KOMUNIKI
Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien Country specific seminars - become familiar with the alien KOMUNIPASS Essentials for Competent Action and Intercultural Communication KOMUNIPASS International Market Expansion and Intercultural Marketing KOMUNIPASS Intercultural Team Development and Management KOMUNIPASS Co-operation Management KOMUNIPASS Intercultural Negotiation KOMUNIPASS Intercultural Project Management KOMUNIPASS Expatriate Preparation Strategy Workshop  Liabilities of Foreignness  International Growth / Global Integration Strategy Workshop  Liabilities of Foreignness  International Growth /  Global Integration KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Länderspezifische Seminare KOMUNIPASS Grundlagen: Der interkulturelle Führerschein KOMUNIPASS Internationale Expansion und interkulturelles Marketing KOMUNIPASS Interkulturelle Teambildung und Führung KOMUNIPASS Management von Kooperationen KOMUNIPASS Interkulturelle Verhandlungsführung KOMUNIPASS Interkulturelles Projekt Management KOMUNIPASS Vorbereitung auf den Auslandseinsatz (Expatriate Preparation) Strategie Workshop  Liabilities of Foreignness  Internationale Expansion /  Globale Integration Strategie Workshop  Liabilities of Foreignness  Internationale Expansion /  Globale Integration

Interesting Facts about Intercultural Competence Development

The key competence of the 21st century - The asset without loss of value.

A commonly shared assumption: Intercultural is equal to international! Not quite right.

The goal of intercultural competence development is to

  • deal and communicate appropriately with people different from yourself
  • develop skills that enable you to act appropriately in new, unusual or changing environments and/or situations.

All this does not only simply relate to the aspects of different nations or ethnic groups, but also to various other aspects such as age, gender, sexuality, religion, politics, or disability.

International experience is not the same as intercultural competence

The problem is that most people, despite intensive international exchange experience, have no competence of working with people who are different from themselves.

International experience and intercultural competence are often identified wrongly as one and the same. The confusion comes from the frequent assumption that interaction with members of other cultures automatically leads to intercultural competence. It is a proven fact that this is not true.

Intercultural competence development is a personality development process that must involve, among others, conscious self-reflection. A stay abroad or intercultural cooperation can only become a part of the competence development process after effective cultural sensitization has taken place.

Knowledge transfer of cultural specifics does not suffice!

There is a huge variety of intercultural action situations today that can challenge individuals both at home and abroad. Differences and deviations from "stereotypical standards" can be significant and plenty even within one particular culture, and so there is no wonder why numerous coaches and publications are trying to impart these differences willingly and profitably. It makes therefore no sense, and is often even wrong, to purposefully prepare for every possible action situation, read about country-specific dos and don'ts, or train oneself from from how-to manuals about doing business in North, South, East, West, etc. and memorize the details described.

Dull knowledge transfer develops no competence – competence development can only be (further) developed through a well-defined process.

The development of a more general, intercultural competence requires a learning process that does not only broaden your knowledge but is also accompanied by the conscious development of your own value system and a broader spectrum of actions, involving the cognitive, affective and behaviour-oriented level to a great degree.

Only then can any person develop the capacity to act properly and spontaneously in an intercultural action situation. With these consciously developed skills an interculturally competent individual can use their own orientation system / model at any time to adapt to every new action situation, understand the situation, and act accordingly.

Intercultural competence learning is an ongoing process that involves both formal qualification processes, conscious personality development and informal learning processes, that is, experiential learning in intercultural contexts.

Our intercultural competence development model and interdisciplinary curriculum are both based on the current work, experience and results of long-standing research by scientists of different cultures and areas of study. This is how we guarantee the complete exclusion of potential ethnocentric influences or unilateral tendencies, and we use a globally adaptable intercultural competence model, supported by effective methods, for the efficient development of your competences.

Use of management models: A great number of management models / techniques can’t have a successful long-term use in a globally integrated organisation.

Even major management thinkers and experts often design their organisational and management models with an ethnocentric (e.g. sinocentric or eurocentric) attitude. In a western-oriented culture such a model can work quite excellently; however, will most probably fail in a globally integrated organisation it. Such management usually neglect the personal and social identity factors. In this way, the hidden differences in these organisations are simply too big. Intercultural aspects need to be integrated into such models. This also applies to marketing models.

Amateurs and wannabe experts often train ignoramuses - with adverse consequences.

In the past few years, intercultural competence has become a fashionable topic. This brought along many shady fortune hunters to the global arena, leading to an almost inconceivably large number of seminars and titles like "2-Day Intercultural Competence Crash Course", or "Competence in 30 Minutes". Many times, such attempts were not too far from quackery.

There are far too many so-called intercultural trainers and experts who lack a sound education and therefore a strong individual competence. Too often had these notorious trainers and coaches upgraded their education amateurishly and given away trainer certificates. Many of them would dearly impart their experiences with you as former expatriates or international executives. This may be interesting and even entertaining, but hardly effective and certainly not efficient. Why? For the simple reason that experiences cannot be imparted! Experiences can only be made make individually.

Many education managers receive improper training and may therefore not even be aware of their lack of competence, non-obvious as it may be. The lack of knowledge about the true meaning of intercultural competence / communication and the processes needed for their development often leads to inept training courses held at companies and organisations. This often involves expensive follow-up costs, avoidable failures and mistakes.

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