INHALT

  INHALT  3

1.  STRUKTUR UND KULTUR DES MENSCHEN  5

  Kulturdefinition  

  Die Entstehung des Kulturprofils  

  Bewusstseinsarchitektur und Kultur  

  Architektur der kulturellen Ebenen in verschiedenen Tiefen  

  Die Beziehung zwischen expliziter und impliziter Bewusstseinsarchitektur  

2.  THE STATE- OF-THE-ART OF INTERCULTURAL RESEARCH AND  

  MANAGEMENT - AND ITS FUTURE  16

1.  A synopsis of modern intercultural studies  

2.  The transcultural profiler  

3.  The epistemological foundation of the dynamic of the transcultural dimension  

4.  Model for the management of the change of the intercultural paradigm  

3.  THE TRANSCULTURAL PROFILER: THE UNIVERSAL CULTURE  

  MANAGEMENT MODEL  24

  Model, legend, explanations, correlations  

4.  SYNOPSIS OF INTER-/TRANSCULTURAL MANAGEMENT INSTRUMENT  

   47

5.  INTER-/TRANSCULTURAL REFERENCE TERMINOLOGY  57

  INTER- AND TRANSCULTURAL REFERENCES  214

3

Interkulturelles- u. Transkulturelles Management (German)

Intercultural &Transcultural Management (English)

Gestion Interculturelle et Gestion Transculturelle (French)

Gerencia Intercultural y Gerencia Transcultural (Spanish)

Gerência Intercultural e Gerência Transcultural (Portuguese)

跨文化的智慧精髓 - kua wen hua de zhi hui jing sui (Chinese)

транскультурная компетенция - transkulturnaja

kompetencija (Russian)

toransukaruchā ・ manējimento (Japanese)

トランスカルチャー ・ マネジメント

Vishua Chaytana (Sanskrit)

ZAKAA AL-TA'ALOF AL-THAQAFEE (Arabic)

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1

Struktur und Kultur des Menschen

Kultur entsteht in der Wechselwirkung zwischen Individuen und ihrem Umfeld in der Zeit - der primären, sekundären und tertiären Sozialisierung - deren Produkt im Gedächtnis gespeichert wird und daher sowohl die Wahrnehmung der Gegenwart als auch die Erwartungen hinsichtlich der Zukunft bedingt.

Kulturdefinition

Über meine obige Kulturdefinition hinaus gibt es hunderte von Definitionen des Wortes Kultur. Zeitgenössische und inbezug auf das globale Management relevante prägnante Kulturdefinitionen sind unter anderen

1. Hofstedes Definition der Kultur als „mentale Software“ oder „kollektive mentale Programmierung, die eine Menschengruppe von einer anderen unterscheidet“ („software of the mind“ oder „collective mental programming that differentiates one group of people from another“). Sein 5D Kulturmodell ist online oder in den Publikationen dieses Autors verfügbar.

2. Trompenaars und Hampden-Turners Definition der Kultur als „Problem- und Dilemmalösungsstrategien einer Gruppe von Menschen“ („the way in which a group of people solves problems and reconciles dilemmas“). Das 7D

5

Kulturmodell dieser Autoren ist online oder in den Publikationen dieser Autoren verfügbar.

3. Halls Definition der Kultur als „Kommunikation“ (communication). Das 4D Kulturmodell von Hall und Hall ist gleichermaßen in den bereits erwähnten Ressourcen einsehbar.

4. Vor allem im komplexen organisationalen Kontext entsteht Kultur, laut Brannen und Salk, im Wege der Verhandlung; ein verhandlungsbasiertes Kulturverständnis. Das Kulturverständnis dieser Autorinnen ist beispielsweise in einer in der Bibliographie angeführten Jointventure Fallstudie eben dieser Autorinnen dargelegt. Die Kulturdefinitionen und Modelle dieser 4 interkulturellen

Forschungsgenerationen sind paradigmatisch im Kapitel 2 systematisiert. 5. Das von mir in dieser Erörterung formulierte transkulturelle Kulturverständnis integriert das gesamte kulturelle Forschungsacquis im Kontext eines ganzheitlichen Menschenverständnisses in wissenschaftlich konsistenter Weise. Siehe insbes. Kapitel 3.

Anm.: Details zu den jeweiligen Kulturmodellen und Autoren findet der Leser auch im inter- und transkulturellen Management Referenzwörterbuch im Kapitel 5 dieses Buches.

Die Entstehung des Kulturprofils

Kultur wird im Wege der primären Sozialisierung im Elternhaus, der sekundären in der Schule und der tertiären im Arbeitsleben erworben. Unter Zuhilfenahme der Universal-Kulturmanagement Landkarte auf Seite 24ff lässt sich folgendes feststellen: Das Kulturprofil eines Menschen setzt sich zunächst entsprechend seiner Konditionierung im wesentlichen aus Variablen der Ebenen D6 des Individualkulturprofils (dem man weitere hinzufügen kann) und D7 des Nationalkulturprofils, sowie auch der Ebene D8 des Kommunikationsprofils, ersichtlich im integrierten transkulturellen Profiler zusammen. Die diversen Kulturgruppen, allen voran die nationale, denen jemand angehört, stiften Identität, verleihen Orientierung und bedingen dessen Werte, Einstellungen und Verhaltensweisen. Je nach Situation kann die eine oder andere

Gruppenzugehörigkeit jeweils auschlaggebender sein. Nachfolgend die dreimal 12 Optionen der drei Ebenen oder Profile, die sein allgemeines Gesamtprofil annähernd bedingen, insbesondere wenn es noch durch die Einbeziehung weiterer Ebenen des Profilers, wie z. B. der der Evolution, Profilerebene 5 und der Ethik, Profilerebene D4

