WEBVTT 00:01:20.201 --> 00:01:23.409 We are all products of our culture. 00:01:25.589 --> 00:01:29.888 By age three we have formed opinions about right and wrong, good and bad, 00:01:29.889 --> 00:01:33.140 true and false and possible or impossible. 00:01:34.040 --> 00:01:39.618 As adults, we continue to observe the world around us through the lens of our own culture. 00:01:39.699 --> 00:01:44.109 Underneath the behavioral surface there are beliefs and attitudes about everything 00:01:44.110 --> 00:01:49.339 from personal space and eye contact to word choice and risk tolerance. 00:01:49.410 --> 00:01:54.398 Successfully interacting with global colleagues and customers begins with the mindset 00:01:54.399 --> 00:01:57.258 that people mean well in their actions to others. 00:01:57.259 --> 00:02:02.568 Being open to learning about why and how others react and respond in certain situations 00:02:02.569 --> 00:02:09.256 will go a long way toward improving relationships, solving problems and increasing productivity. 00:02:09.291 --> 00:02:17.018 In a global marketplace, understanding verbal and nonverbal cues is necessary for effective communication. 00:02:17.519 --> 00:02:23.498 Although we as people are unique, cultures as a whole tend to act in similar ways. 00:02:23.599 --> 00:02:29.743 For example, some view time as best spent on tasks. Some focus on relationships. 00:02:29.789 --> 00:02:35.068 Some put great value on authority or hierarchy. Others, equality. 00:02:35.239 --> 00:02:39.548 Approaches may vary from accepting risk to avoiding risk. 00:02:39.639 --> 00:02:46.728 A person's basic identity and motivation can be distinct and separate, or based on being part of a group. 00:02:46.779 --> 00:02:53.307 Even how directly or indirectly a person speaks may vary greatly from one culture to another. 00:02:53.459 --> 00:02:58.634 Cultural differences impact us in both our social lives and work environments. 00:02:58.679 --> 00:03:03.649 This diversity is enriching but can also be challenging in the work environment. 00:03:03.920 --> 00:03:06.736 How can Mexico be that much different? 00:03:06.740 --> 00:03:11.998 Our strollers are flying off the shelves in the U.S. but we can hardly give them away in Mexico. 00:03:12.009 --> 00:03:18.001 Cultural misunderstandings can be costly. Clarifying e-mails can waste precious time. 00:03:18.179 --> 00:03:21.959 Sales may be lost if we don't understand what the customer values. 00:03:22.440 --> 00:03:26.348 Productivity can suffer when global communication breaks down. 00:03:26.349 --> 00:03:30.398 To negotiate we must have solid information. 00:03:30.399 --> 00:03:34.389 The last email did not provide the background that we need. 00:03:34.390 --> 00:03:38.978 Without it, how can we win this new contract? 00:03:39.279 --> 00:03:44.308 In some cases, what is not said is more important than what is said. 00:03:44.309 --> 00:03:48.495 It's been three months since I sent the information. How much more do they need? 00:03:48.536 --> 00:03:51.472 I'd be on schedule were it not for these frightful delays. 00:03:51.500 --> 00:03:55.280 How can I move the project ahead straightaway and not seem rude? 00:03:55.299 --> 00:03:59.678 Working across cultures means understanding verbal and non verbal cues 00:03:59.679 --> 00:04:03.198 and being willing to adjust your behavior when necessary. 00:04:03.639 --> 00:04:06.449 By understanding the range of cultural differences, 00:04:06.500 --> 00:04:11.779 you can open the door to new business opportunities and improve current relationships. 00:04:13.399 --> 00:04:19.254 There are four steps you can use to bridge a potential cross-cultural communication gap. 00:04:19.264 --> 00:04:23.818 First - observe the behavior of your global colleagues or customers 00:04:23.819 --> 00:04:27.170 and pay attention to visual and auditory cues. 00:04:27.170 --> 00:04:32.168 Look for differences in meeting participation - how is everyone engaged? 00:04:32.170 --> 00:04:37.345 Observe the tempo of work - do some move quickly and others cautiously? 00:04:37.389 --> 00:04:43.037 Listen for signs of cooperation or competition - does it sound like progress is being made? 00:04:43.137 --> 00:04:46.888 If your team is stalled, take a moment to prepare a response 00:04:46.889 --> 00:04:50.371 that considers any cultural differences you observed. 00:04:50.500 --> 00:04:54.379 To help bridge any gaps in communication, engage others in a way 00:04:54.380 --> 00:04:59.028 that demonstrates sensitivity to how people from various cultures interact. 00:04:59.029 --> 00:05:04.914 And then notice the results of your attempt. Was it helpful? Did it work well - or not at all? 00:05:04.969 --> 00:05:07.909 Are there any cultural cues you may have missed? 