Leading and cooperating effectively across cultures
Feedback, decisions, hierarchy, disagreement, negotiation: what works in one team can stall in another. The aim is shared working rules, not cultural clichés.
Expatriate or newly appointed leaders, international project managers, multicultural teams, and Europe–Asia commercial or partnership relationships.
Misunderstandings accumulate, decisions are reopened, partners seem to agree and then nothing happens. Cooperation costs more energy than it should.
- 01
Diagnose cooperation issues
Feedback, decision, hierarchy, disagreement and negotiation, examined in context.
- 02
Work from real cases
Real examples and role-plays, without reducing individuals to national stereotypes.
- 03
Build team rules
Decision modes, escalation, communication and conflict management.
- 04
Support in practice
Workshops, manager support or preparation for an international appointment.
- Context-specific reference points
- Team working conventions
- Cooperation guide
- Debrief and actions to test
Workshops, individual or team support, pre-assignment modules. Scope defined by quotation.
16 years of expatriation in six countries — China, Malaysia, Indonesia, Denmark, Algeria and the United Arab Emirates — leading multicultural teams in executive roles at Schneider Electric.