IPM Leading Diversity

International
Project Management
Dr. Thomas Grisham
www.thomasgrisham.com
NOTE: Photos have been omitted respecting copyright restrictions, but

suggested locations for graphics are shown.
©2009 Dr. Thomas Grisham www.thomasgrisham.com 1

Introduction
Chapters
– 1 Introduction
– 2 Framework
– 3 Project Basics
– 4 Leading Diversity (HR & Communications)
– 5 Integration Management
– 6 Scope Management
– 7 Cost & Progress Management
– 8 Risk Management
– 9 Time Management
– 10 Quality Management – Customer Satisfaction
– 11 Procurement Management
– 12 CPE’S In the Future
(Collaborative Project Environment)

Introduction
• International project management is

the leadership of projects conducted in
multiple countries and cultures
Photo

Introduction
• International business and project

management practice have converged:
– The need for leaner and flatter
organizations
– The need for leadership skills throughout
the organizational food-chain
– The need for knowledge workers
– Globalization, need to improve quality
while reducing cost
– Kaizen
– Diversity
Introduction
Chapters
– 1 Introduction
– 2 Framework
– 3 Project Basics
– 4 Leading Diversity (HR & Communications)
– 5 Integration Management
– 6 Scope Management
– 7 Cost & Progress Management
– 8 Risk Management
– 9 Time Management
– 10 Quality Management – Customer Satisfaction
– 11 Procurement Management
– 12 CPE’S In the Future

LEADING DIVERSITY (HR & COMMUNICATIONS)
Chapter 4
– 4.1 Cross-cultural Leadership Intelligence (XLQ)
• 4.1.1 The XLQ Model
• 4.1.2 Trust
• 4.1.3 Conflict Management
• 4.1.4 Power
• 4.1.5 Empathy
• 4.1.6 Transformation
• 4.1.7 Communication
• 4.1.8 Culture
• 4.1.9 Virtual Teams

4.1.1 The XLQ Model
Leadership
The ability to inspire the desire to follow,

and
to inspire achievement beyond
expectations
Grisham

Figure 13 - XLQ
Empathy
Communication
Transformation
Trust
Power
Conflict Management

Table 4 - Delphi Demographics
Panel Demographics
Panel
Panel Experience
Cultures & Experience Culture Years
Cultures
Eastern Europe (Albania, Georgia, Greece, Hungary, Kazakhstan,
Poland, Russia, Slovenia) 0 17
Nordic Europe (Denmark, Finland, Sweden) 0 11
Germanic Europe (Austria, Germany East, Germany West, Netherlands,
Switzerland) 1 13
Latin Europe (France, Israel, Italy, Portugal, Spain) 2 59
Latin America (Argentina, Bolivia, Brazil, Colombia, Costa Rica,
Ecuador, El Salvador, Guatemala, Mexico, Venezuela) 1 21
Confusian Asia (China, Hong Kong, Japan, South Korea, Singapore,
Taiwan) 3 95
Southern Asia (India, Indonesia, Iran, Malaysia, Philippines, Thailand) 3 71

Sub Saharian Africa (Namibia, Nigeria, South Africa, Zambia,
Zimbabwe) 0 14
Middle East (Egypt, Kuwait, Morocco, Qatar, Turkey) 1 49
Anglo (Australia, Canada, Ireland, New Zealand, South Africa, United
Kingdom, United States) 13 349
English Carribean 1
Years of Experience
Academia - Number of Years 206
Business - Number of Years 376
Government - Number of Years 69
Non-Profit - Number of Years 9

Figure 14 - XLQ Leadership
Trust
6.00
4.00
Communication 2.00 Empathy
Power Transformation
Leadership Dimensions Hypothesis Confirmation