00:05:07.909 --> 00:05:12.072 Be patient if the results are not what you expected or wanted. 00:05:12.160 --> 00:05:17.910 Take a moment to reconsider any reaction, and try again - perhaps with a different approach. 00:05:17.949 --> 00:05:23.538 When you are open to differences and are willing to use these cross-cultural communication steps, 00:05:23.539 --> 00:05:28.729 you can bridge the communication gaps that may exist in the global workplace. 00:05:41.579 --> 00:05:47.608 Research shows that in most cultures, relationships are often more important than tasks. 00:05:47.919 --> 00:05:52.888 In other cultures, tasks are highly valued and relationships are viewed as important 00:05:52.889 --> 00:05:56.198 only to the extent that they help accomplish the tasks. 00:05:56.199 --> 00:06:00.129 These differences often impact communication and work progress. 00:06:00.249 --> 00:06:04.029 I remember meeting you once at the pharmaceutical symposium in New York. How are you doing? 00:06:04.035 --> 00:06:07.618 I'll be better once we get this formulary rolled out - that is for certain. 00:06:07.671 --> 00:06:12.288 I'm really excited to work finally with you. How about your family? Is your family adapted to the change? 00:06:12.288 --> 00:06:15.961 They are good so far. It's only been a few months - so they're still a little homesick. 00:06:15.962 --> 00:06:18.197 This is what I worked on over the weekend. 00:06:18.197 --> 00:06:23.539 You and I can to present it to the entire team once we've a chance to come up the basic time line for the rollout. 00:06:23.540 --> 00:06:26.749 I'd like you to take a quick look at it. Do you worked on the weekend? 00:06:26.750 --> 00:06:27.891 I did. 00:06:27.891 --> 00:06:33.312 Of course I worked over the weekend. That's how things get done. Somebody needs to take control. 00:06:33.313 --> 00:06:39.396 The new formulary we developed and released in the U.K., Sweden and Germany last year 00:06:39.397 --> 00:06:43.634 has finally received the FDA approval in the U.S. It ís a straightforward change, 00:06:43.734 --> 00:06:48.049 so much of the work has been done in terms of logo, packaging, FDA label inserts, 00:06:48.050 --> 00:06:52.186 brand style sheet and so on. We should be able to roll this out in the third quarter. 00:06:52.187 --> 00:06:56.168 Third quarter? We've released our products before overseas but.. 00:06:56.169 --> 00:07:01.004 this schedule for some people it might look a little bit aggressive. How about four hour US team? 00:07:01.004 --> 00:07:04.868 We need more time. How about marketing? Can marketing move that fast? 00:07:04.869 --> 00:07:09.308 The US team needs to be part of the process. We can't just force a plan on them. 00:07:09.309 --> 00:07:13.974 We need to have some hard goals and deadlines to meet. We can always adjust later if we need to. 00:07:13.975 --> 00:07:17.893 Perhaps it would be wise to consult with our U.S. partners before we submit this schedule. 00:07:17.894 --> 00:07:22.605 I'd really like to be able to agree on a time line to present to the group. 00:07:22.632 --> 00:07:28.352 I'm always able to move people forward. But this is clearly going nowhere in a big hurry. 00:07:28.394 --> 00:07:33.388 Is she willing to move forward or will I need to push her if I want her to move faster? 00:07:33.579 --> 00:07:37.848 It may be a good idea to review this carefully before moving a time line forward. 00:07:37.849 --> 00:07:42.658 This isn't how we do things. How can I trust you when I don't even know you? 00:07:42.658 --> 00:07:47.658 You're pushing a timeline on me when we've only just begun to work together. 00:07:47.659 --> 00:07:52.661 Why don't you and I go away and come back and meet this afternoon after you've had time to review the time line. 00:07:52.869 --> 00:07:58.409 Keep in mind that Ava and Elicia have differing views about the priority placed on a task 00:07:58.410 --> 00:08:04.149 versus a relationship. Understanding differences can help you adjust your communication 00:08:04.149 --> 00:08:07.498 in global interactions to achieve positive results. 00:08:13.089 --> 00:08:18.209 Earlier in the day, Ava observed that Elicia seemed uncomfortable with the timeline 00:08:18.210 --> 00:08:23.635 for the rollout of the new drug. She decided to take a step back and prepare a different approach. 00:08:23.735 --> 00:08:27.027 Hello again. Yes. Hello. You had a good lunch I trust? 00:08:27.030 --> 00:08:31.013 She probably sat all alone working at her desk. Thank you for asking. 00:08:31.020 --> 00:08:33.464 She still seems hesitant and closed off. 00:08:33.499 --> 00:08:37.062 She wanted to get to know me better earlier so let's see if she still does. 00:08:37.162 --> 00:08:41.135 After I went to lunch it occurred to me that you and I could have gone to lunch together today. 