{"id":2277,"date":"2020-11-26T09:03:06","date_gmt":"2020-11-26T09:03:06","guid":{"rendered":"https:\/\/women-abroad-coaching.com\/?p=2277"},"modified":"2026-05-05T22:13:54","modified_gmt":"2026-05-05T22:13:54","slug":"management-interculturel-en-periode-de-crise","status":"publish","type":"post","link":"https:\/\/women-abroad-coaching.com\/en\/management-interculturel-en-periode-de-crise\/","title":{"rendered":"Intercultural management in times of crisis"},"content":{"rendered":"
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How do you communicate with your teams or with colleagues who are locked down in another country? or \u2026 Where\u2019s Waldo?<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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L\u2019analogie effectu\u00e9e entre un collaborateur en confinement avec le jeu \u00ab chercher Waldo \u00bb, petit personnage cach\u00e9, isol\u00e9 et pourtant visible au milieu d\u2019une foule, sur un bateau, dans un h\u00f4tel, dans son immeuble, \u2026 m\u2019a sembl\u00e9 ad\u00e9quate.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Quelques constats en cette p\u00e9riode de crise sans pr\u00e9c\u00e9dent qui nous touche tous o\u00f9 que nous soyons :<\/span><\/p>\n

Observation 1<\/strong> : Mayday, Mayday, Mayday, \u2026 M\u2019aider ! Sauve qui peut, tous nos r\u00e9f\u00e9rents tombent dans le ravin et nos modes de fonctionnement habituels sont parasit\u00e9s, nous perdons nos points de rep\u00e8re. Comment nos \u00e9quipes et nos collaborateurs \u00e0 l\u2019\u00e9tranger vivent-ils ce changement ?<\/span><\/p>\n

Observation 2<\/strong> : Le confinement nous touche tous, l\u2019isolement, l\u2019incertitude et la crainte du lendemain, la peur du risque sanitaire et des impacts socio-\u00e9conomiques. Nous sommes donc tous bien embarqu\u00e9s sur le m\u00eame bateau ou\u2026 sur la m\u00eame gal\u00e8re. Mais dans quelle direction ramer \u00e0 pr\u00e9sent, o\u00f9 sont les rames et comment le faire ensemble quel que soit l\u2019endroit sur la terre o\u00f9 nous sommes confin\u00e9s ?<\/span><\/p>\n

Observation 3<\/strong> : En pareille situation de crise et lors de nos conversations virtuelles, nos diff\u00e9rences culturelles peuvent \u00eatre att\u00e9nu\u00e9es ou exarcerb\u00e9es. Mais qu\u2019apprendre de nos collaborateurs ou de nos \u00e9quipes \u00e0 l\u2019\u00e9tranger ? Et si cette situation de crise pouvait constituer une opportunit\u00e9 unique de se rapprocher au-del\u00e0 des distances ?<\/span><\/p>\n

De quels moyens de bord disposons-nous pour mettre en place une communication interculturelle adapt\u00e9e en cette situation de crise ?<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Le Cultural Orientations Framework (COF Philippe Rosinski) analyse (17) dimensions culturelles regroup\u00e9es en sept (7) cat\u00e9gories. Je ne vous pr\u00e9senterai ici que quelques dimensions qui me paraissent particuli\u00e8rement utiles \u00e0 explorer comme levier pour activer une communication interculturelle dans ce double contexte de crise et de multiculturalit\u00e9.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Control \/ harmony \/ humility (sense of power and responsibility)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Control: <\/strong>Conviction that each individual has a power and a responsibility that are decisive for their own life.<\/span><\/p>\n

\u2022 Harmony:<\/strong> Conviction that each individual has to seek a balance and harmony with nature, the elements around them.<\/span><\/p>\n

\u2022 Humility:<\/strong> Conviction that each individual has limited power and cannot control everything.<\/span><\/p>\n

Communiquer en prenant cette dimension en compte :Nos cultures occidentales ne favorisent pas spontan\u00e9ment le l\u00e2cher-prise. Certains plus orient\u00e9s \u00ab contr\u00f4le \u00bb \u00e9prouveront davantage que tout leur \u00e9chappe, d\u2019autres plus orient\u00e9s \u00ab harmonie \u00bb ou \u00ab humilit\u00e9 \u00bb resteront plus sereins et vigilants.<\/span><\/p>\n

\u2022 Sharing <\/strong>how to deal with the uncertainty between colleagues from different cultures<\/span><\/p>\n

\u2022 Listening<\/strong> to a colleague upset by their powerlessness in a situation like this, so as to reduce the pressure this colleague is feeling as regards himself, his family and his commitments to his company because the stakes are changing. <\/span><\/p>\n

