Body-language and nonverbal communication

Change (1) and decision making: Traditional – modern- or how ???

Change and decision making: Traditional – modern- or how ???

Last week I listen to some experts at a symposium at Bochum University ( ).  A management expert who had worked for different companies in China and in Germany and who nowadays supports companies as an intercultural consultant focused one special Chinese habits like this: China often keeps up traditional organizations and at the same time, so to say parallel to this, they begin with a new model of organization. He also explained that many of these Chinese projects follow the function of: Does it work out or not? If it works out, the new kind of organization can more easily be taken over and integrated in society or business. Instead of the other.

Many western people or organizations or companies will think differently about ……………..such a process. Western people and companies are more often used to establishing a process step by step, a change which usually does not allow both at the same time, in one company (though it sometimes also happens in Europe).

In so far this, what happens in China, might be astonishing to western people and companies though it sounds to be quite a practical habit of management. We in western countries more often judge such a process also under a cultural or change perspective. All must fit together: the  old and new organization, decision making and cultural change.

So, one could get the expression that Chinese are not familiar with deciding for a new culture, or deciding a new culture out of an organizational change process or as change process because if one new organizational step leads to a good end they decide just to follow this within a very short time, often almost on a sudden. As a consequence it seems that there is only the old or the new organization.

They obviously don’t regard any cultural aspects or cultural change aspects to be important, to be regarded as important. In the process or as process.

In contrast to that we in western countries at least more often than in China also regard such a process under the need of cultural change.

And yet this very often also does not function in western countries. Of course. 😉

I relate for example to mergers and acquisitions, and I relate to the fact that, for example two companies start a process of fusion.

About 70-80 % of those fusions or mergers are not successful. Instead of this they fail.

Though most of the responsible managers know about this it seems that they don’t learn out of this experience and find some new knowledge. They also try to establish change by decision, just like in China. Often they start some cultural change-process within the own company but this often proves to be a fallacy.

In so far it seems to be an important and interesting discussion what does really happen in such a merger process, made in China and/or made in western countries. And what role  does decision making have? Or how do organizational change, new organization and cultural change ( as a processs ) belong together? And do they relate to each other.

It could be important to compare these approaches, each under the perspective of the specific context in China and/or in Europe.

And of course it might be of interest how this can be related to other social, economical and political phenomena.

I will talk about later this month.

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