00:08:41.136 --> 00:08:43.036 I'm a recent transplant after all. 00:08:43.044 --> 00:08:46.509 That would have been good. There are a number of good places to eat in this area. 00:08:46.512 --> 00:08:49.241 After I thought about it I realized that perhaps 00:08:49.242 --> 00:08:53.530 we could get to know each other before working on this time line and the rollout. 00:08:53.540 --> 00:08:59.581 Yes. Some time we just work with other people through emails and conference calls and don't even see them. 00:08:59.582 --> 00:09:04.222 And you may have noticed that sometimes I get a little deadline focused. 00:09:04.230 --> 00:09:07.232 You may have to mention something to me if I start pushing too hard. 00:09:07.233 --> 00:09:08.743 I understand. 00:09:08.769 --> 00:09:14.428 It's helpful to remember that in some cultures the task and the destination are the focus. 00:09:14.480 --> 00:09:18.289 For others, the relationship and the journey are more important. 00:09:18.510 --> 00:09:24.212 Ava was able to engage Elicia by relaxing her emphasis on the deadline at hand. 00:09:24.410 --> 00:09:29.810 She made an effort to build a trust relationship with Elicia and noticed the results. 00:09:29.835 --> 00:09:35.037 The open process provided the bridge to cross this communication gap. 00:09:47.919 --> 00:09:52.062 The value we place on hierarchy determines our behavior. 00:09:52.109 --> 00:09:58.435 For example, in Germany, people with the most status extend their hand first when introduced. 00:09:58.440 --> 00:10:03.543 In China, people stay within their assigned role and are rewarded for loyalty. 00:10:03.544 --> 00:10:09.251 In the United States, management frequently welcomes employee suggestions or complaints. 00:10:09.329 --> 00:10:14.389 Hierarchy is an important consideration when problem solving or brainstorming. 00:10:14.590 --> 00:10:20.199 This is the time I set aside for our meeting. You have something to discuss with me? 00:10:20.200 --> 00:10:25.141 You bet. But hold on a second. I want to find a copy of that report you sent me up. 00:10:25.141 --> 00:10:26.387 Ah - here it is! 00:10:27.650 --> 00:10:33.592 Ok. I asked you and your engineering team how to get resolution beyond 220 millimeters 00:10:33.599 --> 00:10:39.513 for the ultrasound model Z-7300. And you've got one option. 00:10:39.619 --> 00:10:44.814 Your report says we would need to switch the probe in order to get the resolution that we need. 00:10:44.848 --> 00:10:46.773 Is that your recommendation? 00:10:46.951 --> 00:10:54.998 Our team looked at many options. The 7.5MHz linear probe shows the most promise. 00:10:54.999 --> 00:10:59.552 We are prepared to do whatever it is that you direct us to do. 00:10:59.552 --> 00:11:07.474 7.5 megahertz. OK. Got it. What options did you find that didn't include changing the probe? 00:11:07.480 --> 00:11:13.139 He should know that I cannot speak for the team. They are not here. 00:11:13.209 --> 00:11:17.563 A manager should not ask this of me. It is wrong. 00:11:17.565 --> 00:11:21.435 We discussed the probe at great length. 00:11:21.440 --> 00:11:26.388 Our team reviewed the use of the probe without the modified neck fitting. 00:11:26.969 --> 00:11:29.345 It is not a simple matter. 00:11:29.350 --> 00:11:35.532 I'm trying to get your opinion here Chen. You're the team leader. Empowerment. 00:11:35.540 --> 00:11:42.194 So if I use the 7.5 megahertz probe you will need to modify the neck fitting. 00:11:42.244 --> 00:11:44.949 Got it. What other options are there? 00:11:45.039 --> 00:11:50.727 We may run into issues with the neck fitting modification. 00:11:50.779 --> 00:11:54.888 We may need more time to study the situation. 00:11:54.889 --> 00:11:57.359 I thought that's what this report was. 00:11:57.699 --> 00:12:01.503 I thought this was your team's assessment of the situation. 00:12:02.280 --> 00:12:04.624 But you only gave me one option. 00:12:05.720 --> 00:12:10.253 Yes. We looked very carefully at the probe. 00:12:10.649 --> 00:12:15.334 This is not right. He keeps asking me the same questions. 00:12:15.559 --> 00:12:20.546 If I do not give him the answer he wants,this will not be good for our team. 00:12:20.547 --> 00:12:26.751 But one option doesn't give me a choice. I need more than one option in order to have a choice. 00:12:27.069 --> 00:12:33.539 Something is not right. I keep asking him the same question and he won't give me his opinion. 00:12:33.539 --> 00:12:38.813 I tell you what. Why don't I think about this a little bit and let's get together later today. 