4.1.1 The GLOBE Survey
• Uncertainty Avoidance - extent that people strive to avoid uncertainty by relying

upon social norms, rituals, and bureaucratic practices.
• Power Distance – degree that people expect and agree that power would be
stratified and concentrated at high levels of organizations.
• Institutional Collectivism – degree to which society and organizations encourage
and reward collective distribution of resources.
• Group Collectivism – degree to which individuals express pride, loyalty and
cohesiveness in their organizations and families.
• Gender Egalitarianism – degree to which societies and organizations promote
gender equality.
• Assertiveness – degree that an individual expresses assertive, confrontational or
aggressive behavior in organizations and society
• Future Orientation – degree to which individuals engage in future activities such
as planning and postponing collective gratification
• Performance Orientation – degree to which society or organization rewards
performance and excellence
• Humane Orientation – degree that societies and organizations reward fair,
altruistic, friendly, generous, and caring for others.

Figure 15 - XLQ Culture (GLOBE Survey)
Uncertainty
Avoidance
6.00
Humane
Power Distance
Orientation 4.00
2.00
Performance Institutional
Orientation Collectivism
-
Future Group
Gender
Assertiveness
Egalitarianism
Cultural Dimensions Hypothesis Confirmation

4.1.2 Trust
Trust
The willingness of a party to be vulnerable to
the actions of another party based on the
expectation that the other will perform a
particular action important to the trustor,
irrespective of the ability to monitor that other
party Photo
Mayer, Davis et al.

4.1.2 Trust
Empathy
Communication
Transformation Trust
Care and Concern
Character
Competence
Power
Conflict Management
Dependability
Fearlessness
Humaneness
Integrator
Integrity & Ethics
Truth & Justice

Figure 16 - Trust (Das & Teng Modified)
Propensity Propensity
to Trust to Take Risks
Subjective Trust Risk Perception

Goodwill Trust Relational Risk
Competence Trust Performance Risk
Control
Behavior
Output
Social
Behavioral Risk
Trust Taking
A Culture of Trust
4.1.3 Conflict Management
• Resolve
– Cultural conflict
Photo
– Interpersonal conflict
• Manage
– Intellectual conflict
– Change conflict

Figure 17 - Hourglass Model
Knowledge
• Understand
Diagnosis – The needs
Intervention
– The wants
• Find
Conflict
– A common enemy
Lessons • Do your diligence
Diagnosis
Knowledge

Figure 18 – Conflict Analysis
Want BATNA - Need

€5,000
Organization A €11,000
BATNA - Need Want

€10,000 Organization B €15,000
Settlement
Zone
Current Conflict - 1
Conflict - 2
Future Business
Increasing
The Pie

Situation Assessments
• The Cultures • Place for Negotiations?
• One-Shot? • Negotiations Public or
• Scarce Resources? Private?
• Necessity or • 3RD Party Intervention?
Opportunity? • Multiple Offers?
• Exchange or Dispute? • Negotiations Explicit or Tacit?
• Linkages? • Is there a Power Differential?
• Agreement Required? • Is Precedent Important?
• Ratification Required? • Contracts Official or
• Time Constraints? Unofficial?

Strategies
– Know your BATNA
– Know their BATNA
– Set High Aspirations Photo
– Make the First Offer

– Counteroffer Immediately
– Avoid Stating a Range
– Make Bilateral Concessions
– Fair Rationale
– Appeal to Norms of Fairness
– Avoid “Even-Split” Ploy
Principles of Fairness
– Context Dependent
– Concern for Others
– Seek Equity
– Inequality
– Egos Matter
– Process Matters
– Relationships Matter
– Self-Serving Actions
– Be Wise on Cutting the Pie

4.1.4 Power
Power
The capacity to influence behavior and

attitudes to achieve intended results
Yukl

4.1.4 Power
Empathy
Communication
Transformation
Trust
Knowledge
Position Power
Conflict Management
Power Distance
Referent
Reward/Punishment

4.1.4 Power
Photo

Figure 19 - GLOBE Survey
Uncertainty
Avoidance
6.00
Humane Orientation Power Distance
4.00
Performance 2.00 Institutional

