Anatomie – Physiologie – Psychologie der kulturellen Informationsprozesse könnte man dies auch nennen. Es sind anspruchsvolle Begriffe, vor allem, wenn sie von Kulturfachleuten und eher als Metaphern denn als experimentelle Forschung und validierte wissenschaftliche Praxis widerspiegelnde Begriffe verwendet werden. Aber sie zwingen uns über die Abstrakta der ziemlich theoretischen interkulturellen Forschung hinauszugehen, beziehungsweise in der Realität des menschlichen Körpers hinabzusteigen und uns dann wieder mit fundierterer Erkenntnis über das Verhältnis von Körper und Geist in Zusammenhang mit dem Bewusstsein in Bezug auf das Management der interkulturellen Informationsprozesse emporzuschwingen.
Inhaltsverzeichnis
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
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.
D6 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
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'
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'
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
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
8 Leadership style: exploitative autocratic, benevolent autocratic, participative, democratic
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
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
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
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
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
Zielsetzung & Themen
Das Ziel der Arbeit ist die Etablierung eines ganzheitlichen "transquantischen" Managementansatzes, der physiologische Strukturen mit noetischen und psychokulturellen Dimensionen verknüpft, um kulturelle Konditionierungen zu überwinden und ein effektives globales Management zu ermöglichen.
- Analyse der neurophysiologischen Grundlagen menschlicher Kulturwahrnehmung.
- Integration von "ventrozentrischen" (körperorientierten) und "cerebrozentrischen" (geistorientierten) Modellen.
- Modellierung eines transkulturellen Profilers zur Diagnose und Steuerung von Managementprozessen.
- Untersuchung der Welle-Teilchen-Dualität als Metapher für interkulturelle und transkulturelle Intelligenz.
Auszug aus dem Buch
Let's return to the Human Pyramid, an East Asian master model of man: any system should have a maximum stability, to assure its continuity and stability.
Considering the three possible states of stability, namely, stability, metastability and instability, it is surely stability, which offers the optimum conditions for continuity and effectiveness. This highest possible integration and consolidation clearly satisfies a Japanese value preference of high level safety and reliability, an ideal terrain for sensing and intuition. While the Indian Siddhasana prepares the terrain ideally for the spiritual journey, which is an Indian metaphysical value preference, the Japanese ideal on the other hand translates a more physical value preference.
And, with regard to both architectures, the inner and the outer, the energetic as well as the biological, to use a broader term, strive to align and reinforce their maximum stability and dynamism by themselves and synergize at the highest somato-energetic consolidation and integration. The two configurations, the Human Pyramid as well as the Perfect Posture of the two Asian traditions of India and Japan involve two triangle structures: a horizontal one that forms the base with the two knees and the buttocks. On this base triangle a vertical triangle is formed by the vertical axis of the backbone with the trunk, with the head on top, thus forming a pyramid, the Human Pyramid. The structure and dynamics involved in this posture consolidate the entire human edifice physiologically and energetically.
While physiology and energy are coordinated and integrated, the mind is stilled and stabilized in turn, due to the mind-body interconnectedness. In this 'ventrocentric' approach the entire psychosomatic system is coordinated and stilled. The waves of the mind subside, tension goes. When the noise of the mind with all its conditionings is quiet, cultural conditioning is no more. It is in a state of potentiality. The cultural impact decreases proportionally to the increase of the stilling of the mind. Thus managing the mind in a bottom up approach, culture and cultural programming can be managed effectively. So, there is also a physiological approach to the management of culture.
Zusammenfassung der Kapitel
D1 Cosmics: The Cosmic environment interconnection. The biological and mental roots of life.: Betrachtet die grundlegenden biologischen und mentalen Wurzeln des Lebens im Kontext einer kosmischen Umgebung.
D2 Noetics: The highest psychological control, subordination and integration function.: Definiert die noetische Ebene als zentrale Instanz für psychologische Steuerung und Integration.
D3 Operationalization: (Potentialization) – Actualization process: Beschreibt den Prozess der Umsetzung von Potenzialen in tatsächliche Handlungen.
D4 Ethics: Altruistic-allocentric, sustainable approach that thinks and acts in terms of each players long-term interests.: Erläutert einen ethischen Ansatz, der langfristige Interessen aller Akteure integriert.
D5 Evolution: Phylogenetic development stages 1-6/Intercultural Development stages 7-12: Detailliert die Entwicklungsstufen, von sensorischen Ebenen bis zur transkulturellen Integration.
