Training programmes

EAB offer:

  • Highly-tailored team building services
  • Culture-specific Training programmes
  • Regular intercultural seminars in key UK business centres

Teamwork: the East Asia dimension

Team building is a challenging and sensitive task anywhere - add the dimension of dealing with different cultures and the sheer distances involved and you compound your difficulties considerably.

We provide in depth personalised training consultancies to help you build successful teams across cultures and time zones

Training programmes and seminars

Unique EAB culture-specific training programmes are typically 2 days duration and available as:

  • Bespoke training, tailored to meet the needs of a company's management or export team in key East Asia markets China, Japan, Korea
  • alternatively delegates can join one of our seminars held regularly in key UK business centres. find out more now

FOR EUROPEAN AND AMERICAN VISITORS

  • China - Negotiating with the New China

    Outcomes

    By the end of this seminar, delegates will be better able to secure favourable deals with their Chinese partners through:

    • Knowing their own style of negotiating and the underlying cultural assumptions it reflects
    • Having a deeper understanding of Chinese business culture: what motivates the typical Chinese business person and how s/he prefers to negotiate
    • Being able to modify their communication style appropriately and harmonise more successfully with Chinese expectations
    • Knowing how to influence Chinese partners through adopting a more successful approach to negotiation

    The Programme

    Typically, a two-day programme would cover the following:

    Know Thyself: In the context of your own home culture, how do you negotiate now? What are the parameters of good negotiation - skills and approach? Use will be made of instant scenarios for enactment and feedback.

    4C Model of intercultural negotiation: Culture, Corporate, Communication, Contrasts:

    • Culture China: an interactive briefing focusing on areas of Chinese culture of specific relevance to negotiating practices
    • Corporate China: the structure and dynamics of typical 21st Century Chinese companies
    • Communicative China: real-time issues: how should we modify our communication style in order to achieve greater clarity, control and cooperation?
    • Contrasts: clarification of major differences in approach and style to negotiating and exploring ways to reconcile them

    From Theory to Practice: enactments of simple negotiating scenarios, drawn mostly from the delegates' own business reality to try out new techniques and approaches

    Q/A: a final question and answer session to clear up any remaining issues

    Action Plans: what to take out of the seminar? What transfer to business reality? Delegates commit to personal change.

    Book Now

  • China - Working with the Chinese

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Chinese business culture: what motivates the typical Chinese businessman and how best to influence him
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process

    The Chinese Manager: an interactive briefing focusing on those areas of Chinese business culture of particular relevance: we will develop a model which permits us speedily to examine why China is the way it is. It includes:

    • Chinese attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new tensions
    • Decision-making - the Chinese consensus-building mechanism
    • Chinese attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    From Theory to Practice: the real-time issues: how should we modify our natural business style to harmonise more successfully with the typical Chinese approach? This session uses enactment of scenarios from the delegates' own business reality to draw out lessons on how to communicate more effectively with Chinese partners. In particular, we look at:

    • Offshore English - the delegate's ability to control his/her own language to accommodate expected levels of English typically found amongst senior business people in China
    • Structuring meetings in China
    • Body Language

    Q/A: a final session to clear up remaining questions

    Book Now

  • China - Guanxi

    Chinese business cultural awareness programme

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Chinese business culture: what motivates Chinese business people and how best to influence them
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process.

    The Chinese Manager: an interactive briefing focusing on those areas of Chinese business culture of particular relevance: we will develop a model which permits us speedily to examine why China is the way it is. It includes:

    • Chinese attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new paradigms
    • Decision-making - the Chinese consensus-building mechanism
    • Chinese attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    As China Sees Us: an exercise to examine Chinese stereotypes of Western business people and to consider how to confirm the positive and challenge the negative attitudes

    From Theory to Practice: the real-time issues: should we modify our natural business style to harmonise more successfully with the typical Chinese approach? If so, how? A brief discussion to challenge participants to consider how their own behavioural change might bring greater success in their dealings with China

    Q/A: a final session to clear up remaining questions

    Book Now

  • Korea - Negotiating with the New Korea

    Outcomes

    By the end of this seminar, delegates will be better able to secure favourable deals with their Korean partners through:

    • Knowing their own style of negotiating and the underlying cultural assumptions it reflects
    • Having a deeper understanding of Korean business culture: what motivates the typical Korean business man (sic) and how he prefers to negotiate
    • Being able to modify their communication style appropriately and harmonise more successfully with Korean expectations
    • Knowing how to influence Korean partners through adopting a more successful approach to negotiation

    The Programme

    Typically, a two-day programme would cover the following:

    Know Thyself: In the context of your own home culture, how do you negotiate now? What are the parameters of good negotiation - skills and approach? Use will be made of instant scenarios for enactment and feedback.

    4C Model of intercultural negotiation: Culture, Corporate, Communication, Contrasts:

    • Culture Korea: an interactive briefing focusing on areas of Korean culture of specific relevance to negotiating practices: Kibun, Inhwa, Sa-nong-kong-sang, Hahn etc
    • Corporate Korea: the structure and dynamics of typical 21st Century Korean companies
    • Communicative Korea: real-time issues: how should we modify our communication style in order to achieve greater clarity, control and cooperation?
    • Contrasts: clarification of major differences in approach and style to negotiating and exploring ways to reconcile them

    From Theory to Practice: enactments of simple negotiating scenarios, drawn mostly from the delegates' own business reality to try out new techniques and approaches

    Q/A: a final question and answer session to clear up any remaining issues

    Action Plans: what to take out of the seminar? What transfer to business reality? Delegates commit to personal change.

