Cross Cultural Competence (CCC)
1 or 2 Day Workshop

This workshop is aimed at organisations that are rich in diversity and want to leverage their cultural riches for better profitability. Structure of the program:
  1. Intake: what have we observed? The intake phase leads participants to the heart of the subject matter by having them share their own cultural surprises.
  2. Why we find diversity difficult
    Assures participants that they don't have to feel guilt or shame about finding diversity difficult to deal with. Only a small percentage of the world's population has a natural, easy way to interact with people from wholly different cultures.
  3. Symptoms of culture shock
    How do we recognize culture shock in ourselves and others, what are the tell-tale symptoms that alert us? If we notice any of these in ourselves, we should switch to an 'alarm phase' in which we heighten our cultural sensitivity and make an extra effort to reconcile cultural differences.
  4. Peter ten Hoopen 'Culture Prism'
    Our Culture Prism provides a solid theoretical framework that helps participants to differentiate aspects of culture, their own and others'. When we look at daylight we can not differentiate it's various components, but once we place a prism in the light we suddenly see all the colours of the rainbow. Similarly, the Culture Prism® creates awareness of aspects of culture, and increases one's effectiveness in cross-cultural operations.
  5. Bridge Building Technology (optional module)
    This module teaches a way to bridge opposing positions. This is done by avoidance of one-dimensional thinking, avoiding compromise, and adopting a systematic approach to reconciliation informed by the work of Trompenaars and Hampden-Turner.

  6. The Traffic Light action plan
  7. Wat do I need to stop doing
  8. What do I need to continue doing
  9. What do I need to start doing
   Approach uniquely informed by multicultural experience
Our approach to diversity, while solidly grounded in theory and research, notably the work of Trompenaars en Hofstede, is uniquely informed by practical experience.

All theory is illustrated by examples of actual human interaction across the globe.

Peter ten Hoopen's founder negotiated with Syrian and Iraqi officials and Iranian secret service, trekked through Afghanistan with an Afghan prince, danced with Sufis in Pakistan, studied philosophy and classical music in India, trekked through Nepal and South-American jungles the old way, did the overland through Thailand and Malaysia, co-founded and built a successful advertising agency in Amsterdam, lived in Holland's lake district, saw his sons first enter International school in Indonesia, took a good look at Australia and New Zealand, found paradise on Kahuai, criss-crossed through the US several times, taught, consulted, and had years of PTA meetings in New York, sailed to the Azores from both sides of the Atlantic, rode into Burkina Faso in the back of a truck, ran workshops in Iran, Syria and Sudan and other parts of Africa, keeps falling in love with Morocco, settled in Portugal in the '90s with a second base in Amsterdam. He has addressed, trained and negotiated with thousands of people on four continents.
Diversity is difficult because it is counterintuive
When dealing with diversity, many companies, management training institutes and consultants have a tendency to gloss over some fundamental issues. The cheer-leading motto of the day is 'celebrate diversity'. While this sounds great, unfortunately it is easier said then done. Peter ten Hoopen believes that it is helpful to be aware of the difficulties in dealing with diversity - and that this awareness ultimately helps to make things a little easier.
       Let's look at diversity without the pink glasses of business convenience or political correctness. Humankind the world over is becoming more connected every day. But is this by choice? Which people willingly move to live among people with a different culture? Where people were forced (by war or famine) into cohabitation with people from other cultures, problems abound, often persisting for centuries. Think slavery, colonialism and its hurtful memories, think mass expulsions and genocides, past and present. Nationalism and tribalism erupt around the world: Kurdistan, Armenia, Kosovo, Assam, Pashtunistan, Congo, Catalonia, Basque Country, et cetera.
       Global companies employ people from many different cultures and need to get them to collaborate. Challenges abound!

Diversity is difficult because it is not always immediately apparent
As much of our culture is implicit (the submerged part of the iceberg) rather than explicit (the tip of the iceberg), we often fail to notice important underlying differences. For that reason, diversity keeps surprising us.



  To be successful across cultures,
learn to build bridges
To be successful we need to learn to bridge our differences - not pretend the chasms, ravines and thundering torrents don't exist. This requires that we stop celebrating prematurely, and start taking other cultures seriously.
       To begin with people need to become aware of the real, underlying differences, then we need to learn respect each other's core beliefs and basic assumptions, and to find a way to reconcile them. This is not hard, but it takes focused attention.
       Peter ten Hoopen's wide experience on all continents helps bring culture alive, with numerous, often humerous examples. The examples are linked to theory by means of the Prism of Culture instrument, inspired by the research of culture gurus Geert Hofstede and Fons Trompenaars, and enriched by proprietary development.