Coaching Across Cultures: New Tools for Leveraging National, Corporate & Professional Differences

1. Coaching Across Cultures: New Tools for Leveraging National, Corporate & Professional Differences Authored by Philippe Rosinski Information Presented by Kshinté Brathwaite University of Wisconsin Extension, Cooperative Extension

2. Welcome and Introductions • Youth Nutrition Education Specialist with University of Wisconsin – Extension, Cooperative Extension. • Nutrition Advisor to the Eastern District of the State (13 counties) which includes coaching responsibilities for 7 colleagues who coordinate the Wisconsin Nutrition Education Program in their respective counties.

3. A little background… • UW Extension, Cooperative Extension is continually exploring ways to improve overall efficiency and effectiveness throughout the Organization. • Coaching Across Cultures as an opportunity to strengthen our capacity for Coaching (specifically intercultural coaching reflecting the acknowledgement of diversity within our Organization).

4. Coaching and “the Workplace” • What is Coaching? - “The art of facilitating the unleashing of people’s potential to reach meaningful, important objectives” (Rosinski, 2003)

5. The Place for Mentoring • What is a Mentor? - “One who draws upon a deep knowledge base to teach and guide.” • Mentoring is “an important transfer mechanism for knowledge within organizations.” (Swap, Leonard, Shields & Abrams, 2001)

6. Coaching v. Mentoring The purpose of both is to motivate others, however: Mentoring focuses on the development of the individual [ex: guidance, direction, acclimation](IMPA, 2009; Kutilek & Earnest, 2001); Coaching focuses on the performance of the individual for the organization [ex: problem solving & skill building] IMPA, 2009; Kutilek & Earnest, 2001);.

7. The Need for Coaching • Increase in workplace diversity (Kutilek & Earnest, 2001) • Pre-empt or manage conflict that often arises when different cultures come together (Hofstede & McCrae, 2004). • Increase overall organizational effectiveness by “focusing on performance improvement, personal development and unlocking individual potential” (Hawkins & Smith).

8. Coaching Across Cultures • Philippe Rosinski (author and professional coach) saw a need to focus on the ‘clashes’ that often arise with the intersection of different cultures. • Facilitated a seminar for Professional Coaches (Executive and Life), functioning as a means of Peer Learning and Professional Development. • With the specific focus on cross-cultural coaching, is this something the UW Coop Extension could use within our organization?

9. Culture • Culture defined as, “The set of unique characteristics that distinguishes a group’s members from another group”. (Rosinski, 2003)

10. Cultural Orientations • A Cultural Orientation is an inclination for responding in a certain culturally driven way to a universal challenge (Rosinski, 2003).

11. Universal Challenges • Seven categories of universal challenges referred to throughout the book: 1. Sense of Power and Responsibility 2. Time Management Approaches 3. Definitions of Identity and Purpose 4. Organizational Arrangements 5. Notions of Territory and Boundaries 6. Communication Patterns 7. Modes of Thinking Source: Fostering Individual and Collective Development Using the Cultural Orientations Framework (P. Rosinski).

12. Example: Time Management Approaches • Three Categories: 1. Scarce/Plentiful 2. Monochronic/Polychronic 3. Past/Present/Future Source: Fostering Individual and Collective Development Using the Cultural Orientations Framework, by Philipe Rosinski

13. Ex: Time Management • Scarce/Plentiful • A) Scarce – Time is a scarce resource. Manage time carefully! • B) Plentiful – Time is abundant. Relax! • Source: Fostering Individual and Collective Development Using the Cultural Orientations Framework (P. Rosinski.)

14. When Cultures Intersect • What might some challenges be for an employee whose cultural orientation favors ‘time as scarce’, when s(he) moves into a work environment which favors ‘time as plentiful?’ • How can challenges which arise from the intersection of culture be anticipated and addressed to minimize ‘harm’ while maximizing results? • Over/under-using cultural orientations

15. The Importance of Leveraging • Leveraging Culture – Achieving synergy by realizing/adopting A and B (making the most of A and B). (Rosinski, 2003)

16. Your Stories • Examples from current or prior work environment to share which illustrates conflict which arose from the intersection of different cultures, and how you managed to leverage cultural difference? The outcome?

17. References • Hawkins, P. & Smith, N. (2006). Coaching, Mentoring and Organizational Consultancy: Supervision and Development. England: Open University Press. • Gregory, Kathleen (1983). Native-View Paradigms: Multiple Cultures and Culture Conflicts in Organizations. Administrative Science Quarterly, 28, 359-376. • Kutilek, L. & Earnest, G. (2001). Supporting Professional Growth Through Mentoring and Coaching. Journal of Extension. 39, 4. • Swap, W., Leonard, D., Shields, M., Abrams, L. (2001) Using Mentoring and Storytelling to Transfer Knowledge in the Workplace. Journal of Management Systems, 18, 1, 95-114. • Rosinski, P. (2003). Coaching Across Cultures: New Tools for Leveraging National, Corporate and Professional Differences. London: Nicholas Brearly Publishing. • Rosinski, P (2009). Fostering Individual and Collective Development Using the Cultural Orientations Framework (COF) Assessment), In The Routledge Companion to International Business Coaching, Moral, M & Abbott, G. (eds.).