1 Going global: How to succeed in International Business! (29 pages)

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14 Global Management: A dance with icebergs

• A budget for intercultural consulting, such as process optimiza-

tion, conflict management, and individual coaching, is not availa-
ble;

• Insufficient international HR strategies, such as employee re-

cruitment, management tools and training for cross-cultural
teams (think of the resistance against personality tests in Rus-
sia);

• Human resource managers are not sufficiently involved in inter-

national strategies;

• Video conferencing, webinars, and teleconferences are used

worldwide for meetings and training sessions, without actually
testing the required language proficiency of participants.

Intercultural differences are often regarded as nothing more

than a ‘luxury problem’ or ‘soft factors’ of lesser importance, and
therefore not worthy of serious attention. But business is really
about people and between people. When international teams are
not able to establish a mutual understanding of one another, and
thus are unable to lay a solid foundation upon which they can ef-
fectively work together, when misunderstandings lead to conflict,
and conflict

s escalate, then suddenly the ‘hard factors’, the facts

and the figures, no longer matter. Why? It leads us directly to
another fundamental question, which is, what causes human be-
havior? Why do people behave and act as they do, and why do
different businesses behave differently?

Robert Dilts, a well-known leader in the field of neuro-linguistic

programming (NLP), is responsi

ble for the creation of the “logical

levels” model, an attempt to systematically order the causes of
human behavior. In his descriptive model, Dilts identifies six

‘logi-

cal levels

that regulate change and learning. They are, from top

to bottom, the leve

l of ‘Spirituality’ or connectedness (also: mis-

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