\u2022 Making it easier<\/strong> la reconnexion \u00e0 notre environnement, le recul vis-\u00e0-vis d\u2019informations parfois contradictoires ; des coll\u00e8gues plus orient\u00e9s \u00ab harmonie \u00bb ou \u00ab humilit\u00e9 \u00bb peuvent nous y aider. Cette situation nous pousse \u00e0 nous tourner vers l\u2019ext\u00e9rieur, autrement, et \u00e0 passer au-del\u00e0 de nos \u00e9go\u00efsmes pour redevenir plus altruistes et visionnaires. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Scarce \/ Plentiful (time management approaches)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Scarce: <\/strong>the conviction that time is precious because it is scarce, hence the need to organize and plan your actions so as to make the most efficient use of time. Schedules should be kept to and it is important to set priorities in life.<\/span><\/p>\n

\u2022 Plentiful:<\/strong> a conviction that we have lots of time ahead of us and that this is not a source of stress. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Monochronic \/ Polychronic (time management approaches)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Monochronic: <\/strong>focusing on one action\/one relationship\/person at a time.<\/span><\/p>\n

\u2022 Polychronic:<\/strong> concentrating on several tasks \/ several people at the same time. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Past \/ Present \/ Future (time management approaches)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Past:<\/strong> in cultures with a long history, the past is usually valued and firmly anchored. The lessons learned in the past are valued and the present is essentially a repetition of past occurrences. <\/span><\/p>\n

\u2022 Present:<\/strong> focalisation sur \u00ab l\u2019ici et maintenant \u00bb et la recherche des b\u00e9n\u00e9fices \u00e0 court terme.<\/span><\/p>\n

\u2022 Future:<\/strong> a bias towards the long term and the building of a vision, projects whose benefits will be felt and measured in the long term. <\/span><\/p>\n

Communiquer en prenant ces dimensions du temps en compte :Cette p\u00e9riode de t\u00e9l\u00e9travail en confinement nous impose de repenser notre espace-temps. Dans une p\u00e9riode de confinement et d\u2019incertitude quant \u00e0 sa dur\u00e9e, il ne semble plus tr\u00e8s clair pour certains si le temps est rare ou abondant d\u2019autant plus lorsque le paysage professionnel est loin !<\/span><\/p>\n

\u2022 <\/strong>Providing clear information about achievements, the tasks to be done and the deadlines that have to be met, revisiting SMART goals in the shorter or longer term. The present is meaningful and day-to-day management provides a rhythm for daily life, establishing a sort of routine that some staff will find it more difficult to keep to on their own. <\/span><\/p>\n

\u2022 <\/strong>Setting learning goals within a defined period of time to provide a clear perspective.<\/span><\/p>\n

\u2022 <\/strong>Coaching the staff member or team abroad to assist them in this new temporal and geographic setting so that they don\u2019t become loose cannons, especially when their workplace is culturally far removed from the parent company. This isn\u2019t about control in the strict sense of the word, but rather support for steering from a distance.  <\/span><\/p>\n

Et si cet arr\u00eat sur image constituait un barom\u00e8tre pour mesurer le pouls de l\u2019\u00e9quipe \u00e0 distance, prendre le temps de se conna\u00eetre autrement et \u00e9valuer le chemin parcouru ensemble, les relations avec la maison-m\u00e8re ? <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Being \/ Doing (definition of identity and purpose)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Being:<\/strong> Emphasis on life as it is, developing talents and relationships.<\/span><\/p>\n

\u2022 Doing:<\/strong> Emphasis on visible accomplishments and achievements. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Individualistic \/ Collectivistic (definition of identity and purpose)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Individualistic:<\/strong> Stresses individual characteristics and projects.<\/span><\/p>\n

\u2022 Collectivistic:<\/strong> Stresses belonging to a group.<\/span><\/p>\n

Communicating in the light of these two dimensions:<\/u> : <\/span><\/p>\n

Quelle que soit la pr\u00e9f\u00e9rence culturelle du collaborateur ou des membres d\u2019une \u00e9quipe \u00e0 l\u2019\u00e9tranger, le mot d\u2019ordre est de rassembler ! Toutefois, Les personnes provenant de cultures plus collectivistes seront plus rassur\u00e9es par un discours fort, plus dirigiste et avec des instructions claires qu\u2019ils accepteront plus naturellement de suivre. Les personnes provenant de cultures plus individualistes tout en ayant aussi besoin de clart\u00e9 seront plus sensibilis\u00e9es au respect de leurs libert\u00e9s individuelles.<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Stability\/change (organizational arrangements)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Stability:<\/strong> <\/span>:<\/strong> values a static, well organized environment. Encourages efficiency through systematic, disciplined work. Minimizes change and ambiguity, which are seen as disruptive.<\/span><\/p>\n

