Focus:
“Don’t criticise the royal family!” “Do say how lovely someone’s garden is...” Being aware of a colleague’s different cultural background quickly proves to be an advantage when working with or leading an international project team. Intercultural differences increase the complexity of any given project. This is even more the case if most of the communication takes place in virtual meetings.
When culturally sensitive aspects come into the picture, classic project management instruments are no longer of “universal” use. What do colleagues understand by commitment and reliability? Is their approach more goal-oriented or more analytic? The main challenge here is to find a common language for different project cultures.
Range of topics
- Models and concepts for the analysis of cultural differences in project teams and their surroundings
- Building and leading intercultural teams
- Detecting and dealing with communication traps
- Being prepared for culturally sensitive aspects in the planning phase
- Productive and counter-productive intervention
- Finding codes and methods to evaluate the level of commitment and to influence it
- What does a “yes” or a “no problem” mean in different cultures?
- Individual behaviour in the intercultural context
- Integrating complexity
- Virtual teams and requirements for successful collaboration
Target group:
Project managers and leaders in Not-for-Profit Organisations, experts who are about to lead projects, project team members
Duration:
3 days