0.00
Future Orientation In-Group Collectivism
Gender
Assertiveness
Egalitarianism
Practice Values

4.1.4 Power
Degree to which people expect and agree that power should be

stratified and concentrated at high levels of organizations
6 = Maximum
Nordic Europe
Germanic Europe
Confucian Asia
Anglo
Sub-Saharan Africa
Latin Europe
Southern Asia
Middle East
Latin America
Eastern Europe
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00
How It Should Be How It Is
Everyone Wants Less

4.1.5 Empathy
Empathy
the ability to put oneself in another’s
place, to know others’ experiences from
their perspective, and to communicate
this understanding to them in a way
that is meaningful, while at the same
time recognizing that the source of
one’s experience lies in the other
Mullavey-O’Brien

4.1.5 Empathy
Empathy
Cultural Intelligence
Humaneness
Servant Leadership
Communication
Transformation
Trust
Power Conflict Management

4.1.5 Empathy
• Cultural Intelligence
– Begins with
knowledge
Photo
– Nurtured by curiosity
• Humaneness
– Compassion
– Equity
• Servant leadership
– To lead one must
serve others
4.1.5 Empathy
Photo
The Roots of CQ
4.1.5 Empathy
Servant Leadership
The highest type of ruler is one of
whose existence the people are
barely aware. Next comes one
whom they love and praise. Next Photo
comes one whom they fear. Next
comes one whom they despise
and defy. When you are lacking in
faith, Others will be unfaithful to
you. The Sage is self-effacing and
scanty of words. When his task is
accomplished and things have
been completed, All the people
say, ‘We ourselves have achieved
it!’
Lao Tzu (450BC)
Who Moved My Cheese
http://vids.myspace.com/index.cfm?fuseaction=vids.individual&videoid=52844712

4.1.6 Transformation
Transformation
Demonstrating charisma (vision, instilling pride,
gain respect and trust), inspiration (high
expectations, uses symbols storytelling and
metaphors to express important principles and
purposes), intellectual stimulation (promotes
intelligence, knowledge, creative problem
solving), consideration (personal attention,
coaching, mentoring), and the pursuit of change
Bass

Empathy
Inspiration
Charisma
Risk Change
Vision
Communication
Transformation
Trust
Power
Conflict Management

Photo

4.1.7 Communication
Communication
An interaction between two or more people that
progresses from shared feelings, beliefs, and ideas to
an exchange of wants and needs to clear action steps
and mutual commitments. Specifically, a Powerful
Conversation produces three outputs: an advanced
agenda, shared learning, and a strengthened
relationship
Harkin

4.1.7 Communication
Empathy
Adaptability
Competence
Creativity
Play
Patience
Sensitivity
Communication
Transformation
Trust Wisdom Fashion
Writing
Power
Conflict Management Education

Figure 20 - Communications
Encoding Decoding Encoding

Source Framing Source
Style Question Style
Content Feedback Content
Body Language
Physical Appearance
(except virtual)
Tone Tone
Rhythm Rhythm
Transmission Receiving
Volume Volume
Pattern Active Listening
Distance Distance
Channel Listening for Ideas
Rituals Rituals
Deferential or Deferential or
Solidarity Solidarity
Ads

4.1.7 Communication
Virtual Team Deficits

Photo • Unfulfilled Curiosity
• Need to Connect
• Sense of Belonging
• Need to Socialize
• Need for Chance
Encounters

4.1.7 Communication
• Conscious mind
– 16 to 40 bits per
Photo second
• Unconscious mind
– 11,000,000 bits
per second
How to Tap In?