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ein nuanciertes und differenziertes Profiling erfährt, denn ohne ein Minimum sozial erforderlicher Entwicklung auf diesen beiden Ebenen, erreicht der Mensch nicht seine spezifisch menschliche Statur, was alles soziokulturelle Denken und sei es wissenschaftlich noch so ausgefeilt, unter Umständen hinfällig macht. Eine hohe Entwicklung in diesen Bereichen gestattet es dagegen, den gordischen Knoten der intrapsychischen, interpersonalen, intergruppen und interkulturellen Knoten zu lösen und alle kulturellen Barrieren zu überwinden. Kulturelle Werte an sich sind wertneutral, was die kulturelle Relativität begründet. Fachlich-technische interkulturelle Kompetenz allein genügt nicht, um kulturelle Probleme nachhaltig zu lösen. Allein der Fortschritt in den Bereichen der Ethik und Evolution schafft die Voraussetzung für irreversibel effektives interkulturelles Management. Und diese Ethik und Evolution ist der Operationalisierung und Anwendung bedürftig um nachhaltig wirksam zu sein. Es versteht sich, dass für ein differenzierteres Profiling im globalen Managementkontext die dafür vorgesehenen übrigen Ebenen des Transkulturellen Profilers mit Managementrelevanz bedarfsorientiert einbezogen werden sollten.

D6, 1-12

ICP The Individual culture profile: Individualization of one's mental software by these

variables

1 family

2 religion

3 education

4 language

5 profession

6 class

7 gender

8 race

9 generation

10 neighbours

11 friends

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12 region.

D7, 1-12

NCP National Culture Profile: Acquired through primary, secondary and tertiary

socialization

1 Power distance: indicates the extent to which a society accepts the unequal

distribution of power in institutions and organization

2 Uncertainty avoidance: refers to a society's discomfort with uncertainty, preferring

predictability and stability

3 Individualism/collectivism: reflects the extent to which people prefer to take care of

themselves and their immediate families, remaining emotionally independent from

groups, organizations and other collectives.

4 Masculinity/femininity: reveals the bias towards either masculine values of

assertiveness, competitiveness, and materialism, or towards feminine values of

nurturing and the quality of life and relationships

5 Long-term orientation: refers to the extent to which past, present or future oriented

attitudes, thought patterns, bahaviours and values are preferred' (Hofstede 5D- source: Bartlett, Ghoshal and Birkinshaw, Transnational Management 2003)

6 Universalism-particularism: seeks to discover one's prime allegiance to rules and

rule-bound classifications or to the exceptional, unique circumstances and

relationships

7 Individualism-communitarianism: measures the extent to which managers see the

individual employee and shareholder as paramount, their development,

enrichment, and fulfillment; or to what extent the corporation, customers and the

wider community should be the beneficiaries of all personal allegiances

8 Specific-diffuse: measures the tendency to analyze, reduce and break down the field

of experience or to synthesize, augment, and construct patterns of experience

9 Neutral versus affective: this concern the legitimacy to show emotions while at work

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10 Inner-directed - outer-directed: concerns the 'locus of control.' Is it inside each of

us, or outside in our environments to which we must adapt?

11 Achieved-ascribed status: refers to whether status is conferred to people on the basis

of what they have achieved or because of what they are

12 Sequential-synchronous time: has to do with whether one sees time as passing in a

sequence or coming round again and again' (THT 7D-model, source:

Trompenaars, Hampden-Turner, Managing People Across Cultures 2005).

D8, 1-12

Communication styles profile

1 High context-low context: Is information in the explicit code or is it implicit in the

person?

2 Controlled-free information flow: must be informed versus are already informed

3 Monochronic-polychronic: one thing at a time versus many things at a time

4 Private space-public space: privacy and territoriality versus open space, supportive

of networking

5 Concise-elaborate: not talkative versus loquacious

6 Context-centered - person-centered: relevance of speaker and role relations between

the parties versus relevance of speaker and the bridging of the communication gap

7 Direct-indirect: cooperativeness. say briefly and clearly what is true, relevant and

needed versus indirectness and circumlocutions

8 Affective-neutral: appropriateness versus inappropriateness of expressing emotions

in a professional context

9 Abstract-concrete: refers to how concrete one can be in communicating one's

ideas?

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10 Private-public information space: how healthy is it to give access to personal

information in building business contacts?

11 Linear-circular: how linear can you be in conveying your point?

12 Intellectual-relational: the intellectual style can confront ideas but deals with

relationships delicately, whereas the relational style deals with relational issues

directly, and ideas more indirectly. (Based on Hall and Hall and N. Ewington, TCO

London and Univ. of Cambridge).

Bewusstseinsarchitektur und Kultur

Die menschliche Bewusstseinsarchitektur kann in folgendem kulturellen Bewusstheitsmodell von Giddens veranschaulicht werden. Sie kann ihrerseits durch die Ebenen D1, D2 und D3 des transkulturellen Profilers, Seite 24, nach oben optimiert werden kann. Die Ebenen des Giddensschen Modells (siehe unten) sind:

1. Das diskursive Bewusstsein (analytische Kulturerkenntnis) 2. Das praktische Bewusstsein (latentes Kulturbewusstsein) 3. Das Unbewusste (verdrängtes Kulturbewusstsein)

Interkulturelle Kompetenzentwicklung erfordert, dass man die Ebene 2 des praktischen Bewusstseins und die Ebene 3 des Unbewussten auf der Ebene D1 des Giddensschen Modells integriert. Diese drei Ebenen diverser

Kulturbewusstheitsgrade kann man wiederum in die höchsten Stufen der kulturellen Bewusstheit der Ebenen D1 bis D3 des transkulturellen Profilers integrieren und sie von einer höheren Ebene her steuern.

