Over the years soft skills become more important when dealing with humans. Those skills will not only be considered by employers in the selection process of a new employee, but are also crucial when trying to successfully accomplish an International Project. The success of a project depends on the cooperation of the project team. Already in national projects misunderstanding and conflicts arise. In international teams this danger is bigger due to cultural differences, which – besides of big distances and different time zones - bear different patterns of thinking and acting, languages, norms and values. An example is a telephone conference between a German and a Japanese staff. The German is informing that he is still waiting for the figures of the last quarter and asking when he will receive them. The Japanese is answering that it will be a little bit difficult. The German is telling that he can understand his situation and points out that he requires the figures by end of this week. The Japanese is answering that he will try. The conclusion of this communication is that the German cannot understand that the Japanese is not able to supply the figures. He feels to be taken not seriously. On the other hand the Japanese cannot understand that the German does not understand that he is not able to supply the requested figures. He feels stalemate and under pressure. That is a typical example of a German-Japanese communication error - the direct versus the indirect communication stile. In German we tend to hear what indeed has been said. Difficult means difficult and is solvable, if you are only willing. In Japan difficult can eventually means difficult, but in the most cases it means infeasible. In order to avoid, handle and solve such cultural differences within International Project teams and thus to ensure a successfully accomplishment of a project the possession of soft skills is getting more and more important in today’s world.
Table of Contents
1. Introduction
1.1. Problem
1.2. Objective
1.3. Structure
2. International Project
2.1. Definition of International Project
2.2. Phases of International Project
2.2.1. Project Definition/Initiation
2.2.1. Project Planning
2.2.3. Project Realization and Project Controlling
2.2.4. Project Closing
3. Culture
3.1. Definition of Culture according to Geert Hofstede
3.2. Dimensions of Culture according to Geert Hofstede
3.2.1. Masculinity versus Femininity
3.2.2. Power Distance
3.2.3. Uncertainty Avoidance
4. Soft Skills
4.1. Definition of Soft Skills
4.2. Kind of Soft Skills
4.2.1. Social Competencies
4.2.2. Methodological Competencies
4.2.3. Personal Competencies
5. Analyzing the Japanese and German working environment
5.1. General Overview about Culture in Japan and Germany
5.2. Masculinity versus Femininity
5.3. Power Distance
5.4. Uncertainty Avoidance
5.4. Critical Acclaim
6. Detailed Analyzes of Soft Skills used in a Project of the two Cultures
6.1. Social Competencies
6.2. Methodological Competencies
6.3. Personal Competencies
6.4. Critical Acclaim
7. Analyzes of upcoming Conflicts and possible Approaches for Solution
7.1. Examples of Conflicts, its Reasons and Form of Appearance
7.2. Important Soft Skills to work successfully with Japanese team members
7.3. Critical Acclaim
8. Outlook towards the future Development
Objective and Research Focus
The objective of this paper is to examine how cultural backgrounds influence the success of international projects, specifically by analyzing the interaction between German and Japanese working styles. It explores how the strategic application of specific soft skills can help bridge cultural gaps, mitigate conflicts, and ensure effective project completion in cross-cultural environments.
- Cultural dimensions according to Geert Hofstede (Masculinity, Power Distance, Uncertainty Avoidance).
- Categorization of soft skills into social, methodological, and personal competencies.
- Comparative analysis of German and Japanese working environments and communication styles.
- Identification of common conflict potentials in Japanese-German project teams.
- Practical recommendations for German project members to improve collaboration with Japanese partners.
