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This document discusses the concept of an Indo-French border space that exists when interacting cross-culturally. It describes how this border space can be a zone of uncertainty and risk, but also enrichment and exchange. The document then provides an example of challenges experienced by an Indo-French team and how misunderstandings can arise from differing cultural norms and expectations. Finally, it outlines skills like cultural self-awareness, understanding others' perspectives, and effective communication that are needed to make cross-cultural interactions more productive.

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Introduction ArI Indli-Fr~ch border? Of course It not exist NQt as~a border you and揃 cross after揃 presenting our揃 pass visa. A physical,geographical borderlinking India andfrance, of course, doesnot exist. a I:!prderdoes e erg In pos , a r suCCe$$,J a space where rtalnty, joy, somet(mes sadnessare present. A cross-culturalspace of risk andopportunities. As such, I~actually Is a very defln that eachQfuscreates when we do with one another,when we are m a bl-culturalor multicultural team, whenwe the are expatriates, when our boss is an Euro "expat", when we need to understan(lwhat so many things and places - they were the headquarters In Parts want, when our working long, hard hours at the office, and clients In India have wishes and requests had very little free time at the weekends.I that are completelynew to us, etc... was conducting a team workshop, andwe had a conve In cases like these, we are Interactingand what It was like for them working Inthat "border space French company site with We ail know how expensive this kind of The Indo-French border is In the middleof and bosses. failure is for a company. And we ail know our companiesand In the midst of out daily that there are many cases like this in They were a bit shy at the beginning, but international businesses ventures, which business.Uke every boundary It can be a soon started to talk. In doing so, they took either fall or don't achieve the expected zone of uncertainty and risk OR a zorle of me into their Indo~French border space. enrichment and exchange. Without results. Beyondthe financial and economic connection- no border, becauseboundaries consequences, the "human cost" Is also They explained to me how much of a very high: people get hurt, mistrust rules connect as much as they separate, challenge. the profect meetings were for dependingonthe way we look at them. them., ~otbecause of the technical iS5uesJ the day, capabilities tall off, negative prejudices Intensify and contribute towards E.ut because the communication among In the social science of systemic exacerbating misunderstanding. ~helr colleaguesWa$sO strange for them. organisationtheory, It Is said that ~esand They were also.notreally able to figure out What happens In the Border Space? ~o(dm are the most energetic, fruitful and what their colleaguesor the project team creative spaces for the growth of an Description of Cross-cultural Mls- leader were wanting across, for perceptions organisationor a company. example, in many eir. expressiVe gestures. Sunil said: "They make some What happens In the "cross-cultural border I;.et's look at what we need to make the .border a creativeand fruitful space. noises... you know, we don't know what to zone"? Here Is the sequence of reactions
1. self-perception The very first st way I or co not per .. ot nature. Wf! are all. a product of the c :le have grown up In. To put it simply, culture refers here to habits, rules, values, of doing things that' are of people in a gr thin this lar group all these values, behaviours etc. are "normal" because "we" who belong to that part/cular group have them In common, that is, we don't need to explain them. We often don't even think that things could be done differently. 2. Expectationstowards others to SUbconsciously we expect others t we In the same manner. If, for exampl o all of quiet in a certain situation, it may seem very at when obvious (to mel) that my sUence expresses into the a discomfort. My positive assumption is that a "fair colleague" or boss will try to decrease ys stay quiet, r feel my discomfort. If my ,colleague or boss does at's happening". * not fulfil this expectation, then my reaction in a nice, sensl . will be to ascribe to this other person a n ng helps in itself. negatiVe judgement of my p nd the right place and the right expectation: "As they don't behave thisl especially when we are not "fair colleague or boss" would (in my known doing so. This is a general environment) then It means they are tion skill. It Is part of cross- "unfair". " mpetency, but alone is not 3. Knowledge about cultural 1. Learning to simultaneously trUst our sel'-perceptil'lli awd, question our dlm~lislomJ we share or do.-.'t share deductions Withothers: TO be "culturally competent" in our Our feelings and self~perception are of communication, knowledge af one's own course very trustwortl:ly companions! In a'nd of other people's cultural sensitivity is international ventures, they often indicate required. We need the cognitlv~ categories
,$Q. rec02nise what is 20in9 on in oUrselves as ,!促~l as to listen to OUrcolleagues. We need field research to sharpen our Perception and to create a shared language with people Team workshops or fac whOhi:tvedifferent cultural sensitlVltiesartd meetings as well as indlvidua expectations. individuals and teams the iearn how to understand ea But as a communication trai authenticity is one of the - capabiJities to ensure the communication. ~d asa cross-cultural trainer arH;Ic:oachpI <now that cross揃cultural competE!ncy揃揃 is.,il .:uman capability, that it Is a complex )ouqUet of skills and that knowledge only Is a lot to say on the different way we }ot enough...lt has to. be adapted to each culture to avoid the real problems, )ersonality and to be trained. not as a However, sometimes problems a :echnlque but as a human quality, elsewhere, for example, in :r you read a book on love, does that mean power plays, or in personal I IOU love? It is the same with cross-cultura.1 such cases, of course, solve them with cross :ompetency: your brain. may know alo~ Nevertheless, I lbout cultures and commUnication, and yet multicultural envlr 'au still揃 might find It difficult to be able to communicate well. address them aspects i J. learning spaces for developing that luman skills: 'or all these reasons, companies can ontrlbute to guarantee the sUccess of the tructures they put in place and to ensure he ROI of the money they invest abroad by roYidlng learning spaces for employees