00:12:38.913 --> 00:12:41.093 Is your online calendar up to date? 00:12:41.096 --> 00:12:44.917 Yes. Ok. I'll schedule it. 00:12:46.700 --> 00:12:47.700 Thank you. 00:12:47.780 --> 00:12:52.526 Subordinates who value hierarchy typically do not voice disagreement. 00:12:52.540 --> 00:12:56.281 Instead, they carry out orders as a sign of respect. 00:12:56.476 --> 00:13:03.627 If management values equality, it may be frustrating to try unsuccessfully to get opinions from employees. 00:13:03.630 --> 00:13:07.496 The OPEN process can be used to adjust to these differences. 00:13:13.389 --> 00:13:18.232 Mark believes that he should consult his employees and ask for their opinions. 00:13:18.235 --> 00:13:20.810 He sees hierarchy as exploitive. 00:13:21.172 --> 00:13:25.915 Chen would never disagres, and sees hierarchy as natural and necessary. 00:13:26.110 --> 00:13:30.478 When you were in earlier today I failed to mention the other aspects of your report. 00:13:30.479 --> 00:13:34.749 You did a very good job on the stress tests for the track ball and obstetrics assembly. 00:13:34.750 --> 00:13:35.808 Very thorough. 00:13:36.229 --> 00:13:41.330 Yes. Thank you. Our team worked hard on the report. 00:13:41.332 --> 00:13:45.803 And it got me thinking again about the resolution for the ultrasound. 00:13:46.139 --> 00:13:50.608 I still need his opinion. I need to try another approach. 00:13:50.609 --> 00:13:56.049 You're aware of our competition in China. What options do you think they are looking at? 00:13:56.096 --> 00:14:01.809 If we can find a way to beat the competition, his status will increase. 00:14:01.869 --> 00:14:06.777 If there is a winning strategy, he would be very pleased. 00:14:07.195 --> 00:14:12.201 The competition might be looking at the digital scan converter. 00:14:12.201 --> 00:14:13.512 How so? 00:14:13.539 --> 00:14:18.559 The digital scan converter could be adjusted or improved 00:14:18.560 --> 00:14:24.841 for peak detection and larger pulse echo amplitudes. 00:14:24.860 --> 00:14:27.178 Is that an option you think might work? 00:14:27.379 --> 00:14:33.889 If you would like our team to explore that option it may yield positive results. 00:14:34.056 --> 00:14:39.685 Is that your directive? Yes. Great. Let's do that. 00:14:39.689 --> 00:14:43.958 Because Mark observed Mr. Chen's discomfort and perceived him as evasive, 00:14:43.989 --> 00:14:48.799 he adjusted his approach to draw out an opinion from a key team member. 00:14:48.829 --> 00:14:55.203 Like the tip of an iceberg, behavioral cues indicate deeper cultural and societal beliefs. 00:14:55.203 --> 00:14:59.448 When we use the OPEN process we can understand cultural beliefs, 00:14:59.449 --> 00:15:02.268 and not just react to outward behavior. 00:15:13.989 --> 00:15:20.049 In problem solving situations, global colleagues may demonstrate different attitudes towards risk. 00:15:20.170 --> 00:15:24.498 Some cultures are uncomfortable in uncertain or unknown situations, 00:15:24.499 --> 00:15:28.409 while others are able to readily accept a higher level of uncertainty. 00:15:28.489 --> 00:15:33.645 Acknowledging these differences can become important when solving problems in the workplace. 00:15:33.655 --> 00:15:36.467 I'm glad you can join us today Sarit. How's the weather in Mumbai? 00:15:36.489 --> 00:15:41.449 Hello Robin. It's a little after sunset so the temperature is around 90 Fahrenheit. 00:15:41.450 --> 00:15:45.365 Oh my goodness. Well it's a good thing you have AC. I have Elicia here with me. 00:15:45.497 --> 00:15:50.406 Hello again Sarit. I haven't spoken to you since the international sales meeting. You are well? 00:15:50.410 --> 00:15:53.521 Yes I am. Thank you. OK - well let's get started. 00:15:53.521 --> 00:15:59.610 The job for the three of us is to figure out the pricing for the new formulary that we'll be rolling out in the U.S. 00:15:59.627 --> 00:16:02.671 We'll need pricing for new customers, for existing customers 00:16:02.672 --> 00:16:05.809 and for bundling it with the existing encapsulated dosage. 00:16:05.815 --> 00:16:09.708 Sarit - I'm sending you a time line for the rollout that Ava and I worked on. 00:16:09.808 --> 00:16:12.968 It's aggressive, but we think we can do it. Let me know when you get it. 00:16:13.007 --> 00:16:17.883 Okey. So if the three of us can agree on pricing then we present to management? 00:16:18.083 --> 00:16:19.083 Yes. 00:16:19.165 --> 00:16:23.294 Yes. I see the time line right here but I haven't opened it, yet. 00:16:23.749 --> 00:16:27.200 I'll need to look it over very carefully and then I get back to you. 00:16:27.200 --> 00:16:32.753 So Sarit - this is exactly what we did last year when we changed the formulary from capsules to liquid. 