Excerpt from the Book
1.1. Problem
Over the years soft skills become more important when dealing with humans. Those skills will not only be considered by employers in the selection process of a new employee, but are also crucial when trying to successfully accomplish an International Project. The success of a project depends on the cooperation of the project team. Already in national projects misunderstanding and conflicts arise. In international teams this danger is bigger due to cultural differences, which – besides of big distances and different time zones - bear different patterns of thinking and acting, languages, norms and values. An example is a telephone conference between a German and a Japanese staff. The German is informing that he is still waiting for the figures of the last quarter and asking when he will receive them. The Japanese is answering that it will be a little bit difficult. The German is telling that he can understand his situation and points out that he requires the figures by end of this week. The Japanese is answering that he will try. The conclusion of this communication is that the German cannot understand that the Japanese is not able to supply the figures. He feels to be taken not seriously. On the other hand the Japanese cannot understand that the German does not understand that he is not able to supply the requested figures. He feels stalemate and under pressure. That is a typical example of a German-Japanese communication error - the direct versus the indirect communication stile. In German we tend to hear what indeed has been said. Difficult means difficult and is solvable, if you are only willing. In Japan difficult can eventually means difficult, but in the most cases it means infeasible. In order to avoid, handle and solve such cultural differences within International Project teams and thus to ensure a successfully accomplishment of a project the possession of soft skills is getting more and more important in today’s world.
Summary of Chapters
1. Introduction: Outlines the problem of communication and cultural misunderstandings in international projects and defines the objective of the study.
2. International Project: Explains the definition and the four key phases of international projects, from initiation to closing.
3. Culture: Provides the theoretical foundation of culture based on Geert Hofstede’s dimensions, focusing on masculinity, power distance, and uncertainty avoidance.
4. Soft Skills: Defines soft skills and categorizes them into social, methodological, and personal competence areas.
5. Analyzing the Japanese and German working environment: Compares the cultural differences between Japan and Germany regarding their corporate management and daily working habits.
6. Detailed Analyzes of Soft Skills used in a Project of the two Cultures: Examines how the previously defined soft skills manifest differently within German and Japanese project teams.
7. Analyzes of upcoming Conflicts and possible Approaches for Solution: Discusses frequent conflicts and provides actionable advice for German team members to succeed in Japanese project teams.
8. Outlook towards the future Development: Evaluates the future of international project work in light of globalization and the potential for cultural equalization.
Keywords
International Project Management, Soft Skills, Japanese Culture, German Culture, Geert Hofstede, Cultural Dimensions, Masculinity, Power Distance, Uncertainty Avoidance, Social Competencies, Methodological Competencies, Personal Competencies, Conflict Management, Cross-Cultural Communication, Global Business.
Frequently Asked Questions
What is the core focus of this research?
This paper focuses on the influence of cultural differences between Germany and Japan on international project success and how soft skills can be utilized to improve cooperation.
What are the primary themes discussed in the paper?
The themes include cross-cultural management, the application of Hofstede’s cultural dimensions, the categorization of soft skills, and strategies for conflict resolution in multinational teams.
What is the ultimate goal of the authors?
The primary goal is to provide German project team members with a practical guide and better understanding of Japanese cultural norms to avoid misunderstandings and achieve project goals.
Which scientific methodology is applied?
The research relies on literature-based theoretical analysis and compares specific cultural dimensions to derive practical behavioral strategies for project environments.
What topics are covered in the main body?
The main body covers the phases of international projects, the definition of cultural dimensions, detailed comparisons of Japanese and German work environments, and specific analysis of social, methodological, and personal competencies.
How would you characterize this paper with keywords?
The paper is characterized by terms such as International Project Management, Cross-Cultural Communication, Soft Skills, Japanese Culture, and Conflict Management.
How does the Japanese concept of "harmony" influence project work compared to the German focus?
In Japan, the preservation of group harmony often leads to indirect communication and long-lasting decision processes, whereas German project management tends to be more direct, goal-oriented, and focused on individual performance.
Why are standard German motivation techniques sometimes ineffective in a Japanese project team?
Japanese employees are often driven by social pressure and the desire to maintain status and face within the group, rather than the individualistic, monetary-based incentive systems commonly found in German corporate culture.
- Quote paper
- Bachelor of Arts Irini Varvouzou (Author), Magdalena Zasepa (Author), Benoit Budiman (Author), 2010, International Project Teams: Soft skills Germans shall bring in to be successful in Japanese Project Teams, Munich, GRIN Verlag, https://www.grin.com/document/213899
