Applicants need graciousness, benevolence and love Mediation, as defined by Wikipedia, is a dynamic, structured, interactive process where a neutral third party assists disputing parties in resolving conflict through the use of specialized communication and negotiation techniques. A theoretical, dry … Continue reading
When I was handed the manuscript for Positively Disappointing, I thought the title was brave. Having personally experienced the negative language and assumed pessimism of Poland’s neighbour, The Czech Republic, some 20 years ago, I was keen to read of Tim’s experience and his analysis of the country’s culture as it exists in modern regional Poland.
This short and pithy book has 9 fictionalised stories that are based on the author’s real life experiences over the last decade.
By not attempting an opus major or tackling the whole of Polish culture, Tim has given us an accessible doorway via a foreigner’s Polish experience. With chapters about the ordering of coffee, being a disappointed vegetarian or, the enthusiastic cyclist, taking his life literally in his hands, Tim filters his perceptions through Hofstede’s dimensions and allows us to draw our own conclusions.
The main thrust of the book is post-Soviet Poland’s EU membership, the outflow of Polish talent and the influx of foreign investment. The author develops an argument for a genuinely changing culture with the challenges this presents for both foreign and Polish managers running businesses and leading people in markedly different ways.
The book works because of Tim’s vulnerable and honest confessions – the mistakes of a naïve outsider, and his even-handed treatment of the stories that are remembered.
The beginning of the book gives lesser-known historical facts – the post-war persecution of a Ukrainian minority and the expulsion of the sizeable German population.
I found the book to be a little light on the specific inheritance of the Soviet years and not to say enough about the catholic contribution to the Polish psyche. Having said this, the tome achieves its objectives and stimulates the mind whilst informing the reader about the local zeitgeist.
Who should read this book?
British and overseas managers who have worked for a couple of months in Poland and overcome their initial trauma will benefit from picking up this book, enjoying the stories and contemplating answers to the questions posed at the end of each chapter.
An English – Polish glossary is a very sensible addition and makes this sometimes esoteric book easily accessible to any Pole that wishes to see the foreigner’s point of view.
In conclusion, the author has done Poland and foreign managers a favour by producing a functional book that combines fact, reflective exercises and stories that can genuinely help build bridges across nations and prevent a few escalating culture and commercial clashes in regional offices around Poland.
The book comes out in February –
A review of “Intercultural Readiness” written by Dr. Ursula Brinkmann and Dr. Oscar van Weerdenburg published by Palgrave MacMillan, May 2014.
Review written by Matthew Hill
Does this book constitute evidence of good teamwork, high intercultural competence and the completion of a demanding task in a diverse context? These are the questions that popped into my mind when turning though the pages.
That two people can collaborate based on many year’s work supported by a large body of data and yet manage to compress the resulting output to a tome of 197 effectively written pages may suggest positive answers to at least some of questions above.
Based on the International Readiness Check questionnaire developed by the authors, Brinkmann and van Weerdenburg, detail the premise of their work and make a bold claim – that cultural knowledge, in-group charm and good fortune are not enough to ensure the emergence of healthy diverse teams, the smooth passage of a new company in foreign lands or that a diverse team will outshine a homogeneous one.
Referencing their own cultural experiences and those from their network of associates and telling representative stories from some of the “larger than life” executives they have encountered in the last 20 years, the authors build a case for considering 4 essential cultural competencies;
- Intercultural Sensitivity – Being mindful – cultural awareness and paying attention to signals.
- Intercultural Communication – Active listening and adapting communication styles.
- Building Commitment – Strengthening relationships and reconciling stakeholder needs.
- Managing Uncertainty – Openness to cultural diversity, tolerance of ambiguity and exploring new approaches.
“Intercultural Readiness” also refers to the reconciliation work of Dr. Fons Trompanaars and moves beyond country etiquette and the dimensions of difference to include leadership, self-development and plenty of business oriented psychological research on culture, teams and diversity.
I smiled as, in a few places, the text resembled a graduate dissertation in psychology with references to a large number of organisational psychologists offering succinct summaries of their findings.
In any short book there is always the temptation to include dramatic stories that illustrate a point, offer a clever corrective intervention and, thus, support one’s favoured model. These tend to frequently conclude with a positive outcome.
As with many psychological papers, the chosen examples seem to distill a simple answer from the chaotic cloud of international commercial reality.
Balancing this, the authors are up-front about the limits of diverse teams and how, without the management of emotion and interaction, they can easily be less effective than homogeneous ones. There are plenty of warnings included to help the young team leader find a safer path in managing their diverse teams.
Who should read this book?
If you are a tired and jaded HR partner, a habituated intercultural trainer or a coach, this book will lift your spirits with its wit, abundant references and intelligent analysis.
If you are a commercial leader with little regard for statistics you may, however, choose to skim over the more analytical parts in the second half of the work.
This book opens the door on the International Readiness rationale and helps readers to decide upon the merits of this way of thinking.
The book’s key findings are that culturally diverse teams can engender great task accomplishment but that the emotional and relational strains often deter team members from joining forces on subsequent projects. Alleviating this problem can be achieved by including team members that have a developed competence for managing uncertainly. This, it is argued, can prevent the newly formed team splitting into two or more subgroups, from which unity cannot easily emerge.
Also, ratings of personal satisfaction in diverse teams can be much lower than in the cosier environment of a homogeneous team.
With a blue print for things to watch out for within a corporation and when leading a diverse team, this book represents an approach to culture, coaching and competence that is hard to beat for pithy wisdom, peer based analysis and wide referenced sources. Its subtle depth is balanced by an enjoyably readable style.
It is enough to help you continue to believe in your diverse commercial team.
Buy Intercultural Readiness at Amazon; http://www.amazon.co.uk/Intercultural-Readiness-Competencies-Working-Multinational/dp/1137346973/ref=sr_1_1?ie=UTF8&qid=1402243074&sr=8-1&keywords=intercultural+readiness+brinkmann
The reviewer, Matthew Hill, is an author, cultural facilitator, a past president of SIETAR UK, and founder of the Intercultural Training Channel.