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Scan0002

  • 1. Introduction ArI Indli-Fr~ch border? Of course It not exist NQt as~a border you and揃 cross after揃 presenting our揃 pass visa. A physical,geographical borderlinking India andfrance, of course, doesnot exist. a I:!prderdoes e erg In pos , a r suCCe$$,J a space where rtalnty, joy, somet(mes sadnessare present. A cross-culturalspace of risk andopportunities. As such, I~actually Is a very defln that eachQfuscreates when we do with one another,when we are m a bl-culturalor multicultural team, whenwe the are expatriates, when our boss is an Euro "expat", when we need to understan(lwhat so many things and places - they were the headquarters In Parts want, when our working long, hard hours at the office, and clients In India have wishes and requests had very little free time at the weekends.I that are completelynew to us, etc... was conducting a team workshop, andwe had a conve In cases like these, we are Interactingand what It was like for them working Inthat "border space French company site with We ail know how expensive this kind of The Indo-French border is In the middleof and bosses. failure is for a company. And we ail know our companiesand In the midst of out daily that there are many cases like this in They were a bit shy at the beginning, but international businesses ventures, which business.Uke every boundary It can be a soon started to talk. In doing so, they took either fall or don't achieve the expected zone of uncertainty and risk OR a zorle of me into their Indo~French border space. enrichment and exchange. Without results. Beyondthe financial and economic connection- no border, becauseboundaries consequences, the "human cost" Is also They explained to me how much of a very high: people get hurt, mistrust rules connect as much as they separate, challenge. the profect meetings were for dependingonthe way we look at them. them., ~otbecause of the technical iS5uesJ the day, capabilities tall off, negative prejudices Intensify and contribute towards E.ut because the communication among In the social science of systemic exacerbating misunderstanding. ~helr colleaguesWa$sO strange for them. organisationtheory, It Is said that ~esand They were also.notreally able to figure out What happens In the Border Space? ~o(dm are the most energetic, fruitful and what their colleaguesor the project team creative spaces for the growth of an Description of Cross-cultural Mls- leader were wanting across, for perceptions organisationor a company. example, in many eir. expressiVe gestures. Sunil said: "They make some What happens In the "cross-cultural border I;.et's look at what we need to make the .border a creativeand fruitful space. noises... you know, we don't know what to zone"? Here Is the sequence of reactions
  • 2. 1. self-perception The very first st way I or co not per .. ot nature. Wf! are all. a product of the c :le have grown up In. To put it simply, culture refers here to habits, rules, values, of doing things that' are of people in a gr thin this lar group all these values, behaviours etc. are "normal" because "we" who belong to that part/cular group have them In common, that is, we don't need to explain them. We often don't even think that things could be done differently. 2. Expectationstowards others to SUbconsciously we expect others t we In the same manner. If, for exampl o all of quiet in a certain situation, it may seem very at when obvious (to mel) that my sUence expresses into the a discomfort. My positive assumption is that a "fair colleague" or boss will try to decrease ys stay quiet, r feel my discomfort. If my ,colleague or boss does at's happening". * not fulfil this expectation, then my reaction in a nice, sensl . will be to ascribe to this other person a n ng helps in itself. negatiVe judgement of my p nd the right place and the right expectation: "As they don't behave thisl especially when we are not "fair colleague or boss" would (in my known doing so. This is a general environment) then It means they are tion skill. It Is part of cross- "unfair". " mpetency, but alone is not 3. Knowledge about cultural 1. Learning to simultaneously trUst our sel'-perceptil'lli awd, question our dlm~lislomJ we share or do.-.'t share deductions Withothers: TO be "culturally competent" in our Our feelings and self~perception are of communication, knowledge af one's own course very trustwortl:ly companions! In a'nd of other people's cultural sensitivity is international ventures, they often indicate required. We need the cognitlv~ categories
  • 3. ,$Q. rec02nise what is 20in9 on in oUrselves as ,!促~l as to listen to OUrcolleagues. We need field research to sharpen our Perception and to create a shared language with people Team workshops or fac whOhi:tvedifferent cultural sensitlVltiesartd meetings as well as indlvidua expectations. individuals and teams the iearn how to understand ea But as a communication trai authenticity is one of the - capabiJities to ensure the communication. ~d asa cross-cultural trainer arH;Ic:oachpI <now that cross揃cultural competE!ncy揃揃 is.,il .:uman capability, that it Is a complex )ouqUet of skills and that knowledge only Is a lot to say on the different way we }ot enough...lt has to. be adapted to each culture to avoid the real problems, )ersonality and to be trained. not as a However, sometimes problems a :echnlque but as a human quality, elsewhere, for example, in :r you read a book on love, does that mean power plays, or in personal I IOU love? It is the same with cross-cultura.1 such cases, of course, solve them with cross :ompetency: your brain. may know alo~ Nevertheless, I lbout cultures and commUnication, and yet multicultural envlr 'au still揃 might find It difficult to be able to communicate well. address them aspects i J. learning spaces for developing that luman skills: 'or all these reasons, companies can ontrlbute to guarantee the sUccess of the tructures they put in place and to ensure he ROI of the money they invest abroad by roYidlng learning spaces for employees