Managing cultural disconfort

1. Project No.2014-1-LT01-KA202-000562
Producedby Auxiliuminthe frameworkof Erasmus+project“.OpenProfessional Collaborationfor
Innovation”. ThisprojecthasbeenfundedbyErasmus+programme of the EuropeanUnion.ThisOER
reflectsthe viewsonlyof the authors,andthe Commissioncannotbe heldresponsible foranyuse
whichmay be made of the informationcontainedtherein.
How to manage organization´s cultural discomfort for
beeing more productive
Task description:
The case descriptionsmirrorhow we „talk“toourselvesabout ourselves aswell as aboutothers.
Much of cultural discomforttakesplacesinthe socalled“silentmind”.The silentmindworksbelow
the level of ourawarenessandcausesusto react automaticallyorhabituallywithfeelingsand
sometimeswithactions.Thishappens, forexample,whenpeople whoworkinadifferentwayof us
appearor do somethingwhichmakestheirdifferencesstandout.
By workingonand dealingwiththe followingcase descriptionsyoulearnaboutyourself andyou
benefitbyusingthe opportunitytoexchange withothershow theythinkandact. Be aware of what
you're doing.Do the thingsyoudecide todo.Know whyyou are makingyour decisions.Know
yourself andhave clearvalues.Have control.Continuouslyimprove anditwill makesyoumore
productive.
Thisactivityworkswithin5steps:
 Step1: Have a Look at the followingexamplesandimagineonhow youmightbe affectedina
similarsituation.
 Step2: Reflecthowyou(might) reactinthisor a similarsituation?
 Step3: discussinonline forum withyourpeers(findthe online forumonmoodle).
 Step4: find yourwayondealingwiththese situations(madeuporreal life experiences).
 Step5: if youare not satisfiedwiththe solutionsbringyourcase oryour questionswithyouto
the nextface-to-face trainingsession.There willbe time andopportunitytodiscusswithinthe
whole group.
Case description:Lee Mingis embarrassed whenshe musttalktoLester,a subordinate wholostan
arm. She doesnotknowhow to lookat himor how to talkabout hislimitation.Asaresult,she rushes
the meetingandavoidsgivingLesterbadnewsthatshe fearshe mightfindhardto take.
ThingsI (might) feel orwaysI(might) react
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2. Project No.2014-1-LT01-KA202-000562
Producedby Auxiliuminthe frameworkof Erasmus+project“.OpenProfessional Collaborationfor
Innovation”. ThisprojecthasbeenfundedbyErasmus+programme of the EuropeanUnion.ThisOER
reflectsthe viewsonlyof the authors,andthe Commissioncannotbe heldresponsible foranyuse
whichmay be made of the informationcontainedtherein.
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Case description:Hansfeelsafraidwhennegotiatingwith issupervisorHenry.Henryisamuch larger
man thanHans and is froma differentethnicbackground.Whentalking toHanshe seemstostare.
Hans findshimself avoidingHenryexceptwhenabsolutelynecessary.
ThingsI (might) feel orwaysI(might) react
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Case description: Karl becomesangrywhenseveral of the peoplehe workswithchatteramong
themselvesintheirnativelanguage.He suspectstheyare talkingandlaughingabouthimorjust
wastingtime.He findshimself beingirritable withthem,avoidingthemandcomplainsaboutthemto
others.
ThingsI (might) feel orwaysI(might) react
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Maybe youhave a case on your own?
Case description:
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ThingsI feel orwaysI react
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3. Project No.2014-1-LT01-KA202-000562
Producedby Auxiliuminthe frameworkof Erasmus+project“.OpenProfessional Collaborationfor
Innovation”. ThisprojecthasbeenfundedbyErasmus+programme of the EuropeanUnion.ThisOER
reflectsthe viewsonlyof the authors,andthe Commissioncannotbe heldresponsible foranyuse
whichmay be made of the informationcontainedtherein.
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