Trompenaars Hampden-Turner have the largest cross cultural database in the world in which we have captured the key business issues that relate to cultural differences. Together with our corporate and dilemma databases, we have approximately 100,000 records from over 100 countries that underpin our work and enable us to benchmark challenges faced by our clients. This rich intellectual capital offers direction to solutions for improved performance and future sustainability.
We make culture tangible and measurable
We have a full spectrum of associated profiling and assessment tools:
- for individuals we have various instruments for determining cross-cultural orientations and preferences: intercultural competence profiler, personal values profiler, intercultural leadership assessment etc.
- for teams we consider the variability and harmony in personal cultural preferences and value systems as well as extended team measuring and team building metrics for multi-cultural teams.
- for organizations we conduct organization values assessment, identity and focus, preparedness for globalization, through to the cultural aspects of mergers and acquisitions. We also asses corporate culture and corporate inertia.
Preview the Intercultural Awareness Profiler (IAP) - our most commonly used web tool that more than 100,000 managers have completed over the past 20 years.
Preview the Intercultural Competence Profiler (ICP) - our unique profiler, constructed to be free of cultural bias, used by leaders and managers world-wide to develop the competence to work with other cultures.
We offer a wide range of tools to be able to attend our client needs. We have divided them into four main areas:
- Webcue systems in General
- Web tools concerning Individuals
- Web tools concerning Teams
- Web tools concerning Organizations
General Webcue Systems
|Webcue||Web based ‘interviewing’ including semi-structured or open questions, usually bespoke to the client needs||This is our online technology for eliciting dilemmas and key challenges facing the organization||Versions include: Fundamental dilemmas, Inductive (open questions) to capture dilemmas, Deductive (based on 10 Golden Dilemmas model) to benchmark business benefits, PIIEC system (values that hinder/support)|
|Innovation Scan||Explores propensity to integrate invention with adaptation||Extended reconciliation version of Kirtons’s KAI and Golden Dilemmas of Innovation||Developing the integrated organization, securing the business benefits of harnessing creativity ad different (cultural) perspectives|
|M&A Scan||Scan for corporate cultures for Mergers and Acquisitions||Compares corporate cultures of partners before and/or after mergers/alliance||Explores Golden Dilemmas associated with cultural aspects of Mergers and Acquisitions|
|Identity Scan||Elicitation of core values and what and how are lived||Developing the values driven organization||Explores Golden Dilemmas associated with cultural components that hinder and support performance and future sustainability|
Webtools concerning Individuals
|ICP||Intercultural Competence Profiler||Used to benchmark inter-cultural competence under Recognition, Respect, Reconciliation and Realization – frequently completed prior to training/conferences||Fully interactive with online profiles and PDF development reports – can be used for training needs analysis and/or basis for prioritizing personal development|
|PVP||Personal Values Profiler||Used to elicit and benchmark personal value priorities – comparisons of personal values with others enables measures of concordance or disconcordance to be assessed||Frequently completed prior to training/conferences – used when assessing consistency with corporate values, identity development|
|IAP||Intercultural Awareness Profiler (available in several languages)||This is our original cross-cultural questionnaire and is used to generate cross-cultural profiles of individual respondents||Personalized feedback report based on comparisons with our cross cultural database – used when assessing consistency with corporate values, identity development|
|ITI||Integrated Type Indicator||Extended version of Meyers Brigg Type Indicator (MBTI) that includes reconciliation||Training needs analysis, self-awareness and development|
|CCOL||Culture Compass Online||Comprehensive e-learning or use as part of blended learning system||Develop basic skills/knowledge pre-workshop or follow-up to reinforce basic constructs|
Webtools concerning Teams
|DCOL||Dilemma Community Online||Provides inter-active forum for remote teams to work on dilemmas||Report and monitor progress with implementing reconciliations|
|TED||Team Effectiveness Dilemmas||Explores dilemmas between different team (Belbin) roles||Development of remote and local teams – including multi-cultural, multi-ethnic and functionally diverse teams|
Webtools concerning Organizations
|OVP||Organization Values Profiler||Elicit and benchmark values that manifest in different parts of the organization – compare current with ideal, or compare merger or alliance partners||In conjunction with PVP, to develop identity, embed core values to become a values driven organization|
|IAP-CC||Extended IAP to include Corporate Culture Profiler||Original model for the evaluation of corporate cultures||Compare current with ideal with merger/alliance partners and industry benchmarks|
|OR/GI||Organizational Readiness and Globalization Index||Benchmark readiness to globalize and degrees/motives for globalization||Input to implementation planning and Webcue dilemma assessments|
|ERS||Extended Reconciliation Scorecard||Extended version of Balance Scorecard based on KRIs (Key Reconciling Indicators)||Report and monitor progress with implementing reconciliations and progress towards indicators|
We have developed The Culture Compass (CCOL) as an inter-active multi-media, web based learning system that embraces many aspects of business across cultures. It is usually used in blended learning mode ~ that is ~ in combination with training workshops, although it can be used entirely as an e-learning tool. The CCOL can be configured to focus on key areas, depending on the interest of the client group.
Learning modules include:
- (national) cultural differences
- (corporate/organizational) cultural differences
- diversity and inclusion
- online access to our cultural databases
- case studies dealing with cultural differences (reconciliation)
The multi-country module facilitates self-paced learning through direct feedback on user’s cultural profile scores and preferences. Business cases, anecdotes, suggestions and recommendations are all part of the basic module and differ per country for each individual’s scores. Apart from business topics such as meetings, management, marketing and negotiations, users also acquire knowledge about important issues relating to a culture’s history, social norms and religion.
In practice ~ participants receive instructions (password access) to the CCOL before any training, allowing them enough time for the preparatory work. The user will work through the first modules in preparation for the workshop including the cross-cultural questionnaire. The personal profiles will either be available immediately on-line, or prepared at the THT office and distributed by the consultant/trainer at the event. Each participant also receives a personalized coded link to the CCOL for follow-up learning after the training. They can use this to explore the CCOL in depth to reinforce their learning from the training event. The CCOL also serves as a source of reference for the participant ~ typically for a year after their initial face-to-face.
Culture Compass Country Database
The Culture Compass presently provides extended comprehensive feedback for the USA, UK, Japan, Germany, France, Netherlands, Korea, Taiwan, South Africa, Singapore, India, Ireland, Israel and China. But in addition, users can also match their Intercultural Awareness Profile against any one of the 80 countries from the THT database and receive personalized feedback.
Many of the standard models and frameworks used in business management owe their origin to research conducted with a US American or Anglo-Saxon signature. We do not wish to overly criticize well established models like Myers-Briggs MBTI personality profiling, Belbin’s Team Analysis or Kirton’s KAI Adaptation Inventory. Our interest is to see if we can extend these models so that they might be more appropriate when seeking to transfer them to other cultures or multi-cultural situations.
Our concern is that, too often, these frameworks categorize people according to mutual exclusivity.
– Why, if you are a “judging” person, can you not also be a “perceiving person”?
– Why, if you are an “individualist”, can you not also be a “team player” (collectivist)?
The problem derives from the notion that you can only be one type or the other. For example, Lenore Thomson defines each dimension with the use of “either” and “or”:
– We can either analyze impersonally (T) or evaluate personally (F).
But why are these questionnaires designed on mutually exclusive values? It is because our Western thinking is based on Cartesian logic and forces us to describe something as either one thing or the other, rather than entertaining several possibilities at once or seeing how one thing can lead to another.
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