4.1.7 Communication
Photo
Storytelling
4.1.7 Communication
In the black mirror

A woman’s trying to erase names:
No, She’s brushing a boy’s hair
Metaphor
4.1.7 Communication
Active Listening
– Stop what you are doing
Photo
– Eliminate filters
– Pay attention
– Listen for idea
– Emphasize
– Share Meaning

4.1.7 Communication
Communication Plan
– Email Norms & Expectations
– SMS Rules
– Matrix & Communication Map
– Daily & Weekly Communication Plan
– Who needs what, in what format, and
when

4.1.8 Culture
Culture
A body of learned behavior, a collection of
beliefs, habits and traditions, shared by a
group of people and successively learned
by people who enter the society
Mead

Figure 22 - Types of Cultures
Global
Micro Societal
Individual
Business

4.1.8 Culture - Individual
Photo
Infinite Variety
4.1.8 Culture – Societal GLOBE Survey
Institutional Societal In-Group Performance

Uncertainty Avoidance Power Distance Collectivism Collectivism Gender Egalitarianism Assertiveness Future Orientation Orientation Humane Orientation
Culture Cluster Country Practice Values Practice Values Practice Values Practice Values Practice Values Practice Values Practice Values Practice Values Practice Values
Confucian Asia China 4.94 5.28 5.04 3.10 4.77 4.56 5.80 5.09 3.05 3.68 3.76 5.44 3.75 4.73 4.45 5.67 4.36 5.32
Hong Kong 4.32 4.63 4.96 3.24 4.13 4.43 5.32 5.11 3.47 4.35 4.67 4.81 4.03 5.50 4.80 5.64 3.90 5.32
Japan 4.07 4.33 5.11 2.86 5.19 3.99 4.63 5.26 3.19 4.33 3.59 5.56 4.29 5.25 4.22 5.17 4.30 5.41
Korea, South 3.55 4.67 5.61 2.55 5.20 3.90 5.54 5.41 2.50 4.22 4.40 3.75 3.97 5.69 4.55 5.25 3.81 5.60
Singapore 5.31 4.22 4.99 3.04 4.90 4.55 5.64 5.50 3.70 4.51 4.17 4.41 5.07 5.51 4.90 5.72 3.49 5.79
Taiwan 4.34 5.31 5.18 3.09 4.59 5.15 5.59 5.45 3.18 4.06 3.92 3.28 3.96 5.20 4.56 5.74 4.11 5.26
Nordic Europe Denmark 5.22 3.82 3.89 2.76 4.80 4.19 3.53 5.50 3.93 5.08 3.80 3.39 4.44 4.33 4.22 5.61 4.44 5.45
Finland 5.02 3.85 4.89 2.19 4.63 4.11 4.07 5.42 3.35 4.24 3.81 3.68 4.24 5.07 3.81 6.11 3.96 5.81
Sweden 5.32 3.60 4.85 2.70 5.22 3.94 3.66 6.04 3.84 1.15 3.38 3.61 4.39 4.89 3.72 5.80 4.10 5.65
Anglo Australia 4.39 3.98 4.74 2.78 4.29 4.40 4.17 5.75 3.40 5.02 4.28 3.81 4.09 5.15 4.36 5.89 4.28 5.58
Canada 4.58 3.75 4.82 2.70 4.38 4.17 4.26 5.97 3.70 5.11 4.05 4.15 4.44 5.35 4.49 6.15 4.49 5.64
Ireland 4.30 4.02 5.15 2.71 4.63 4.59 5.14 5.74 3.21 5.14 3.92 3.99 3.98 5.22 4.36 5.98 4.96 5.47
New Zealand 4.75 4.10 4.89 3.53 4.81 4.20 3.67 6.21 3.22 4.23 3.42 3.54 3.47 5.54 4.72 5.90 4.32 4.40
South Africa 4.09 4.79 4.11 2.64 4.62 4.38 4.50 5.91 3.66 4.26 4.36 3.82 4.64 5.66 4.66 6.23 3.49 5.65
United Kingdom 4.15 4.00 4.88 2.85 4.20 4.17 4.25 5.77 3.34 5.06 4.55 4.32 4.15 5.31 4.08 5.90 4.17 5.53
United States 4.65 4.11 5.15 2.80 4.27 4.31 4.08 5.55 3.67 5.17 4.15 3.70 4.28 5.06 4.49 6.14 3.72 5.43
Sub-Saharan Africa Namibia 4.20 5.13 5.29 2.86 4.13 4.38 4.52 6.07 3.88 4.25 3.91 3.91 3.49 6.12 3.67 3.96 5.40
Nigeria 4.29 5.60 5.80 2.69 4.14 5.03 5.55 5.48 3.01 4.24 4.79 3.23 4.09 6.04 3.92 6.27 4.10 6.09
South Africa d 4.59 4.67 5.16 3.65 4.39 4.30 5.09 4.99 3.27 4.60 4.60 3.69 4.13 5.20 4.11 4.92 4.34 5.07
Zambia 4.10 4.67 5.31 2.43 4.61 4.74 5.84 5.77 2.86 4.31 4.07 4.38 3.62 5.90 4.16 6.40 5.23 5.53
Zimbabwe 4.15 4.73 5.67 2.67 4.12 4.87 5.57 5.85 3.04 4.46 4.06 4.60 3.77 6.07 4.24 6.45 4.45 5.19
Southern Asia India 4.15 4.73 5.47 2.64 4.38 4.71 5.92 5.32 2.90 4.51 3.73 4.76 4.19 5.60 4.25 6.05 4.57 5.28
Indonesia 4.17 5.23 5.18 2.69 4.54 5.18 5.68 5.67 3.26 3.89 3.86 4.72 3.86 5.70 4.41 5.73 4.69 5.16
Iran 3.67 5.36 5.43 2.80 3.88 5.54 6.03 5.86 2.99 3.75 4.04 4.99 3.70 5.84 4.58 6.08 4.23 5.61
Malaysia 4.78 4.88 5.17 2.97 4.61 4.87 5.51 5.85 3.51 3.78 3.87 4.81 4.58 5.89 4.34 6.04 4.87 5.51
Philippines 3.89 5.14 5.44 2.72 4.65 4.78 6.36 6.18 3.64 4.58 4.01 5.14 4.15 5.93 4.47 6.31 5.12 5.36
Thailand 3.93 5.61 5.63 2.86 4.03 5.10 5.70 5.76 3.35 4.16 3.64 3.48 3.43 6.20 3.93 5.74 4.81 5.01

