s right.

The opposite situation is also worth considering. Where you are so seamlessly integrated in a situation that no-one knows you’re a consultant or they’re forgetting it rapidly. In this scenario, it’s entirely possible you may already know more than many of the people in the room. Remember, if you’re lucky enough to cope with working ‘sideways’, you may soon become the custodian of an entirely unique perspective, which could easily walk out of the organisation the moment you leave. So, this misconception may be something you’ll want to correct very quickly – it is the basis of your livelihood and code to maintain a professional detachment – but, if you’re well established and have a strong rapport with the commissioners of the work, you will be more relaxed and it makes the ‘sell’ of your work seem like another form of ‘internal project initiation’.

In business, we are working in the midst of an organism, some of whose processes are a source of positive wonder, some of which should be exemplary and obvious but have yet to evolve to cope with the role they’ve inherited, some of which is worn out or doing a function it was never designed for. The individual organs that drive this creature might have a long and distinguished history or they may be new and experimental. Some elements will be moving towards each other, others not even aware of what the other ones do. We can never make too many assumptions about who, where and when they can see what. Perhaps one of the defining qualities of an organisation is its opaqueness or transparency. The secret to good organisational consulting is to see enough of the machine working as a whole to do something meaningful at the scale you’ve been engaged at. If you’re lucky, you can build from there, once you gain the buy-in; this might be one level above or below, but in many ways the most interesting – although by far the more difficult – is if you can reach across.

The Client Side

Now consider the perspective of that manager from the client side for a moment.

You’ve just come from three meetings this morning already. You’re thinking that perhaps you won’t eat till 2pm, if you’re lucky, and you’ve learnt about two knotty problems and an uncertain one already this morning. Now, you find yourself on your way to a meeting your PA has kindly accepted for you but wish you could have avoided, with this new person that you’ve never met in your life. They’re not even on the email system. You know they’re something to do with a particular initiative that sounded a good idea a few months back and wasn’t backed by too much of the department’s budget anyway. But, frankly, the context is a little vague, because The Good Idea is not fleshed out yet and no-one’s quite sure if The Team should be setting the agenda or leaving it to the consultant to get on with Do Their Thing; they’re the ‘expert’ aren’t they? If only I had the time I’d sit down and sort this out myself, but we’ve got 30 mins and I’ll try and figure out what the hell we do. You know, these deep-field initiatives really should shape our world, but when can we show something tangible from them? Who but a consultant will want to make these kind of waves though?

Now, multiply that by the range of personalities found in a manager and you get the spectrum of meetings that can transpire.

If the organisation had all the answers to their problem, you wouldn’t have even been invited in the building.

So, we always need to consider that whatever wonderful bag of tricks, enthusiasm, wisdom and experience we think we bring into any organisational setting, we are the source of an out/in-group problem with all the attendant cultural dimensions that entails from the moment we step away from the Reception desk wearing our visitor’s badge.

Our first organisational problem we will have to fix is the one we create by simply being there.

About the Author – Glen Burridge

Earth Scientist, Consultant, Aviator and Intercultural Enthusiast, Glen is just down the road in Perth, Australia…

glen