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Architektur der mentalen Software

1. Persönlichkeit 2. Kultur 3. Natur

Geert Hofstede, der niederländische Pionier der interkulturellen Forschung (Cultures and Organisations. Software of the Mind, 2005), unterscheidet drei Ebenen der mentalen Programmierung, wie er es als ehemaliger IBM-Mitarbeiter nennt, die die Einzigartigkeit dieser kleinsten kulturellen Einheit, die der Mensch darstellt, ausmachen. Das nachfolgende Bild veranschaulicht die Hierarchie dieser Programme, die Ebenen der Einzigartigkeit der menschlichen mentalen Programmierung.

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Abbildung: Ebenen der Einzigartigkeit der mentalen Programme Quelle: Hofstede Geert und Hofstede Gert Jan, Cultures and Organisations. Software of the Mind, 2005

Alle Menschen, ohne kulturelle, geographische oder ethnische Einschränkung haben Teil an einer in der Ontogenese, die eine Replizierung der Phylogenese darstellt, verankerten, ererbten menschlichen Natur. Gefühle wie Liebe, Angst, usw. sind hier angesiedelt. Das ist der Sockel der Pyramide. Wie diese Gefühle zum Ausdruck gebracht werden, hängt von der Sozialisierung in der Gruppe und einmaligen Persönlichkeitsfaktoren ab. Jedes Individuum hat eine einzigartige Geschichte, Biographie und Erbanlagen. Die mentalen Programme der Spitze der Pyramide sind also ererbt und erlernt. Die Lern- und Erfahrungsprozesse in der Gruppe, der das Individuum von Geburt an angehört, stellen die kulturspezifische mentale Software bereit, die eine prägende Auswirkung auf die Ausformung der Persönlichkeit haben.

Doch die Ontogenese und die Phylogenese haben darüber hinaus noch eine universelle Bewusstseinsebene bereitgestellt, die insbesondere mit der Entwicklungsstufe der Ebene D5.6 Evolution - universelle Phase, im transkulturellen Profiler- einhergeht und den Zugang zu den höheren Stufen D1 bis D3 ermöglicht.

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Die Architektur der kulturellen Ebenen in verschiedenen Tiefen

1. Werte 2. Rituale 3. Helden 4. Symbole

Eine weitere Sichtweise der Kultur wird im sogenannten Zwiebeldiagramm verdeutlicht. Es wird als solches bezeichnet, weil es gleich einer Zwiebel verschiedene Schichten in unterschiedlichen Tiefen kultureller Programmierung veranschaulicht.

Abbildung: Das Zwiebelmodell: Kulturmanifestation in verschiedenen Tiefen Quelle: Hofstede Geert und Hofstede G. J., Cultures and Organisations, 2005 Darüber hinaus bringt Hofstede in diesem Modell den Unterschied zwischen Gesellschaftskultur und Organisationskultur auf einen klaren Nenner.

Die äußeren Schichten des Zwiebeldiagramms bestehen aus Symbolen, Helden und Ritualen, die unter dem Begriff kulturelle „Praktiken“ zusammengefasst werden können. Während in der Unternehmenskultur der Schwerpunkt auf den Praktiken

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liegt, sind die Werte das Spiegelbild der nationalen oder regionalen Gesellschaftskultur. Die Grundannahmen oder Grundwerte bilden Kern und Zentrum des Modells. Diese werden in der primären Sozialisierung in der Kindheit vermittelt und werden bereits in der frühen im Unbewussten verankert. Ob etwas sauber, schön, wahr oder gut ist im Gegensatz zu den entgegengesetzten Kategorien ist über diese Zeit hinaus schwerlich umzuerziehen. Dies macht auch die Adaptation in andern als der Ausgangskultur schwierig. Die Assimilation und Integration in anderen Zielkulturen ist deshalb schwierig, weil, besonders jenseits eines bestimmten Alters, die sehr früh erworbenen Grundannahmen für nicht Gruppenmitglieder schwer erlernbar sind. Im Gegensatz zu den Praktiken, die sichtbar, leichter erlern- und veränderbar sind, sind die Grundannahmen und Werte unsichtbar, implizit und schwerer veränderbar und veränderlich.

Soweit dieses wie auch andere Modelle im Mentalbereich angesiedelt sind können sie in ein erweitertes Bewusstseinsfeld integriert werden, welches die ersteren steuerbarer macht, sowohl intra-, als auch interindividuell, wie auch interkulturell.

Die Beziehung zwischen expliziter und impliziter kultureller Bewusstseinsarchitektur

1. Werte (implizit) 2. Verhaltensweisen (explizit)

Das Eisbergmodell ist eine monumentalere, plastischere, suggestive Gestalt des Zwiebelmodells unter Einbeziehung zweier interkultureller Akteure. Die Spitze des Eisbergs entspricht der sichtbaren Manifestation von Kultur, insbesondere den Verhaltensmustern.

