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D1) Interpersonal Engagement Interpersonal Impact
The degree to which people have a desire and willingness to initiate and maintain relationships with different (cross-cultural) individuals.
D2) Social Initiative and Social Competence/ Social Capital
The extent to which people exhibit interest in, and awareness of, their (cross-cultural) social environment.
D3) Conflict Management
Different ways of responses to perceived conflict include avoidance, confrontation, accommodation, aggressiveness, passive resistance, and collaboration.
D4) Networking/ Team Building/ Collaboration
At the behavioral level, forming a network is one of the most critical factors for developing an individual Global Mindset. A big Network helps to stay up-to-date and promotes interaction with people from other cultures. You can use these networks to get out of it to draw personal feedback, but also strong intercultural relationships with committing to progress personally as well as in your career. The advantage of that arising from the expansion of networks is reflected in the practitioner contributions such as the following: like when learning to speak a second language; it’s helpful to make yourself happy with people from other parts of the world to develop a global mindset. These relationships facilitate learning about what works and what does not. The ability to form alliances across cultures is not given, but the more positive intercultural relationships you develop, the more comfortable you will be with it. It is important to maintain relationships and to set and exchange with them regularly. Cultivating these relationships beyond the workplace is possible. It is important to personalize the contacts as well to integrate life, e.g., through family involvement or social events, hence one strong foundation of trust can be created.
(walk the talk) Adherence to moral and ethical principles; soundness of moral character; honesty.
D6) Willingness to experiment in food, museums, movies
Javidan et al. (2010, p. 113) divide this aspect into psychological capital. There are several ways to increase this value by giving the idea to grapple with new experiences and ideas, so try to speak more with people outside your usual social circles and experiment with international films, restaurants and museums.
Matthes (2012) tries to explain whether immersing yourself in foreign culture, such as observing local customs, eating local dishes and recognizing local traditions, does more to develop a global mindset than just traveling to a country, doing business and return that home.
In doing so, she comes to the empirical conclusion that speaking the national language, at least some key terms, providing information about the host country, eating local dishes and awareness of the customs, cultural values and public holidays of the host country correlate positively with the development of a global mindset. This is empirically confirmed by the length of stay in the host country and the number of countries in which more than three months have been worked (Matthes 2012, p. 112)
D7) Adjustment of negotiation/ Persuading and Communication Skills across Borders
Accurate communication is challenging enough between two people with similar backgrounds and experiences; it can become extremely difficult for global managers without developing the required intercultural communication. As “senders” of communication messages, global managers need to understand that the content of their communication has to be clear, but they also need to pay attention to the context of their communication (Arasaratnam, 2014). This means paying attention not just to what they say but also how they say things—the non-verbals. As “receivers” of messages from their counterparts in other cultures, global managers need to build their listening skills. In connection with the described points also communication plays an important role. To networks, business relationships and developing intercultural skills require managers and leaders to learn effectively and communicate correctly. It is of significant advantage when individuals approach adapting local conditions and acquire specific languages. Thereby can strengthen business relationships and the trust that goes with them. Equally important is to avoid misunderstandings in communications. For example, if you are unsure about whether the right message has arrived, should in any case be listened to and made sure that the message was received correctly. In addition, should be in such Business negotiations so-called “slangs”, so casual forms of Colloquial language, be avoided to counter misunderstandings. In the examined practical contributions this point was emphasized: “Avoid slang, acronyms and sports terms. U.S.-based organizations often use baseball terms “off base,” “out of left field,” “hit a home run” but the meanings may get lost in translation for someone in another country “. Proper communication relates but not only the language itself, but also the body language. More as 90% of human interaction is based on facial expressions, gestures, and posture. Body language can quickly get wrong in an intercultural context be understood. It is therefore of enormous importance how to articulate and how to face each other.
D8) Step Out of the Comfort Zone
If a situation or activity is out of your comfort zone, it does not make you feel secure, comfortable, or in control.
D9) Building Trust
Ability to inspire confidence in the certainty of future actions.
D10) Behavioural Flexibility
The willingness to substitute important personal interests from one’s own background and culture with similar, yet different interests in the host culture.
D11) Cross Border Mobility
We refer in this context to physical mobility across different countries that, differently from migration, is for an intentionally limited period, after which individuals usually come back to their home country.
D12) Contextual Intelligence
The ability to apply knowledge to real world scenarios and situations. It is the proficiency at adapting knowledge and skills to different situations and environments.
D13) Listening skills, reflection and observation skills
Research has shown that listening is critical to leadership effectiveness. Similarly, it also shows that active listening, combined with empathy, is the most effective way to try to understand other perspectives and viewpoints. However, some behaviors without a table have been associated with empathic listening. The ability to listen and the willingness to listen is often what distinguishes a leader. Hearing words is not only appropriate; A truly leader must work to understand the position and perspective of others involved. Managers need to learn to listen and ask the right questions. Paul Bennett, CEO of IDEO, said: “I spent most of my conversation thinking about what I was thinking, getting smart, and thinking about what I wanted to say to someone rather than listening to what they told me. “
In this context, the key to success is ultimately to slow down, engage with others instead of endlessly arguing, taking the time to hear and learn from others, and ask brilliant questions. Managers discover, create, recognize and translate opportunities into added value for a society or organization by taking the risks from them. Individuals’ willingness to take risks does not differ between managers and others, but a distinction is made between how they assess the business situation in terms of strengths, opportunities and potential profits.
The ability to reflect means that you can pause in certain situations and organize your own thoughts. First, it is about questioning your own assumptions and understanding that people think differently and have different intentions. A quote from the papers discussed is intended to support this: “[…] It is about learning to understand them. If we can see a situation from their perspective, we could find that there is a better or logical solution to it us “. For example, if you are talking about a project in another country taking much longer than expected, you should first try to reflect on the reasons for this and be clear about it. Being on such problems doesn’t get you anywhere. Instead, you should try to find solutions. Impulse reactions should be avoided. Another example is the increasingly common stereotyping. Instead of stomping a person too quickly, you should question him and give him the chance to prove himself. Once such hurdles have been overcome, you can benefit optimally from one another.
D14) Intercultural Adaptation
Ability to modify ideas and behavior, to compromise, and to be receptive to new ways of doing things (in cross-cultural situations).
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