00:16:32.935 --> 00:16:34.999 Do you have last year's pricing breakdown? 00:16:34.999 --> 00:16:39.096 I'm sure I do. I'll go ahead and send it over to you once I review your time line. 00:16:39.252 --> 00:16:42.207 And I do remember that there is an executive summary page 00:16:42.208 --> 00:16:45.391 included before the spreadsheets that we can use as a guideline. 00:16:45.392 --> 00:16:48.211 Should we look at the sales patterns in the different regions? 00:16:48.356 --> 00:16:54.099 What if they're different? Maybe we can't really do anything until we see your spreadsheet. 00:16:54.219 --> 00:16:57.973 I'd really like to get the executive summary today so we can talk about it. 00:16:57.975 --> 00:17:02.083 Elicia - we could look at last year's sales patterns across regions. 00:17:02.393 --> 00:17:07.766 And we can use those figures as the framework to propose a pricing structure for this year. 00:17:07.766 --> 00:17:11.289 And we can always adjust it later once we have the actual sales figures. 00:17:11.310 --> 00:17:15.327 Exactly. Sales figures could take weeks to confirm. 00:17:15.482 --> 00:17:19.896 Today we can at least get a preliminary recommendation for management to look at. 00:17:19.897 --> 00:17:22.837 Wait. Was the last rollout in the same quarter? 00:17:22.892 --> 00:17:25.582 Cold and flu season could make a difference in demand. 00:17:25.584 --> 00:17:30.506 And what about the sales force? Did they have trouble presenting it to physicians, or was it easy? 00:17:30.515 --> 00:17:35.143 Good point. Maybe we should price it upwards by a percentage. 00:17:35.145 --> 00:17:36.794 That's not what I meant. 00:17:37.099 --> 00:17:40.518 Elicia is putting up barriers to the rollout, and I am not sure why. 00:17:40.667 --> 00:17:44.480 Something seems to be bothering her. I need a moment to think about this. 00:17:44.567 --> 00:17:48.499 Excuse me - but there is something to attend to for a moment here. 00:17:48.656 --> 00:17:54.941 Would you object to taking a short break - maybe 10 minutes - and then we resume our discussion? 00:17:54.943 --> 00:17:56.213 Yes. A break would be good. 00:17:56.213 --> 00:18:01.873 Ok. Fine. I'll put you on mute. Let's be back in 10 minutes so we can move forward. 00:18:01.979 --> 00:18:06.999 When people approach risk differently, negotiation and problem solving change. 00:18:07.000 --> 00:18:11.816 It is possible to detect the level of comfort with a strategy or situation. 00:18:11.839 --> 00:18:15.218 The OPEN process can help uncover thoughts and feelings 00:18:15.219 --> 00:18:19.008 and reveal how much information people may be needed. 00:18:22.723 --> 00:18:27.313 Robin and Elicia have very different levels of comfort with risk and uncertainty. 00:18:27.467 --> 00:18:32.982 Although Sarit is not adverse to risk, he detected Elicia's discomfort and addressed it. 00:18:32.983 --> 00:18:38.954 Thanks for the break. So I was thinking. Elicia, you've been with our company the longest. 00:18:39.299 --> 00:18:41.761 Elicia clearly needs more information. 00:18:41.761 --> 00:18:45.478 We should acknowledge that and maybe we can get her the information that is critical, 00:18:45.738 --> 00:18:47.247 so we can keep things moving. 00:18:47.248 --> 00:18:51.451 So, what sort of background information or data do you believe we need 00:18:51.490 --> 00:18:54.513 to make a pricing and bundling recommendation? 00:18:54.583 --> 00:18:59.084 We need the sales figures you mentioned. We could use information from the sales force. 00:18:59.085 --> 00:19:03.659 Broken down per region. We need to know if the manufacturing cost will be different 00:19:03.660 --> 00:19:06.405 based on the new packaging and increases in vendor costs. 00:19:06.410 --> 00:19:07.791 We need that information... Hold it. 00:19:07.792 --> 00:19:12.046 If we do all that we'll be releasing this in three years not three quarters. 00:19:12.177 --> 00:19:18.433 Let's base our prices on information we already have and chenge it later if we need to. 00:19:18.605 --> 00:19:24.797 Robin, I agree that getting to market is critical but I think Elicia may have a point. 00:19:24.799 --> 00:19:30.359 Elicia - what is the minimum amount of additional information you think we should gather, 00:19:30.360 --> 00:19:33.078 and still be able to move forward quickly with a recommendation? 00:19:33.079 --> 00:19:38.308 At the minimum we should have the sales figures broken down by quarter for last year's release... 00:19:38.700 --> 00:19:43.889 We know that one culture may view a new direction as interesting or a way to make progress 00:19:43.890 --> 00:19:47.910 while those from another culture look at the same view and see danger. 