By Fons Trompenaars
With a consumer checklist that incorporates Motorola, Daewoo, AT&T, and Volvo, Fons Trompenaars and Charles Hampden-Turner are thought of today’s so much an expert, leading edge administration specialists. In 21 Leaders for the twenty first Century, they faucet into the knowledge of high-performing leaders from round the globe—from Michael Dell to Richard Branson—who candidly talk about their very own perspectives and reports in reading and fixing enterprise dilemmas. greater than only a prescriptive checklist of management abilities, this beneficial consultant makes use of case reports, examples, charts, tables, and graphs to teach today’s enterprise leaders how you can: Understand—and act upon—the 7 significant dilemmas of management establish significant enterprise dilemmas within the transnational neighborhood enforce innovations for maintaining rising entrepreneurship
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In Chapter 10, Dilemma 4, rules have been global and exceptions have been local. Yet Jim Morgan of Applied Materials has set up a system of transcultural learning in which a series of discoveries about local and exceptional circumstances are used to test generalizations about universally applicable knowledge. Does this principle apply in all places or only in some? How important are the exceptions? Might one of these exceptions become a new global rule, replacing existing rules? “Global versus local” is transcended by “glocalism,” the process of modifying global rules by examining local exceptions.
I am not going to desert him before a court of strangers on the basis of an abstract principle. d. My friend in trouble gets my support whatever his testimony, yet I would urge him to find in our friendship the strength to allow us both to tell the truth. e. I will testify that my friend was going a little faster than allowed and say that it was difficult to read the speedometer. The logic behind these positions follows the accompanying figures. The Basic Cultural Template—Part One Reconciling by First Affirming the Rule (Then Spiraling toward B) Universalistic orientation 10 A B E C 0 Particularistic orientation 10 a.
Qxd 10/23/01 8:59 AM Page 39 Transcultural Competence: Learning to Lead, Part I 39 will gain by doing it! Markets are diffuse, chaotic processes with some very specific and measurable outcomes. Let us count, by all means, but not shrink reality to what can be counted. What Effective Leaders Know and Have Learned The answer lies, as before, between the preferences of business cultures, such as in the United States and the Netherlands, with predominant specificity and business cultures, such as Japan and Singapore, with predominant diffuseness.