|
TRAINING IN SOUTHEAST ASIA
Part V
by Jean Barbazette
Five trips to Southeast Asia in the past 24 months have led to some interesting observations about the differences in learning and training between eastern and western cultures. As with every trip I've taken to Southeast Asia, I always learn new, fascinating tidbits:
Japanese business style and acumen not only fascinates Americans but other Asians. My contact in Singapore told me about the newest and largest shopping center in all of Southeast Asia, Takashimaya Shopping Centre on Orchard Road, built by the Japanese in Singapore. He commented that, "The Japanese store managers are constantly on the sales floor or at the front door greeting and helping customers. Singaporean managers go in their offices and isolate themselves from the customer." It looks like others can learn lessons from the Japanese. Obviously some implications for customer service and sales training here.
During these trips, it was interesting to conduct various training activities that are really effective learning activities in the US and experience unexpected results!
1.
Use of color
As part of a training session that teaches divergent thinking during a brainstorming activity, I asked the participants to identify the positive, interesting and negative consequences of a city where there were only yellow cars. What I didn't realize was that yellow is the color of royalty in Malaysia, and Brunei. Commoners are expected not to use or wear the color, especially on the golf course. One participant from Brunei told me it was very difficult but exciting to imagine such a situation since that would mean that democracy had come to their country with everybody now being part of royalty. That wasn't the answer I expected.
Suggestion: Be careful about the use of colors in training in different cultures. The colors may carry meanings and implications beyond what you expect. Also, be respectful of the royalty in other countries, especially Thailand. The Thai's love and revere their royal family and resent any jokes or disrespectful comments about them. Luckily, I didn't learn this the hard way.
2.
Session Starters
We suggest three criteria for an effective session starter. Select a session starter for your workshop that:
 | encourages participation by everyone
|
| is low risk and
|
| is relevant to the workshop content and participants .
|
During a workshop on Secretarial Effectiveness held in
Jakarta, I used a session starter familiar to many trainers. I asked the participants to pair off and introduce themselves to each other by revealing three accomplishments, two that are actual and one that is made up.
Working in pairs would be a low-risk method to involve everyone. Since the workshop would help explore self-esteem through an individual's past accomplishments as well as aspirations, it seemed like the perfect session starter for the occasion. Besides, I had successfully used this very session starter at our Secretary's Learning Conference held in Southern California. Frequently a discussion reveals changes in body language and the content of what is communicated when an accomplishment is made up.
Most participants discussed two accomplishments and then identified an accomplishment they would like to achieve some day. We then related the past accomplishments to building self-esteem and the "future accomplishment" to personal goals. It was difficult to relate any change in body language when discussing an accomplishment that is "made up" since Indonesia is a Muslim culture, and the concept of telling a lie or even "pretending" about an accomplishment is unknown. What a surprise!
3. Summaries and asking questions:
When re-starting the workshop after lunch, I asked participants to form small groups and discuss: 1) What was most helpful/meaningful from the morning session? and 2) What questions need to be answered about this morning's material.
Several participants said that this 20 minute climate setting activity was the most helpful from the entire workshop. Many participants are reluctant to ask questions or take time from the group to clarify their questions. When the activity is deliberately set up to solicit questions, there were many that made a great difference in their understanding of the material.
4. Some additional training observations and suggestions:
We use a glossary of terms that might not be familiar to the participants. The terms include HR jargon or Western idioms. The words in the glossary are underlined in the text of the handout for easy reference.
Time sense is casual: every session began late, 15 minutes is not unusual. Breaks of 10 minutes often drifted to 20 minutes. Business dress in most Asian countries for men is a white long-sleeved shirt and tie (no jacket) and dress, jacket, low heels and no stockings for women. Some men wore suits or jackets to the workshops in Singapore. Name tents show just first names on the front side. If surnames are used, they are underlined.
Participation during the sessions was passive unless activity was requested. Preparing participants with a written exercise, then to small groups greatly facilitated large group discussions. Interaction and participative workshops are considered more enjoyable and desirable, but need to be well facilitated.
Audiences are patient, not very critical or judgmental. However, they ask specific questions if you talk too much in generalities or theory. It is considered inappropriate to confront others directly. When disagreeing, nervous laughter is a typical response. You are likely to get "not yet" instead of a flat "no".
Participants frequently talk in side conversations following a break or when an instructor is answering someone else's question. They are usually discussing the question among themselves. One question can easily lead to an entirely new group discussion.
Many Asian trainers face the same concerns we have in Orange County. How to accomplish more with less, how to prove the cost-effectiveness of training, and how to keep current with the effect of business and industry trends that affect training. One of the biggest concerns was how to develop managers to handle the changes that are here or on the way.
An excellent source of information on any country you plan to visit is a
"CULTURGRAM". This is a 4-6 page summary of what to expect in a country. They are available in most large libraries and are published by Brigham Young University (800-528-6279). Over 100 countries are covered by
"CULTURGRAM"s.
The hospitality and openness of the people we met was wonderful. We plan to continue presenting our workshops in Asia and have returned trips planned for later this year.
|
|