00:19:48.409 --> 00:19:54.128 So remember, when solving problems or making decisions, flexibility is often needed. 00:20:08.860 --> 00:20:14.278 Societies around the world tend to focus on either individual or group achievement. 00:20:14.360 --> 00:20:19.996 A group focused culture believes that what's best for the organization is most important. 00:20:20.016 --> 00:20:26.420 A self focused culture believes that if the individual does well, the organization will thrive too. 00:20:26.609 --> 00:20:30.139 Keeping these differences in mind can be important when creating 00:20:30.140 --> 00:20:33.079 motivational programs or business incentives. 00:20:33.099 --> 00:20:37.658 I am so glad we were able to come in for the international conference a day early. 00:20:37.682 --> 00:20:41.781 We were able to go sightseeing as well do some business. 00:20:41.848 --> 00:20:44.953 It's nice to see you again Suzuki-San. It's been a long time. 00:20:44.953 --> 00:20:46.701 It's lovely here this time of year. 00:20:46.775 --> 00:20:50.361 Yes it is - and we thank you for joining us. 00:20:50.365 --> 00:20:54.233 As you know, part of my role as Vice President of International Sales 00:20:54.234 --> 00:20:56.918 is to develop incentive programs. 00:20:56.918 --> 00:21:00.579 Yes. It's quite nice that the initiatives are all centralized in your area. 00:21:00.678 --> 00:21:04.731 Thank you. Today we are pleased to share with you a new initiative to 00:21:04.872 --> 00:21:08.615 increase sales and bring our teams together. 00:21:08.616 --> 00:21:09.793 Excellent. 00:21:09.794 --> 00:21:16.420 Margaret, you will be responsible for the program in the United States and Europe. 00:21:16.421 --> 00:21:19.575 I see. But I still don't know what the program entails. 00:21:20.233 --> 00:21:26.233 Here are the details of the program. It did very well in pilot test runs in Asia. 00:21:35.501 --> 00:21:39.431 We also have data from pilot tests in Colombia and Brazil. 00:21:39.585 --> 00:21:43.489 By way of summary, what are the basics of the program? 00:21:43.689 --> 00:21:45.959 It is based on global team sales. 00:21:46.029 --> 00:21:51.035 Each team is cross-functional and is organized across our main product lines - 00:21:51.035 --> 00:21:55.459 consumer, aerospace, automotive and electronics. 00:21:55.466 --> 00:22:01.198 Excuse me. The program is based on cross functional team goals - not individual goals? 00:22:01.198 --> 00:22:06.910 Yes. It is a team based incentive program. We spent nearly one year in pilots 00:22:07.052 --> 00:22:11.262 and the team sales numbers exceeded our expectations significantly. 00:22:11.751 --> 00:22:16.710 Suzuki-San, I feel I must tell you. I do not think this will be well received by my sales reps. 00:22:17.541 --> 00:22:20.008 We believe it will be well received. 00:22:20.035 --> 00:22:26.880 No, you see.. My sales reps like to be self-sufficient - and achieve rewards through individual effort. 00:22:26.959 --> 00:22:31.386 How can something that's good for the company not be good for the individual? 00:22:34.658 --> 00:22:36.415 Excuse me a moment. 00:22:36.459 --> 00:22:41.068 When working with those from other cultures, it helps to remember that typically Asia, 00:22:41.069 --> 00:22:47.120 Central America and South America give priority to and are motivated by collective goals. 00:22:47.220 --> 00:22:53.881 The United Kingdom, other countries in Europe, and the United States, place a priority on individual goals. 00:22:59.959 --> 00:23:05.526 Margaret, has voiced her objection to an incentive program based on team goals. 00:23:05.550 --> 00:23:11.750 Suzuki-San's challenge will be to use the OPEN process to better understand those objections. 00:23:11.779 --> 00:23:16.111 Margaret, it may interest you to know that as the cross-functional teams 00:23:16.112 --> 00:23:20.386 worked toward the sales goals, the customer feedback also improved. 00:23:20.620 --> 00:23:25.013 I see what you're getting at, but I'm not sure you see my position here. 00:23:25.599 --> 00:23:29.808 I know my people. They'll say 'Why should I make an effort when someone else on the team 00:23:29.809 --> 00:23:32.892 could simply twiddle their thumbs and do nothing?' 00:23:33.090 --> 00:23:38.275 There must be some way to sort it out. I really need the incentive to reward the individuals. 00:23:38.280 --> 00:23:44.581 If we insist on a position without listening or compromise, it may disrupt team harmony. 00:23:44.582 --> 00:23:48.816 We know that this is not the way it is typically done in your territory. 00:23:48.817 --> 00:23:50.477 No indeed. 00:23:50.479 --> 00:23:54.379 It may help you to know that the positive impact on customer relations, 00:23:54.379 --> 00:23:58.019 in addition to increased sales, was significant. 