ePrivacy and GPDR Cookie Consent by Cookie Consent

Insights

Organizations often focus on systems and process changes.  Trompenaars Hampden-Turner’s philosophy respects and in fact reinforces such change programs by focusing on the leaders who drive the change, the culture they envision and represent (“walking-the-talk”) and how the change affects the people in the organization. We put a culture change process in the context of realizing business objectives and solving business issues, greatly enhancing the result.

Our philosophy

The  Trompenaars Hampden-Turner’s philosophy provides a frame of reference, a mindset, and practical tools and methods enabling people to manage and communicate successfully within the organization, creating the sense of urgency as well as a common platform for discussing and deciding on the way forward. This approach works both for the (national) internal organization as well as for management and staff across borders.

It is based on the 4Rs, a four-step process, that underlies all of our work.

 

7 Dimensions of Culture Model

  • Recognition: identifying and understanding different cultural (national, organizational, functional etc.) perspectives, attitudes and behaviors and their implications in co-operation, leadership and management;
  • Respect: building appreciation and respect for these cultural differences in values, styles, and approaches, without recourse to destructive stereotyping;

Dilemma Reconciliation Methodology

  • Reconciliation: integrating different value orientations in order to benefit from differences and reach win-win solutions;
  • Realization: realizing and embedding the change achieved through the first three R’s in a structured way to ensure success

The overall goal is to help people in organizations develop a shared understanding, irrespective of the diverse value orientations from which they start, and to help organizations realize the business potential of value differences by integrating them to a common purpose.

Culture defines the conditions under which people release their maximum energy in work, and the conditions under which the organization can most effectively channel that energy to achieve maximum results. This ‘soft’ side of the business often explains what distinguishes the highest performing companies from those that lag behind. High performing companies fine-tune business operations, organization, strategy, culture and people to achieve maximum compatibility and inter-connectedness leading to maximum performance.

Organizations often focus on systems and process changes.  Trompenaars Hampden-Turner’s philosophy respects and in fact reinforces such change programs by focusing on the leaders who drive the change, the culture they envision and represent (“walking-the-talk”) and how the change affects the people in the organization. We put a culture change process in the context of realizing business objectives and solving business issues, greatly enhancing the result.

Our support

Trompenaars Hampden-Turner helps organizations to build winning cultures. We do this by creating awareness of culture as a crucial success driver, by researching culture across many dimensions (7 Dimensions of Culture) and by transferring our insights and methodologies in a way that takes root and produces tangible results (Dilemma Reconciliation). We teach people to recognize the recognise, respect and reconcile cultural differences, and help them to realize cultural advances in their day-to-day work. Our keynotes, training and consulting are supported by proprietary survey technology that is directly linked to workshop processes, so providing participants with a high degree of engagement: all work is done on their own, real business issues.

We take pride in using the client’s own language and discourse, although we make subtle changes to its underlying structure to render it more coherent. Topics include communication, negotiation, innovation, diversity, teamwork, leadership development, knowledge management and integrated scorecards. For us these are all parts of a system. We also aim to introduce you to a paradoxical logic of human and organisational development. We aim for minimalist interventions yielding maximum results.

The biggest problems occur when organisations see business issues as separate from culture and vice-versa. Every conversation about culture and every initiative to shape culture should always start with the issue at stake. We first need to ask:

  • What are our key business challenges?
  • What are our must-win battles? Our vision?
  • What’s the strategy to get there?

An essential building block for the success of an organization is the alignment of employees and teams with the corporate strategy and future direction of the organization. Why does culture matter? Because we have found that, when the ‘hard side’ of business and strategy clash with culture, culture always wins. It provides the context within which people in organizations interact with each other. Culture is an enabler for successful business relations, but also a minefield for potential conflicts. That’s why engaging your people in this field is so meaningful and beneficial. When people from different cultural backgrounds come together, the rules of operation and ways of working together can no longer be taken for granted. Our approach is based on helping participants understand different points of view, broadening their perspective and helping them capitalize on these differences.

We start from the fundamentals of intercultural awareness and comptence to leadership development and consulting.  Don’t hesitate to contact us when you have a query regarding Culture for Business and we will help.