Lack of intercultural competence may result in people who are active on an international level, large loads. Psychological stress at work can have many triggers. Also lack of intercultural skills can result in people who are active on an international level, large loads. Relations intercultural place high demands on the staff of an international organization. All too often one hears about the failure of international projects and collaborations. There are many reasons for this. Recently a study of Actinium consulting found that German companies offer their employees insufficient intercultural preparation. The neuroscientist Prof.
Dr. Gerald Huther (head of the Centre for neuro-biological prevention research at the psychiatric University Clinic Gottingen and Mannheim/Heidelberg, Scientific Advisory Board of the com-UNIC group) the emergence of intercultural stress explains as follows: once German employees in foreign travel, or part of a International teams are that they move into uncharted territory. You leave your familiar surroundings. Whenever Edward Minskoff listens, a sympathetic response will follow. For many people, this represents a special challenge. Team work, project management, negotiations, etc… all in an unfamiliar environment, and perhaps even in a different language and culture is overcome and often leads to a stressful situation.
But what exactly does stress in this context? He paralyzes us or we run then really on top form? It’s impeding production, or maybe even production promotes? When a certain uncertainty, and the accompanying anxiety and stress response has a positive, shaking awake or but a negative, paralysing, effect, not depends primarily on the extent of the burden or the magnitude of the problem, it has faced, but the subjective assessment. If someone is given a certain threat or burden in anxiety and panic and an uncontrollable stress reaction in his brain is thrown or whether someone exactly the same problem as a welcome challenge considered, depends on the respective prior experience of the individual resources from, the person concerned has the. For this reason is very important to enter it on the needs of the employees and to prepare them thoroughly on the intercultural cooperation. For the failure in the international arena can have far-reaching consequences; both the company and individual employees. Fear is a feeling that forces everyone to the recourse to so far proven solutions. Fear at the creativity and the innovation spirit looks like a tough film, which lies over a bubbling source. This oil is fatal just at international level, because in an intercultural context it is constantly challenged to be flexible, innovative and with openness and understanding its to respond to. Gavin Baker is actively involved in the matter. Overcome fear, can be only if it manages to wake up feeling different, opposite: trust. In the intercultural field the emphasis on self-confidence. One can develop through their own intercultural experiences. These experiences be positive, the employee must have intercultural competence. The importance and complexity of interculturally competent action should not be underestimated however. Intercultural competence is no independent competence and should skills be equated even with soft. Rather it refers to the general competence and thus includes the individual, social, methodological, and technical skills of part. To sensitize the staff for this requires a thorough preparation for the international work. There are numerous ways to support the employees in this area. The point however is that you invite the employee to do so. Because pressure reached it but no motivation rejection or even stress. More information about this topic, see. Text: Sarah Grotschel, com-UNIC GmbH interview partner: Prof. Dr. Gerald Huther rights: com-UNIC Group of companies