00:23:58.020 --> 00:24:02.365 That is positive - certainly. But there must be another solution. 00:24:04.009 --> 00:24:15.550 (Japanese) 00:24:17.449 --> 00:24:19.743 We understand your concerns Margaret. 00:24:19.743 --> 00:24:27.579 We really need this to be an organization - wide incentive. Perhaps there is another option. 00:24:27.579 --> 00:24:34.306 Well - as you were talking, I was thinking that an option may be to create a split 00:24:34.308 --> 00:24:37.393 that rewards team members based on their contribution. 00:24:37.393 --> 00:24:42.388 Cultures that value connections with others thrive with team centered approaches. 00:24:42.667 --> 00:24:46.505 Individualistic cultures do better working on teams when there is 00:24:46.505 --> 00:24:50.533 some sort of individual reward associated with the teamwork. 00:24:50.659 --> 00:24:55.019 The OPEN process is a way to bridge the global communication divide. 00:25:05.998 --> 00:25:10.985 In a culture which communicates indirectly, there are many ways to says 'no', 00:25:10.986 --> 00:25:14.115 none of which is saying the actual word 'no'. 00:25:14.240 --> 00:25:17.888 When one individual speaks in a direct and linear manner, 00:25:17.889 --> 00:25:23.308 and the other speaks in an indirect and circular manner, misunderstandings can occur. 00:25:23.309 --> 00:25:26.209 It can be difficult to always know what is really going on. 00:25:27.072 --> 00:25:29.539 Hello Renado. How are things in Mexico City today? 00:25:29.563 --> 00:25:34.032 Well. We are well. Everything is wonderful. You are still taking Spanish lessons I see? 00:25:34.072 --> 00:25:40.491 Yes. I still try to learn Spanish. I don't know if I'll ever be good enough though. 00:25:40.739 --> 00:25:46.642 That's why we need distributor partners like you Renado. To get the job done when we can't. 00:25:46.642 --> 00:25:51.975 We are happy to distribute products of such quality. We are partners in prosperity - yes? 00:25:51.976 --> 00:25:55.309 I sure hope so. Prosperity is a good thing - yes? 00:25:55.309 --> 00:26:00.175 That's what I wanted to talk to you about today. One of our products just isn't selling. 00:26:01.212 --> 00:26:03.181 I am deeply saddened to hear that. 00:26:03.246 --> 00:26:05.925 We depend on the quality of your products just as you 00:26:05.925 --> 00:26:08.244 depend on us to bring your products to our people. 00:26:08.261 --> 00:26:13.027 If there are corrections or changes we need to make you must let us know. 00:26:13.028 --> 00:26:15.991 We value our partnership greatly, as you know. 00:26:15.992 --> 00:26:20.939 Yes. I know. I want to know why the baby stroller isn't selling. 00:26:21.248 --> 00:26:24.267 It's flying off the shelves in the U.S. I don't get it. 00:26:24.267 --> 00:26:27.627 The Mexico City focus groups gave us really positive results. 00:26:27.628 --> 00:26:29.816 What do you think the problem is? 00:26:30.607 --> 00:26:36.610 Yes - the focus groups that your U.S. team conducted had very good results. 00:26:36.620 --> 00:26:39.364 When they met with our customers we got nothing but good comments. 00:26:39.364 --> 00:26:42.436 That is why we value our relationship with Global Products. 00:26:42.437 --> 00:26:46.940 You give us high quality and we are proud to distribute your products for you. 00:26:47.160 --> 00:26:50.449 I know we got good comments. That's not the problem. 00:26:50.450 --> 00:26:55.701 I'm asking a direct question. Why can't he give me a straight answer? 00:26:55.800 --> 00:27:01.999 Yes - but why aren't the strollers selling? Did you see the sales figures from the first quarter? 00:27:02.000 --> 00:27:06.448 Sales figures? Oh yes. We always see the sales figures. 00:27:06.459 --> 00:27:09.434 We keep a very close eye on every product. 00:27:10.145 --> 00:27:14.161 You can trust us to be exact with our inventory and our sales numbers. 00:27:14.204 --> 00:27:17.709 Ah, here is Jacinta. She was a member of one of the focus groups. 00:27:17.710 --> 00:27:23.066 Jacinta! Come say hello to Mr. Robbins. Hello, Mr. Robins. 00:27:23.066 --> 00:27:27.611 His company makes the baby strollers you helped to test. 00:27:27.612 --> 00:27:31.295 Bill has OBSERVED that he isn't getting the information that he needs 00:27:31.299 --> 00:27:36.111 by taking a direct approach even though Renado is highly engaged. 00:27:36.120 --> 00:27:40.961 He will need to PREPARE a response and ENGAGE Renado in a different manner. 00:27:46.069 --> 00:27:51.228 Remember, indirect communication is not the same as non-communication. 00:27:51.229 --> 00:27:56.203 When you understand the differences between direct and indirect approaches, you can adjust. 