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Abbildung Eisbergmodell

Quelle: Univ. Cambridge, Persönl. Arbeitsmaterialien des Autors, 2004

Die diese bedingenden Werte, die mentale Software oder die gruppenspezifische kollektive Programmierung, die allein imstande ist, diesen Verhaltensmustern Sinn zu geben, sie zu deuten und somit Falschattributionen zu vermeiden, befindet sich unsichtbar unterhalb des Wasserspiegels. Der Großteil davon ist unbewusst oder latent bewusst, implizit und unsichtbar wie der Zwiebelkern. Jede interkulturelle Arbeit erfordert daher eine Sensibilisierung für diese Dialektik des Manifestierten und des Nichtmanifestierten der Kultur. Idealerweise ist es die Fähigkeit wie F. Scott Fitzgerald sagt, „zwei entgegengesetzte Gedanken gleichzeitig im Bewusstsein zu haben und dennoch handlungsfähig zu bleiben“. Laut ihm ist das ein Kennzeichen vorzüglicher Intelligenz. Doch eigentlich müssen mindestens vier Dinge gleichzeitig im Bewusstsein präsent sein, da ja mindestens zwei Individuen an einem kulturübergreifenden Interfacing teilnehmen, das heißt zwei Verhaltens-

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2

The state-of-the-art of intercultural

research and management - and its future

In the following I would like to present two models, i.e. a synopsis of the brief

history of intercultural research from a paradigmatic view point (page 23) and a

transcultural profiler (page 24) as an integrative instrument for global management

purposes.

The first, a synopsis of modern intercultural studies, integrates the successive

generations of intercultural research that increasingly play back the ball of culture

consciousness from the outer and a more mechanistic, instrumental understanding of

culture into the inner space of the intercultural researcher and manager, who are thus

endowed with a potentiality for the management of culture that can be actualized

according to the level of culture consciousness of the cultural player and entails an

increased cultural accountability as a corollary of increased cultural empowerment.

In the awareness of the causal interconnectedness of complementary inner spaces of

awareness and consciousness and corollary outer spaces and of the governing

principle in the totality of this field I have designed a Transcultural Profiler (page

24ff) that maps the psychological infrastructure of the transnational manager in the

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totality of the inner and outer management context. The 12 octaves architectural

dome metaphor that highlights its anatomic-physiologic axiomatic (structural and

functional governing principles) is a holistic instrument for intercultural research and

management and a useful working hypothesis for any interculturalist, educator,

researcher or practitioner who wants to go beyond intercultural minimalism. It

structures the intercultural acquis purposefully by means of a scientifically derived

transcultural add-on. It is composed - and indeed encompasses, with its 12 octaves

all registers of the human cultural/inter-/transcultural psychology with their

variations - of the following three hierarchized clusters of dimensions that highlight

the ultimately all-integrative command, control and integration axiomatic of all that

is cultural in man’s existence and provides the transcultural strategist with a useful

synoptic, analytic, diagnostic, reference and management instrument:

1. Dimensional cluster C1: The domain of the transcultural space of

consciousness: D 1 - D3

2. Dimensional cluster C 2: The transitional domain from intercultural to higher

level transcultural awareness: D4 - D5

3. Dimensional cluster C3: The domain of the intercultural space of

consciousness: D6 - D12

This 3-level structure can be visualized by the architectural dome metaphor that

highlights the hierarchical integration of the complementary inter- and transcultural

spaces of consciousness. More specifically, the subordinate intercultural space of

consciousness is integrated by the more comprehensive hierarchically superordinate

transcultural space of consciousness to the extent that the subject of intercultural

management evolves from C3 via the interface cluster C2 towards the pinnacle of C1.

Pointing to an intercultural evolution circle and spiral the dome metaphor can also

be interpreted and applied as a template and roadmap for intercultural growth and

evolution and therefore for assessment and training. The more one evolves towards

C1 the more intercultural management potential can be actualized. The convergence

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of the diversity of the architectural metaphor’s arcs and the unity of the cupola and

lantern symbolize the integration of diversity and unity.

In a way it is a physiological model for the management of culture that can usefully

complement constructs like Bartlett's, Ghoshal's and Birkinshaw’s physiological

model for change management in a global, transcultural context. And R. D. Laing

specifies what they have in common, namely the primacy of the awareness rationale.

Thus, the understanding of the anatomy of the psychological managerial

infrastructure needs to be complemented by an insight into the axiomatic of its

physiology. And once the active principles of inter-/transcultural consciousness are

established a wider notion of cultural awareness and consciousness with their

assumed creative dynamic can be translated into actual management practice by the

global manager according to his level of culture consciousness. His level of integrity

and evolution will provide a logic of checks and balances of the impact of the

assumed quantum cultural effect.

And if the present hypothesis can be validated by intercultural research and practice,

one has not only an instrument for the management of cultures but also of culture

per se. Inner cultural integration can be followed by outer cultural integration.

Here follow the two models which have been announced:

1. A synopsis of modern intercultural studies, page 23, is a systematization of the

paradigm shifts of the late twentieth century history of intercultural research that

replicates the hard science paradigm shifts.

2. The Transcultural Profiler, page 24ff, is an architectural metaphor of the

anatomy and physiology of the integrated global manager’s space of

consciousness in a global management context. The dynamic of consciousness

active in the anatomy of the architecture of consciousness of the global manager is

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derived from neurophysiologic research. More specifically it consists in the

assumption of a physiological-psychological analogy in the sense that the twofold

structural and functional integration in human neurophysiology is translated

psychologically as a hierarchized logic of integration of the intercultural (C3) by

the transcultural (C1). It means that, in analogy to neurophysiology, the

superordinate structures of consciousness permit the integration of the

hierarchically subordinate structures of consciousness. In that sense the

transcultural domain (C1) subordinates the intercultural domain (C3) and C1 has

therefore and integrative function for C3. This physiologically derived and

quantum physically supported dynamic provides the key for the integration of

any form of diversity in its underlying unity. Both are concomitant and represent

functions of complementary levels of consciousness in general and culture

awareness and consciousness in particular. Changing from one level of

consciousness to another integrates diversity - a change from C3 to C1 -, or

manifests diversity - a change from C1 to C3. Both appear to be actualizable

potentialities of culture consciousness and therefore require an awareness of

human consciousness and its dynamics or transcultural intelligence. Conscious

awareness of complementary inter- and transcultural capabilities of human

consciousness and its potential creativity are assumed to trigger a presumed

metaphorical quantum effect that tends to codetermine the cultural context in

accordance with the status of consciousness evolution of the cultural subject.