4.1.8 Culture - Business
Photo
Google Office Switzerland

4.1.8 Culture - Micro
Mumbai London
Customer User
(Buyer/Seller) (Buyer)
- Sponsor - Sponsor
- Project Manager - Project Manager
- Stakeholders - Stakeholders
Mumbai New York

Service Provider A Service Provider B
(Seller/Buyer) (Seller/Buyer)
Alliance
- Lead Sponsor Partnership - Sponsor
- Lead Project Manager Joint Venture - Project Manager
- Stakeholders Consortium - Stakeholders
SupplyChain
Value ChainA.1
A.1 SupplyChain
Value ChainA.2
A.2 SupplyChain
Value ChainB.1
B.1 SupplyChain
Value ChainB.2
B.2
(Seller/Buyer) (Seller/Buyer) (Seller/Buyer) (Seller/Buyer)
- Sponsor - Sponsor - Sponsor - Sponsor

- Project Manager - Project Manager - Project Manager - Project Manager
- Stakeholders - Stakeholders - Stakeholders - Stakeholders
Bangalore Beijing Kuala Lumpur St. Petersburg

4.1.8 Culture - Global
Photo

Figure 23 – XLQ Ranking
High
Master
XLQ Black Belt
Black Belt
Green Belt
Low
Simple & Low Risk Complex & High Risk

Complexity & Risk

4.1.8 Culture – Green Belt
– Geography
– History
– Type of government
– Language
Photo
– Religion
– Demographics
– Time zone
– Cognitive styles
– Negotiation strategies
– Value systems
– Appointments
– Negotiating
– Business Entertaining
– Greetings
– Titles
– Gestures
– Dress
– Gifts