00:27:56.210 --> 00:28:01.190 Ok - time for a new approach. I know he has the expertise. 00:28:01.194 --> 00:28:04.560 I just need to find a way to get at it. 00:28:04.561 --> 00:28:09.378 Renado, before you joined us, you worked for the "other guys." 00:28:09.619 --> 00:28:14.162 I heard that you were very successful gathering customer input when you worked there. 00:28:14.262 --> 00:28:16.587 Can you tell me how you did that? 00:28:16.722 --> 00:28:24.595 Ah... my former employer. They did not do things quite the same way as we do here. 00:28:24.649 --> 00:28:28.622 Who is to say which way is better? Right? It is just different. 00:28:28.622 --> 00:28:30.740 What did they do differently? 00:28:32.397 --> 00:28:34.273 Actually... not much at all. 00:28:34.273 --> 00:28:38.388 Perhaps they conducted their focus groups a little differently 00:28:38.389 --> 00:28:40.608 than the one you conducted in Mexico City. 00:28:41.967 --> 00:28:46.317 It was a long time ago, so you must forgive me if I am not clear on all the details. 00:28:46.320 --> 00:28:50.100 Different in what way? Bigger groups? Smaller groups? 00:28:50.100 --> 00:28:53.814 The size of the group - it could matter, yes? Or who is in the group. 00:28:53.820 --> 00:28:57.089 Or the time of day. There are so many factors. 00:28:57.189 --> 00:29:00.330 What are some factors that would be different? 00:29:00.779 --> 00:29:06.948 I was not in the focus group you understand. But perhaps for a baby stroller focus group 00:29:06.949 --> 00:29:11.289 they may have used a woman instead of a man to lead the people. 00:29:11.299 --> 00:29:14.838 A woman for a baby stroller. That makes sense. 00:29:14.839 --> 00:29:19.501 And perhaps, a local person would run the focus group. 00:29:19.701 --> 00:29:23.207 Someone from Mexico city, or from Cuernavaca, who is to say? 00:29:23.210 --> 00:29:27.638 But we would never tell you how to run your focus group. 00:29:27.639 --> 00:29:30.415 We just need to be told how we can be of service to you. 00:29:30.470 --> 00:29:34.586 You know - maybe we need to step back and see what the problem is 00:29:34.690 --> 00:29:37.081 with sales by doing another round of focus groups. 00:29:37.250 --> 00:29:41.338 I hate to back track but maybe it's what I need to do. 00:29:41.339 --> 00:29:44.028 I could ask you to find a female facilitator that's local. 00:29:44.188 --> 00:29:49.903 Ah, that is a great idea! You know, that is why your company is so great to work with. 00:29:49.904 --> 00:29:53.744 So many great ideas as well as great products. It's a good idea Bill! 00:29:53.809 --> 00:29:57.828 With indirect communication you may OBSERVE cues such as touching, 00:29:57.829 --> 00:30:01.339 overlapping conversations or long periods of silence. 00:30:01.449 --> 00:30:07.685 A direct communicator will introduce ideas, quickly, use specific words and share opinions easily. 00:30:07.839 --> 00:30:12.726 The lesson is that sometimes 'yes' means 'yes' and sometimes it means 'no.' 00:30:12.890 --> 00:30:18.755 It is up to you to use the OPEN process to be more effective in your global communication. 00:30:30.569 --> 00:30:35.711 Global communication is not only a reality - it is a business necessity. 00:30:35.720 --> 00:30:41.059 In multinational organizations there may be a common language - but not a common culture. 00:30:41.857 --> 00:30:46.928 Our world view shapes our perspective - but it does not have to shape our behavior. 00:30:46.929 --> 00:30:51.971 The way we were raised may cause us to focus on either tasks or relationships. 00:30:51.975 --> 00:30:56.986 We may believe that hierarchy is critical or that equality is more important. 00:30:57.219 --> 00:31:01.520 Problem solving may reveal our tolerance for risk and uncertainty. 00:31:02.002 --> 00:31:05.673 We may be either self-directed or group focused. 00:31:06.011 --> 00:31:09.723 And we may communicate either directly, or indirectly. 00:31:10.209 --> 00:31:15.096 There is no right or wrong. There is only observance and understanding. 00:31:15.669 --> 00:31:20.414 OPEN is a framework you can use whenever you're unsure - or are being challenged 00:31:20.414 --> 00:31:23.994 or are faced with a cross-cultural meeting dynamic. 00:31:24.279 --> 00:31:31.188 Take a deep breath. Observe the behaviors, prepare a response and engage in communication. 00:31:31.189 --> 00:31:33.908 Notice the reaction and move on... 00:31:33.960 --> 00:31:38.686 Move on to a world in which we can see each other's cultural differences... 00:31:38.729 --> 00:31:41.035 Open the doors of communication... 00:31:41.039 --> 00:31:45.800 Hear what may be unspoken... And understand how to move forward. 00:31:45.801 --> 00:31:54.506 When you open your mind, you can open the world.