That holistic understanding of man’s cultural universe with its two

complementary aspects of diversity and its dialectics on the one hand and

essential unity on the other hand provides a resource and the natural master key

for a management of culture that meets the needs of global culture management

of our increasingly global multicultural era. (The reiterated principle of an

enhanced threefold holistic noetic-psychosomatic structure of man and its

neurophysiologically derived axiomatic have been inspired by the late French

cardiologist and consciousness researcher Dr. Thérèse Brosse whose publication

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„La Conscience-Énergie: Structure de l’homme et de l’univers...“, Éditions

Présence, Sisteron, France 1984 has been translated into German by the writer of

this inquiry.

3. The epistemological foundation of the dynamic of the transcultural dimension:

The transcultural macro-dimension that complements the intercultural macro- dimension of culture can be derived from a 5-P transdisciplinary transcultural

approach, i.e. from physics, physiology, philosophy, psychology and metaphysics

that converge, as the spokes of a wheel in the hub, in a similar dimension of

consciousness, where the peripheral diversities converge in a stable all- encompassing unity, whatever the evolution of the cultural scenarios towards the

periphery.

Let me, in line with our scientific-technical age of knowledge, select the

metaphorical quantum-cultural reading of culture and its management: A

quantum-cultural reading of cultural and intercultural reality suggests that

specific data of cultures need to be complemented by the complementary

momentum of cultures. It fulfills the metaphorical imperative of the

complementarity principle Niels Bohr’s as well as of the insight gained from

Heisenberg’s uncertainty principle. Both together allow us to view culture from

two complementary angles and to state about the integration of the two optics:

On the one hand there is the specific world of cultures with specific cultural data

and coordinates based on empirical intercultural research, while the

complementary optic is that of their wave dynamic and momentum. In order to

integrate the two and to describe culture and its dynamics holistically, one has to

leverage a neurophysiological analogy of twofold structural and functional

integration. Not doing so means lagging behind scientific paradigms in the sense

that the particle approach to cultures, where each culture is attributed a particular

numerical position needs to be complemented by its dynamic momentum. The

former tends to be more static, is classificatory and divisive per se, while the latter

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is dynamic and integrative. Both together constitute the more complete cultural

reality that performs better globally in business management and politics alike

and therefore needs to be leveraged in our time of increasing globalization

challenges.

Quantum physics has not only allowed outer space conquest but it can also

enable inner space conquest with the totality of its cultural conditioning. In other

words the intercultural aquis (research output), as I shall try to show, needs to be

complemented by the transcultural approach, which is a metaphorical application

of the microphysics paradigm that has been inaugurated as long as a century ago

already. Therefore it is high time to translate this epistemological breakthrough

discovery as far as possible to the sociocultural domain as well.

Last but not least and based on an assumed concomitance of the (cultural)

observer and the culturally observed, one is led to a form of a metaphorical

quantum-cultural effect due to the ability of consciousness to actualize its

potentialities and thereby to cocreate a cultural reality in its likeness. The entitiy

which has been created in the likeness of the Creator seems to partake in the

ability in turn to create a world in its likeness.

4. Model for the management of change of the intercultural paradigm:

Defreezing-Changing- Refreezing

Based on the insights into culture gained from three sources, i.e.

• The axiomatic of mind and consciousness

• The axiomatic of natural sciences

• The axiomatic of the human spirit and religion

one may suggest a defreezing of the intercultural paradigm, followed by a

subsequent integration of the intercultural in the wider and higher potential

transcultural approach to global culture management and a refreezing of the

resulting holistic inter-transcultural management approach.

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On the sea of life with its as yet unforeseeable cultural waves the compass of

comprehensive cultural intelligence is of vital importance. It has the meaning and the

function of a solid rock and anchoring. And with the derived quantum cultural

formula based on the primacy of consciousness the solution of cultural questions

seems to culminate in the nature and structure of the individual and its

consciousness as the author of sociocultural conditions and processes.

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A synopsis of modern intercultural studies

Generation Typology Cultural Optic

• Generation: Hofstede/deterministic What‘s the cultural

profile?

• G.: Trompenaars, deterministic/indeterministic How do I handle

Hampden-Turner culture?

• G.: Brannen and Salk indeterministic How can I optimize it?

• G.: Transculturalism indet./creatively probabilistic What is the nature of

culture as such?

--------------------------------------------------------------------------------------------------------------------

90ies+ 3rd millennium

Cross-cultural comparative intercultural transcultural

Static dynamic integrative meta-level

Taxonomy action-oriented integrative

Psychosomatic level idem noetic/transcultural level

___________________________________________________________________________

Finally, I would like to sum up the totality of intercultural research at a paradigmatic level:

Determinism Indeterminism Probabilism

Newton Quantum mechanics Modern physics

Hofstede THT (transition) Brannen and Salk Transcultural

Aggregate models Negotiated culture Integrated culture

(All these authors have undertaken their research many decades after the appearance of the quantum paradigm; Hofstede, THT and Brannen’s and Salk’s cultural assumptions are increasingly characterized by indeterminism.)

