Workshops

Friday May 27th, 2010

Richard Bents Ph.D. and Dr. Reiner Blank

International Understanding – Völkerverständigung - International good will

Conversation Cafe

Creating understanding between people of different cultural backgrounds is a celebration of diversity.  Multi-cultural companies and organizations provide unique opportunities to create deeper levels of understanding among people and cultures.  People are diverse, cultures are diverse and organizations are diverse.  We can all learn from each other.

Using Jungian type as a basic starting point for a common language we would like to engage the participants in a conversation that explores the differences among people, culture, and organization.  Further, we would like to explore the possible emergence of a ‘global leader’ - someone who can move from culture to culture, organization to organization with grace, dexterity, and effectiveness.

Finally, participants in this ‘conversation café’ will leave with a personal commitment to an action plan and a network to support their plan.

Introduction

Explain the Conversation Cafe process and Agreements

Agreements for a Great Conversation:

Open-mindedness: listen to and respect all points of view
Acceptance: suspend judgment as best you can
Curiosity: seek to understand rather than persuade
Discovery: question old assumptions, look for new insights
Sincerity: speak for yourself about what has personal heart and meaning
Brevity: go for honesty and depth but don't go on and on

Process

Round One, introduction and opening
Round Two, deeper insights
Spirited Dialog, open discussion
Closing, debrief and commitment

Presentation

Presentation (15 – 20 minutes) ending with a stimulating question

Cultural type: preferences of nations (USA, GB, China, Switzerland, France) - we can talk about trends, differentiate type with cultural behavior patterns, and how to prepare people to "understand" and "encounter" pro-actively people in a different country. (Examples: China = ISTJ - you have to understand the introverted S: the rules and regulations which govern the dynastic system; Scandinavians are more introverted than....; if you know the SF-culture of India, you make friends with people who know the system and they get the papers you need the next day  (lots of managers are frustrated because they can't work the system)

Organizational type: AT&T (ISTJ) Walmart (ESTJ) Disney (ENFP)…

The Emerging Type for Global Leadership: What are the characteristics of a ‘global leader’? Does type theory apply? Do ‘global leaders’ have a better grasp of ‘diversity’? How do we develop ‘global leaders’?

Question: What is your contribution to the very thing you complain about regarding type (culture type, organization type, emerging type for global leadership)?

Group Work (groups of 5 – 7)

Round one: Each person speaks in turn (2 minutes), going around the circle once. Each person holds the talking object while they speak. During this round, everyone says their name and speaks briefly about what is on their minds the question posed. Anyone may pass if they don't want to speak. Everyone is asked to express themselves fully yet succinctly, allowing time for others to speak. No feedback or response.

Round two: Now that everyone has been introduced, the group goes around the circle again (each person 2 minutes). If someone wants to respond to another's remarks, they can do so in their own turn. Each person holds the talking object. To allow more time for conversation, keep remarks brief, possibly just naming the theme or subjects you want to delve into more deeply. Again, no feedback or response.

Spirited Dialogue: Now the conversation opens up and people can speak in no particular order (15 minutes). This conversation will take up most of the time. If there is domination, contention, or lack of focus, the host may suggest that the group again use the talking object. Keep in mind the agreements.

Closing: A few minutes before the end of the Café, the host will ask everyone to go around the circle again (1 minute for each person), giving each a chance to say briefly what they are taking away from the conversation and what actions they will take as a result.

The presenter(s) will summarize and offer closing insights, and identify networking options.