    Book Now

  • Korea - Working with Koreans

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Korean business culture: what motivates the typical Korean businessman and how best to influence him
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process

    The Korean Manager: an interactive briefing focusing on those areas of Korean business culture of particular relevance: we will develop a model which permits us speedily to examine why Korea is the way it is. It includes:

    • Korean attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new tensions
    • Decision-making - the Korean consensus-building mechanism
    • Korean attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    From Theory to Practice: the real-time issues: how should we modify our natural business style to harmonise more successfully with the typical Korean approach? This session uses enactment of scenarios from the delegates' own business reality to draw out lessons on how to communicate more effectively with Korean partners. In particular, we look at:

    • Offshore English - the delegate's ability to control his/her own language to accommodate expected levels of English typically found amongst senior business people in Korea
    • Structuring meetings in Korea
    • Body Language

    Q/A: a final session to clear up remaining questions

    Book Now

  • Korea - Kibun

    Korean business cultural awareness programme

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Korean business culture: what motivates the typical Korean businessman and how best to influence him
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process

    The Korean Manager: an interactive briefing focusing on those areas of Korean business culture of particular relevance: we will develop a model which permits us speedily to examine why Korea is the way it is. It includes:

    • Korean attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new tensions
    • Decision-making - Korean style
    • Korean attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    As Korea Sees Us: an exercise to examine Korean stereotypes of Western business people and to consider how to confirm the positive and challenge the negative attitudes

    From Theory to Practice: the real-time issues: should we modify our natural business style to harmonise more successfully with the typical Korean approach? If so, how? A brief discussion to challenge participants to consider how their own behavioural change might bring greater success in their dealings with Korea.

    Q/A: a final question and answer session to clear up remaining questions

    Book Now

  • Japan - Negotiating with the New Japan

    Outcomes

    By the end of this seminar, delegates will be better able to secure favourable deals with their Japanese partners through:

    • Knowing their own style of negotiating and the underlying cultural assumptions it reflects
    • Having a deeper understanding of Japanese business culture: what motivates the typical Japanese business man (sic) and how he prefers to negotiate
    • Being able to modify their communication style appropriately and harmonise more successfully with Japanese expectations
    • Knowing how to influence Japanese partners through adopting a more successful approach to negotiation

    The Programme

    Typically, a two-day programme would cover the following:

    Know Thyself: In the context of your own home culture, how do you negotiate now? What are the parameters of good negotiation - skills and approach? Use will be made of instant scenarios for enactment and feedback.

    4C Model of intercultural negotiation: Culture, Corporate, Communication, Contrasts:

    • Culture Japan: an interactive briefing focusing on areas of Japanese culture of specific relevance to negotiating practices: Gaman, Enryo, Makoto, Honne/Tatemae, Giri, Nemawashi etc
    • Corporate Japan: the structure and dynamics of typical 21st Century Japanese companies
    • Communicative Japan: real-time issues: how should we modify our communication style in order to achieve greater clarity, control and cooperation?
    • Contrasts: clarification of major differences in approach and style to negotiating and exploring ways to reconcile them

    From Theory to Practice: enactments of simple negotiating scenarios, drawn mostly from the delegates' own business reality to try out new techniques and approaches

    Q/A: a final question and answer session to clear up any remaining issues

    Action Plans: what to take out of the seminar? What transfer to business reality? Delegates commit to personal change.

    Book Now

  • Japan - Working with the Japanese

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Japanese business culture: what motivates the typical Japanese businessman and how best to influence him
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process

    The Japanese Manager: an interactive briefing focusing on those areas of Japanese business culture of particular relevance: we will develop a model which permits us speedily to examine why Japan is the way it is. It includes:

    • Japanese attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new tensions
    • Decision-making - nemawashi: the Japanese consensus-building mechanism
    • Japanese attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    From Theory to Practice: the real-time issues: how should we modify our natural business style to harmonise more successfully with the typical Japanese approach? This session uses enactment of scenarios from the delegates' own business reality to draw out lessons on how to communicate more effectively with Japanese partners. In particular, we look at:

    • Offshore English - the delegate's ability to control his/her own language to accommodate expected levels of English typically found amongst senior business people in Japan
    • Structuring meetings in Japan
    • Body Language

    Q/A: a final session to clear up remaining questions

    Book Now

  • Japan - Nemawashi

    Japanese business cultural awareness programme

    Outcomes

    By the end of this programme, delegates will:

    • Be more aware of their own cultural preconceptions and assumptions
    • Have a deeper understanding of Japanese business culture: what motivates the typical Japanese businessman and how best to influence him
    • Be aware of parameters of good practice in cross-cultural communication and be in a position to modify their own style accordingly

    The Programme

    Every programme is unique and based on pre-course questionnaires. However, the typical outline is:

    Know Thyself: a brief look at the delegates' own cultural pre-conceptions and assumptions - an important first step in the learning process

    The Japanese Manager: an interactive briefing focusing on those areas of Japanese business culture of particular relevance: we will develop a model which permits us speedily to examine why Japan is the way it is. It includes:

    • Japanese attitudes to life, time, truth, morality, family, the outside world and, importantly, to work and business life
    • Company structures and hierarchies: the new tensions
    • Decision-making - nemawashi: the Japanese consensus-building mechanism
    • Japanese attitudes to the client and to customer service; to contracts and the law
    • The importance of the social dimension in business

    From Theory to Practice: the real-time issues: should we modify our natural business style to harmonise more successfully with the typical Japanese approach? If so, how? A brief discussion to challenge participants to consider how their own behavioural change might bring greater success in their dealings with Japan

    Q/A: a final session to clear up remaining questions

    Book Now