D6 ICP The Individual culture profile: Individualization of one's mental software by these variables: Untersucht Variablen wie Familie, Religion und Sprache, die das individuelle mentale Profil prägen.
D7 NCP National Culture Profile: Acquired through primary, secondary and tertiary socialization: Analysiert nationale kulturelle Prägungen durch soziologische Standardmodelle wie Hofstede oder Trompenaars.
D8 Communication styles profile: Untersucht Kommunikationsstile hinsichtlich expliziter und impliziter Codes sowie Raum- und Zeitwahrnehmung.
D9 Corporate Management Profile: further conditions the national and individual culture profile: Beleuchtet, wie organisatorische Rahmenbedingungen und Hierarchien das individuelle und nationale Profil beeinflussen.
D10 Intercultural management competencies: Listet essenzielle Kompetenzen für interkulturelles Management, wie Altruismus, Offenheit und emotionale Stärke, auf.
D11 Trust: is the foundation of relationships in general and across cultures in particular, particularly in GBTs: Definiert Vertrauen als Fundament für Beziehungen, basierend auf Kompetenz, Integrität und moralischer Verantwortung.
D12 Globalism. Planetary environment interconnection diagnostic: global compatibility check.: Bietet ein Diagnoseinstrument zur Bewertung globaler Kompatibilität, etwa durch Nachhaltigkeit und rechtliche Rahmenbedingungen.
Schlüsselwörter
Quantisches Kulturbewusstsein, Transkulturelles Management, Neurophysiologie, Noetik, Psychosomatik, Kulturelle Konditionierung, Human Pyramid, Transkultureller Profiler, Supraquantisches Bewusstsein, Interkulturelle Kompetenz, Management des Wandels, Integrale Führung, Bewusstseinsoptik, Welle-Teilchen-Dualität, Ventrozentrik.
Häufig gestellte Fragen
Worum geht es in dieser Arbeit grundsätzlich?
Die Arbeit untersucht die Verbindung zwischen menschlicher Anatomie, Physiologie und dem Bewusstsein im Kontext des transkulturellen Managements.
Was sind die zentralen Themenfelder?
Zentrale Themen sind die Überwindung kultureller Konditionierungen, die Rolle der Noetik in Managementprozessen und die Integration von Körper, Geist und Bewusstsein.
Was ist das primäre Ziel der Forschungsarbeit?
Das Ziel ist die Entwicklung eines holistischen Modells, das es ermöglicht, Managementprozesse durch ein tieferes Verständnis der menschlichen Bewusstseinsstruktur effektiver und kulturübergreifend zu steuern.
Welche wissenschaftliche Methode wird verwendet?
Der Autor nutzt einen transdisziplinären Ansatz, der Erkenntnisse aus der Neurophysiologie, der Quantenphysik (als Metapher) und interkulturellen Managementtheorien kombiniert.
Was wird im Hauptteil behandelt?
Im Hauptteil werden die einzelnen Dimensionen des "Transcultural Management Profilers" detailliert, von kosmischen Wurzeln bis hin zu globalen Managementkompetenzen.
Welche Schlüsselwörter charakterisieren die Arbeit?
Die Arbeit wird maßgeblich durch Begriffe wie transkulturelle Intelligenz, Quantenkulturbewusstsein, Noetik und ganzheitliche Systemintegration charakterisiert.
Wie unterscheidet der Autor zwischen "ventrozentrischen" und "cerebrozentrischen" Ansätzen?
Der ventrozentrische Ansatz beginnt beim Körper und dessen physiologischer Stabilität, während der cerebrozentrische Ansatz beim Geist und neokortikalen Prozessen ansetzt.
Welche Rolle spielt die Metapher der "Human Pyramid" in der Arbeit?
Die "Human Pyramid" dient als Modell für maximale Stabilität und Integration, indem sie eine vertikale Ausrichtung von Körper und Geist visualisiert, die zur Stillung des Geistes und zur Überwindung von Konditionierungen beiträgt.
Warum betont der Autor die Notwendigkeit, "supraquantisches" Bewusstsein zu entwickeln?
Um über die bloße Dualität von kulturellen Partikularismen hinaus eine integrale Sichtweise zu erreichen, die sowohl Wissenschaft als auch Liebe/Integration in einem übergeordneten Bewusstseinsmodus vereint.
- Quote paper
- D.E.A./UNIV. PARIS I Gebhard Deissler (Author), 2010, Anatomie und Physiologie des quantischen Kulturbewusstseins, Munich, GRIN Verlag, https://www.grin.com/document/159054