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3

The transcultural profiler: The universal

culture management model

DOME 12 D or 12 Octaves Transcultural Profiler or Transcultural Management

Model & Legend

(following pages)

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25

LEGEND OF THE TRANSCULTRAL PROFILER

D1

Cosmics: The Cosmic environment interconnection. The biological and mental roots

of life.

D2

Noetics: The highest psychological control, subordination and integration function.

D3

Operationalization: (Potentialization) - Actualization process

D4

Ethics: Altruistic-allocentric, sustainable approach that thinks and acts in terms of

each players long-term interests.

D5

Evolution: Phylogenetic development stages 1-6/Intercultural Development stages 7-12

1 sensory level: human developmental stage of perception

2 active level: human developmental stage of action

3 affective level: human developmental stage of affection

4 analytic intellectual level: human developmental stage of the intellect

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5 synthetic intellectual level: human developmental stage of the Ego and the

social group

6 universal level: human developmental stage that goes beyond Ego and

synthesis

7 stage 1 denial: unable to identify cultural differences

8 stage 2 defence: recognition of cultural differences but tendency to evaluate

other cultures negatively to one’s own

9 stage 3 minimization: recognition of superficial differences (objective culture)

such as customs and habits, while holding the view that all cultures are

essentially the same

10 stage 4 acceptance: Recognition and appreciation of cultural differences in

behavior and values; considering them as logical and coherent solutions in

different contexts.

11 stage 5 adaptation: development of communication skills that facilitate

intercultural communication; cybernetic thinking

12 stage 6 integration: internalization of a bicultural or multicultural perspective;

intercultural facilitator. (section based on Milton Bennett and Dr. Thérèse

Brosse).

D6

ICP The Individual culture profile: Individualization of one's mental software by

these variables

1 family

2 religion

3 education

4 language

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5 profession

6 class

7 gender

8 race

9 generation

10 neighbours

11 friends

12 region.

D7

NCP National Culture Profile: Acquired through primary, secondary and tertiary

socialization

1 Power distance: indicates the extent to which a society accepts the unequal

distribution of power in institutions and organization

2 Uncertainty avoidance: refers to a society's discomfort with uncertainty,

preferring predictability and stability

3 Individualism/collectivism: reflects the extent to which people prefer to take

care of themselves and their immediate families, remaining emotionally

independent from groups, organizations and other collectives.

4 Masculinity/femininity: reveals the bias towards either masculine values of

assertiveness, competitiveness, and materialism, or towards feminine values

of nurturing and the quality of life and relationships

5 Long-term orientation: refers to the extent to which past, present or future

oriented attitudes, thought patterns, bahaviours and values are preferred'

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(Hofstede 5D-model, source: Bartlett, Ghoshal and Birkinshaw, Transnational

Management 2003)

6 Universalism-particularism: seeks to discover one's prime allegiance to rules

and rule-bound classifications or to the exceptional, unique circumstances and

relationships

7 Individualism-communitarianism: measures the extent to which managers see

the individual employee and shareholder as paramount, their development,

enrichment, and fulfillment; or to what extent the corporation, customers and

the wider community should be the beneficiaries of all personal allegiances

8 Specific-diffuse: measures the tendency to analyze, reduce and break down

the field of experience or to synthesize, augment, and construct patterns of

experience

9 Neutral versus affective: this concern the legitimacy to show emotions

while at work

10 Inner-directed - outer-directed: concerns the 'locus of control.' Is it inside each

of us, or outside in our environments to which we must adapt?

11 Achieved-ascribed status: refers to whether status is conferred to people on

the basis of what they have achieved or because of what they are

12 Sequential-synchronous time: has to do with whether one sees time as passing

in a sequence or coming round again and again' (THT 7D-model, source:

Trompenaars, Hampden-Turner, Managing People Across Cultures 2005).

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D8

Communication styles profile

1 High context-low context: is information in the explicit code or is it implicit in

the person?

2 Controlled-free information flow: must be informed versus are already

informed

3 Monochronic-polychronic: one thing at a time versus many things at a time

4 Private space-public space: privacy and territoriality versus open space,

supportive of networking

5 Concise-elaborate: not talkative versus loquacious

6 Context-centered - person-centered: relevance of speaker and role relations

between the parties versus relevance of speaker and the bridging of the

communication gap

7 Direct-indirect: cooperativeness. say briefly and clearly what is true, relevant

and needed versus indirectness and circumlocutions

8 Affective-neutral: appropriateness versus inappropriateness of expressing

emotions in a professional context

9 Abstract-concrete: refers to how concrete one can be in communicating one's

ideas?

10 Private-public information space: how healthy is it to give access to

personal information in building business contacts?

11 Linear-circular: how linear can you be in conveying your point?

12 Intellectual-relational: the intellectual style can confront ideas but deals with

relationships delicately, whereas the relational style deals with relational

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issues directly, and ideas more indirectly. (Based on Hall and Hall and N.

Ewington, TCO London and Univ. of Cambridge).

