A week ago I posted a message on the Training and Development List asking about issues people have run into doing training across cultures. Specifically, I asked about problems people have had using U.S. models of OD and management development in other countries. Below is a summary of the responses I received in the order I received them. (My apologies in advance to anyone who feels that my summary does not do justice to his/her thoughts!) 1. Carol Bentley ([log in to unmask]) developed sales training for Control Data that was used successfully in several countries. She feels that there is real value in standardizing training around the globe. She acknowledges, however, that the cultural background of the trainees must be "harmonized" with standard practices. 2. Claudia Morgan ([log in to unmask]) is doing a dissertation on OD interventions for community-based social service organizations. Her hypothesis is that the mores and values of OD as practiced in corporate America may not always fit for social service organizations. 3. Rocky Sasser ([log in to unmask]) has done some change management consulting in Indonesia and Canada. He feels that it was very important - especially in Indonesia - to identify the clients' values during the data collection phase of his projects. 4. Michael Kane ([log in to unmask]) has done a variety of work in in the Middle East, Latin America and the Caribbean. He has found Geert Hofstede's model of cultural dimensions to be very useful in understanding cultures. Michael says that situational leadership, participartory management and learning organizations are difficult concepts for people from Egypt and Latin America to understand. One key to success, he says: show that you value the culture of the people you are working with. 5. Michael Giallourakis ([log in to unmask]) points out that American management theories and practices are based on American middle class values. To be accepted in other cultures, we must tailor our theories and practices to the vales and attitudes in the host country. 6. Eugene Robkin ([log in to unmask]) poses a question about culture and hardware. For example, he mentions that a few years ago many managers in the US would not touch computer keyboards because they did not wish to be perceived as low-status secretaries or clerical workers. While that issue has largely disappeared in the US, Eugene wonders if it is still an issue elsewhere. Are there other culture/technology issues in other cultures that we should know about? 7. Thomas Hobbs ([log in to unmask]) has visited more than 35 countries. From his perspective, American style management cannot be directly implemented in other cultures. He says that local values and culture must come first. Much time can be saved, he suggests, by using a local "translator" to assist with the process of translating American ideas for host country trainees. Thomas points out that perceptions of time and ideas about family obligations often create difficulties when one attempts to do American style OD in other cultures. Thanks to those of you who responded to my original query. I'd like to keep this dialog going! Bill Weech Foreign Service Institute U.S. Department of State Voice: (703) 302-6977 Fax: (703) 302-6949