4.1.8 Culture – Black Belt
– Religion
– Early socialization
– Family structure
– Small group behavior
– Public behavior
– Leisure pursuits
Photo
– Total lifestyle (work/leisure)
Body language
– Traditions (established order)
– Food and eating behavior
– Social class structure
– Rate of technological change
– Rate of cultural change
– Organization and work ethic
– Aural space
– Roles and status
– Greeting behavior
– Humor
– Languages
4.1.8 Culture – Black Belt
• Cultural Metaphors
– Thai Kingdom
Photo
– India: Dance of
Shiva
– American Football
Rich Understanding
4.1.8 Culture – Master Black Belt
Photo
Live There
4.1.9 Virtual Teams
• Trust Early On
– Bio & story
– Enthusiasm
– Uncertainty and Initiative
• Trust Later On
– Leadership
– Predictable
– Timely
– Phlegmatic (cool) in crisis

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International

NOTE: Photos have been omitted respecting copyright restrictions, but

©2009 Dr. Thomas Grisham www.thomasgrisham.com 1

©2009 Dr. Thomas Grisham www.thomasgrisham.com 2

• International project management is

©2009 Dr. Thomas Grisham www.thomasgrisham.com 3

• International business and project

©2009 Dr. Thomas Grisham www.thomasgrisham.com 5

©2009 Dr. Thomas Grisham www.thomasgrisham.com 6

The ability to inspire the desire to follow,

©2009 Dr. Thomas Grisham www.thomasgrisham.com 7

©2009 Dr. Thomas Grisham www.thomasgrisham.com 8

Southern Asia (India, Indonesia, Iran, Malaysia, Philippines, Thailand) 3 71

©2009 Dr. Thomas Grisham www.thomasgrisham.com 9

Communication 2.00 Empathy

Leadership Dimensions Hypothesis Confirmation

©2009 Dr. Thomas Grisham www.thomasgrisham.com 10

• Uncertainty Avoidance - extent that people strive to avoid uncertainty by relying

©2009 Dr. Thomas Grisham www.thomasgrisham.com 11

Cultural Dimensions Hypothesis Confirmation

©2009 Dr. Thomas Grisham www.thomasgrisham.com 12

Mayer, Davis et al.

©2009 Dr. Thomas Grisham www.thomasgrisham.com 13

©2009 Dr. Thomas Grisham www.thomasgrisham.com 14

Subjective Trust Risk Perception

©2009 Dr. Thomas Grisham www.thomasgrisham.com 16

©2009 Dr. Thomas Grisham www.thomasgrisham.com 17

Want BATNA - Need

BATNA - Need Want

©2009 Dr. Thomas Grisham www.thomasgrisham.com 18

©2009 Dr. Thomas Grisham www.thomasgrisham.com 19

– Make the First Offer

©2009 Dr. Thomas Grisham www.thomasgrisham.com 21

The capacity to influence behavior and

©2009 Dr. Thomas Grisham www.thomasgrisham.com 22

©2009 Dr. Thomas Grisham www.thomasgrisham.com 23

©2009 Dr. Thomas Grisham www.thomasgrisham.com 24

Performance 2.00 Institutional

Future Orientation In-Group Collectivism

©2009 Dr. Thomas Grisham www.thomasgrisham.com 25

Degree to which people expect and agree that power should be

0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00

How It Should Be How It Is

Everyone Wants Less

©2009 Dr. Thomas Grisham www.thomasgrisham.com 27

Power Conflict Management

©2009 Dr. Thomas Grisham www.thomasgrisham.com 28

©2009 Dr. Thomas Grisham www.thomasgrisham.com 31

©2009 Dr. Thomas Grisham www.thomasgrisham.com 32

©2009 Dr. Thomas Grisham www.thomasgrisham.com 33

©2009 Dr. Thomas Grisham www.thomasgrisham.com 34

©2009 Dr. Thomas Grisham www.thomasgrisham.com 35

©2009 Dr. Thomas Grisham www.thomasgrisham.com 36

Encoding Decoding Encoding

©2009 Dr. Thomas Grisham www.thomasgrisham.com 37

Virtual Team Deficits

©2009 Dr. Thomas Grisham www.thomasgrisham.com 38

How to Tap In?

In the black mirror