D9

Corporate Management Profile: further conditions the national and individual

culture profile

1 Specialist job: different functional environments condition different

perceptions and attitudes

2 Level of hierarchy: attitudes and bahaviours differ on the board compared to

the shop floor

3 Training: the professional ethos of an engineer and a business manager

differ

4 Orgnizational culture: either Hofstede's UAI-PDI matrix based classification of

implicit organization models as tribe/family, pyramid, machine and market:

Alternatively THT's classification as Guided Missile, Eiffel Tower, Family and

Incubator organizational patterns based on the dimensions equality-hierarchy

and person-task

5 Operating field: depending on the availability of resources and supplies

companies may be more or less centralized and controlled

6 Scale of operations: big companies tend to be more formalized than smaller

ones

7 Institutional environment: In different societies ownership is either personal or

by impersonal, shifting shareholders (1-7 are based on Hickson and Pugh,

International Management 2001)

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8 Leadership style: exploitative autocratic, benevolent autocratic, participative,

democratic (Hodgetts and Luthans, International Management)

alternatively, situational-contingent leadership: directing, influencing,

collaborating, delegating based on the task-relationship orientation matrix

(Hersey, Blanchard, Situational Leadership)

9 Management style: factual, intuitive, analytic, and normative

10 Motivation: based on Hofstede's UAI-MAS matrix this typology exists:

Achievement of self or group and esteem, achievement and belongingness,

security and esteem, and security and belongingness

11 Stages of corporate development: N. Adler's multinational, global,

international, transnational stages, alt. Ethnocentric, polycentric, regiocentric

and geocentric

12 Cultural distance: CAGE analysis: cultural, administrative, geographic,

economic distance.

D10

Intercultural management competencies (3-12 based entirely on International

Profiler, WorldWork LTD, London 2001)

1 Altruism: altruistic behaviour as a source of creativity and integration of

dilemma

2 Transcultural mindset: holistic perspective of culture and the mind

3 Openness: new thinking, welcoming strangers, acceptance

4 Flexibility: flexible behaviour, flexible judgement, learning languages

5 Personal autonomy: Inner purpose, focus on goals

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6 Emotional strength: resilience, coping, spirit of adventure

7 Perceptiveness: attuned, reflected awareness

8 Listening orientation: active listening

9 Transparency: clarity of communication, exposing intentions

10 Cultural knowledge: information gathering, valuing difference

11 Influencing: rapport, range of style, sensitivity to context

12 Synergy: creating new alternatives.

D11

Trust: is the foundation of relationships in general and across cultures in particular,

particularly in GBTs (Based on WorldWork Ltd, London and Univ. of

Cambridge course materials)

1 Competence: trust based on the perception that team members are

competent

2 Compatibility: based on common background, values, approaches, interests

and objectives

3 Benevolence: based on the belief that other team members are concerned about

one's welfare

4 Integrity: based on keeping promises and a moral behaviour code

5 Predictability: based on consistency over time of team members' behaviour

6 Security: absence of fear

7 Inclusion: partners are team-oriented and integrative

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8  Open with information: willingness to share relevant information  

9  Accessible: communication at a personal level  

10  Reciprocal: mutual trust and cooperation  

11  Moral responsibility: assuming responsibility for one's behaviours  

12  Good intentions: ethical motivations  

  D12  

  Globalism. Planetary environment interconnection diagnostic: global compatibility  

  check.  

1  International Law  

2  Biodiversity  

3  Sustainability  

4  Climate change impact  

5  International political equilibrium  

6  International economic equilibrium  

7  International cultural equilibrium  

8  Strategic balance  

9  Genetic heritage integrity  

10  Cultural ethics. Intercultural ethics. Global code of ethics.  

11  Environmental compatibility  

12  Resources impact  

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GENERAL EXPLANATION OF THE TRANSCULTURAL PROFILER LEGEND

On the whole the Profiler is a holistic diagnostic, analytical and profiling instrument

for working across cultures.

It represents the totality of the field of consciousness of the interconnected inner- culture consciousness space of the global player in his management context.

Due to the interconnected continuum of the field of culture consciousness the inner

stance of the culture observing consciousness can contribute to shaping outer culture.

Culture management tends to become consciousness management. Vertically the

following levels of consciousness are present in the structure of the Profiler which

functionally integrates it hierarchically:

1 The superquantic consciousness level which presides over the quantic

consciousness level

2 The quantic consciousness level which presides over the

2a transcultural consciousness and the

2b intercultural consciousness

3 physical culture consciousnesses

The totality of the profiler structure is subordinated and integrated by the top three

dimensions. The quantum cultural effect allows to adopt the integrative transcultural

or an intercultural stance alternatively or a combination of both. Quantum cultural

consciousness is integrated by superquantic (culture) consciousness.

The entire edifice can be viewed metaphorically, in quantum cultural terms, as waves

or as particles: The wave concept is supported by the fact that the profiler consists of

twelve octaves which in turn translate as value preferences along with associated

behavioural patterns. The more registers a cultural player can "instrumentalize" (the

35

twelve octaves cover the totality of the human culture and consciousness "music")

the better his cultural performance will be, the ability to resonate and to enable

resonance. The complementary particle concept also allows a reading as cultural

particulars of players. That is what traditional aggregate models of cultures provide.

The twelve times twelve dimensional edifice suggest completeness², the space-time

of culture consciousness grounded in the HIC et NUNC. The vertical axis is an

evolution-involution cybernetic circuit towards higher forms of culture

consciousness and managerial cultural effectiveness. As one evolves within and

towards the higher dimensions one can increasingly manifest the higher dimensional

potentialities.

The cosmic, noetic and the various cultural levels of the profiler form a hierarchy

based on the neurophysiologic analogical principle of anatomic integration and

functional subordination, according to which superior neurophysiologic structures

subordinate and integrate lowers into a hierarchical unity. It is a logic of control and

integration. Therefore it is necessary to identify the superordinate level that can

govern the subordinate; culturally speaking, a cultural metalevel which can not only

control specific cultural characteristics but one that can govern the entire mental

cultural repository with the sum total of its conditioning. The Western dualistic

psychosomatic assumption of man’s constitution does not provide - except for the

neurophysiologic analogy and the Christian tradition - the third governing level of

the holistic threefold noetic-psychosomatic hierarchical structure of man which can

be distilled across time, space and cultures and which has the potential to integrate

the totality of the psychological architecture. The third level of the constitutional

hierarchy of man could therefore be considered as a third millennium key to the

management of culture. It is completely free and can set man free.