\u2022 Changement  :<\/strong> values a dynamic, flexible environment. Fosters efficiency thanks to adaptation and innovation. Avoids routine, which is seen as boring.<\/span> <\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Competitive \/ Collaborative (organizational arrangements)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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\u2022 Comp\u00e9titif  :<\/strong> promotes success and progress by encouraging competition.<\/span><\/p>\n

\u2022 Collaboratif :<\/strong> promotes success and progress by encouraging mutual support, sharing good practices and solidarity.<\/span><\/p>\n

Communicating in the light of these two dimensions:<\/u> :<\/span><\/p>\n

The shock wave will not be seen in the same way from a distance as at the epicenter, the parent company from which the communication originates. What\u2019s more, the situation we find ourselves in at the moment will even impact those who are most receptive to change owing in particular to the scale, the suddenness, the speed with which the virus is spreading and its multiple effects on the economic, social and global environment. <\/span><\/p>\n

\u2022 <\/strong>Pour le collaborateur en poste \u00e0 l\u2019\u00e9tranger : <\/span><\/p>\n

> Adapter la communication interpersonnelle en fonction de ses pr\u00e9f\u00e9rences culturelles et lui permettre de mieux se conna\u00eetre pour lui permettre de rebondir et r\u00e9agir le plus \u00ab sereinement \u00bb possible.<\/p>\n

> Soutenir son moral et se mettre \u00e0 l\u2019\u00e9coute.<\/p>\n

\u2022 <\/strong>Pour l\u2019\u00e9quipe op\u00e9rant \u00e0 l\u2019\u00e9tranger :  <\/p>\n

> Favoriser la collaboration et faire ressortir les pr\u00e9f\u00e9rences culturelles dans le respect des limites de l\u2019intimit\u00e9 culturelle de chacun. Les masques personnels tomberont rapidement.<\/p>\n

> Mettre en valeur les solutions inattendues que les \u00e9quipes \u00e0 l\u2019\u00e9tranger auront trouv\u00e9es \u00e0 des probl\u00e8mes du moment, construire la confiance.<\/p>\n

> Stimuler la solidarit\u00e9 et encourager les initiatives personnelles \u00e0 s\u2019exprimer.<\/p>\n

> Int\u00e9grer ou construire les valeurs de l\u2019\u00e9quipe et y valoriser ce que chacun peut y apporter avec ses sp\u00e9cificit\u00e9s culturelles. <\/p>\n

\u00ab Chercher Waldo \u00bb<\/strong> symbolizes the need at least to maintain contact with everyone, at best to strengthen links despite the distances so as to avoid isolation and reduce the risk of conflict and drift.<\/p>\n

Autres pistes de communication interculturelle <\/u>:<\/p>\n

\u2022 <\/strong>Reassure, support, activate\/act, reject inward-looking attitudes, dare to open up new areas of thought.<\/p>\n

\u2022 <\/strong>Share the values of the company, check how they are understood, perceived, experienced by staff and their teams abroad.<\/p>\n

\u2022 <\/strong>Inject lightheartedness, fantasy, hope, a playful aspect in a crisis situation.<\/p>\n

Car enfin, communiquer en situation de crise avec un collaborateur ou une \u00e9quipe en poste \u00e0 l\u2019international, c\u2019est aussi transmettre des messages \u00e0 port\u00e9e universelle autour de quelques valeurs fondamentales telles :<\/p>\n

\u2022 <\/strong>The magnanimity <\/em>to be aware of our presence in the world and what we can contribute to it. <\/p>\n

\u2022 <\/strong>The humility <\/em>to acknowledge that we do not control everything, our limits and our awareness that we can do much more with less.<\/p>\n

\u2022 <\/em><\/strong>The instinct <\/em>to listen to the signs that our environment and nature are sending us. <\/p>\n

\u2022 <\/em><\/strong>The vigilance<\/em> to anticipate and be more alert in the face of risks. <\/p>\n

\u2022 <\/strong>Le respect des autres<\/em> et la reconnaissance des atouts et d\u00e9couvertes au sein d\u2019autres cultures.<\/p>\n

Vous souhaitez en conna\u00eetre davantage sur les autres dimensions du Cultural Orientations Framework, visitez : https:\/\/philrosinski.com\/<\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n<\/div>\n

<\/p>","protected":false},"excerpt":{"rendered":"

How do you communicate with your teams or with colleagues who are locked down in another country? or \u2026 Where\u2019s Waldo?<\/p>","protected":false},"author":3,"featured_media":2802,"comment_status":"closed","ping_status":"open","sticky":false,"template":"brizy-blank-template.php","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[3],"tags":[],"class_list":["post-2277","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog"],"yoast_head":"\nManagement interculturel en p\u00e9riode de crise - Women Abroad Coaching<\/title>\n<meta name=\"description\" content=\"Management interculturel en p\u00e9riode de crise. 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