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The DOME TRANSCULTURAL MANAGEMENT MODEL or PROFILER is a

metaphorical visualization of the hierarchically integrated global managerial

psychological architecture in a transcultural management context.

A MORE DETAILED EXPLANATION OF THE

TRANSCULTURAL PROFILER LEGEND

D1 Cosmics

The absolute of consciousness silences all cultural relativities. It is the superquantic

dimension of the source - timeless, nameless, and absolute; beyond the mind and the

diverse aspects of matter and energy. It integrates the aspects of the real in a

transcendent reality.

The unitary structure of the lantern in the DOME architectural metaphor symbolizes

that singular unity; the highest level of integration.

D2 Noetics

Is the transcultural level that presides over the quantum optical consciousness and

has three major characteristics:

It integrates the totality of the subjacent edifice.

It can alternatively work with intercultural consciousness which deals with the

diversity of cultures and it can work with transcultural consciousness, i.e. diversity

transcending unity.

In the cupola (and lantern) the twelve arcs of the DOME architectural modeling of

the psychological edifice converge. Here the intercultural diversity and transcultural

unity are bridged.

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D3 Operationalization

Translates the superquantic and the quantic culture consciousness into the cultural

dimensions of the edifice rather than sufficing itself in its transcendence and

remaining aloof. In physical terms it can be considered as an energetic

potentialization-actualization dynamism leading to the cycle: Consciousness- energy-

D4 Ethics

Ethics is a stepping stone that enables access to the consciousness of the

superordinate dimensions. Personal egoism corresponds to cultural ethnocentrism.

Both need to be managed for growth into the transcultural dimension. The relative

particle must become aware of its being part of a dynamic of an interdependent field

and become committed to and accountable for it. Ethics is a cardinal dimension on

which any further evolution hinges. They are interdependent, and ethical attitudes

and behaviors in the sense of the unconditional respect of any culture member is the

sine qua non of viable interpersonal and intergroup relations. Love of God and

fellow man is the fulfillment of ethics, of the entire law according to the Christian

optic. It can unlock all doors and remove all barriers on the way to all encompassing

consciousness. The absence of this dimensional virtue is the negation of human

culture and civilization in the original sense and poisons all relationships

interindividual, intergroup and intercultural.

D5 Evolution

Diagnoses the phylogenic and the inter-/transcultural evolution of the cultural

players. They are progressive enablers of superordinate cultural capabilities. As the

cultural player masters the two sets of evolution completely transcultural as opposed

to intercultural consciousness unfolds. Upon reaching the universal stage of

phylogenetic evolution the threshold to the superior dimension can be crossed.

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D6 ICP Individual Culture profile

The specification of the cultural players’ individual cultural profile impacts the

potential for the achievement of higher dimensions of culture consciousness. The

various affiliations/layers can pave the way or impede (culture) consciousness

evolution.

D7 NCP National Culture Profile

The aggregate models of culture consist of 12 dualistic dimensions and illustrate the

dialectics of the cultural mind. It is the realm of dualistic culture consciousness: the

domain of time, mind, conditioning and antagonism; of cultural strife. The dialectics

of its structural duality can be sustainably redeemed by the non-dualistic levels of

consciousness, which merge the cultural waves into their source or the destination of

the ocean, which form but a circle. The intercultural optic of the quantum cultural

optic is only aware of the momentary manifestation of consciousness without

contextualizing it in the totality of the field of consciousness which redeems the wave

of culture in the ocean of consciousness with its integrative and renewing dynamic;

its creativity.

D8 Communications Profile

While the previous 2 dimensions are important structural elements, which is

insinuated by the architectural term “shoulders” - they provide structural

information about a person or and an edifice -, the communication styles dimension

can structurally be connected to walls and windows, which allow us to build up

barriers or to create relationships and permeability with regard to the environment.

Cultural diversity of communication styles is culture consciousness in inter(action).

According to Hall culture is communication. Here we additionally conceptualize it,

based on the quantum cultural optic as waves which translate as the music of

consciousness resulting behaviorally as communication styles preferences.

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D9 Corporate Management Profile

The organizational cultural environment grounds management in a combination of

physical and psychological culture imperatives which determine horizons of

managerial and HR consciousness in addition to the three other more general

cultural profiles. They determine corporate consciousness, corporate culture

consciousness. Corporate culture consciousness, societal culture consciousness,

individual culture consciousness and transcultural consciousness will have to result

in a powerful accord in musical terms and need to be based on a good foundation, if

the company is to perform well; a blending of the organizational cultural, the

intercultural and the transcultural, integrated by the latter.

D10 Intercultural management competencies

As an individual professional intercultural profile they complete the individual and

other culture profiles and contribute to enhancing the accord between diverse

cultural players in terms of business interests.

D11 Trust

Trust being the basis of all human relations it is as critical a dimension as the ethics

dimension, intraindividually and interindividually. It can harmoniously tune

relationships between diverse cultural players and foster a spirit of cooperation.

D12 Planetary interface

Physical culture and global governance variables constitute the interface with the

global environment. The various levels of global consciousness evolution will impact

choices.

The one consciousness is a continuous field of various levels of consciousness

evolution and involution whose variables are integrated and governed by the higher

noetic/transcultural or quantic dimension D2 and the cosmic or superquantic

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