‘Some participants are sent to this training by their families because they are expected to take over the family business,’ Faber begins. ‘They join meetings at various companies, institutions, and student organisations.’
The sixty Indian MBA students and ten UT students, including students from the Business Administration programme and the Honours Programme, will follow a carefully structured programme together over the next ten days, organised by University College and Recess College, an external organisation.
Through role-playing and discussing their own cases, the programme focuses on ‘experiential learning’, Faber explains. ‘They simulate an entire working environment, including staff and management, in which they all play a role. That way, they learn by experiencing it themselves.’
And that is an important aim of the exchange: experiencing how to have ‘difficult conversations’ in another culture without them escalating. The ten-day programme focuses on emotional and social intelligence within hierarchical organisations and offers intercultural insights.
‘That can be beneficial both ways. For the Indian students, who are used to a stricter, more hierarchical corporate culture, it will take some getting used to how informal and direct things can be here, without that having major consequences. For the European side, it takes some getting used to the fact that silence does not always mean that someone agrees with you, does not have a strong opinion, or does not want to respond. It gives you insight into your own communication patterns.’
Brain bridge
Earlier this year, it was announced that UT was working towards creating a ‘brain bridge’ between Indian institutions and the university in Enschede. According to Faber, this exchange is separate from that initiative, but it does help raise UT’s profile. ‘At the very least at the University of Pune, which is known as the MIT of India.’
According to Faber, the exchange also provides networking opportunities. ‘Three years ago, we ran a pilot for this initiative. Friendships developed from that which still exist today. Some of those participants are back this time as junior facilitators, sharing their experiences and helping with the organisation.’
Intercultural
According to Faber, there will undoubtedly be differences between Indian and European leadership styles. ‘Those differences will naturally come to the surface when the students have to work together and practise having difficult conversations. After all, everyone brings their own personality and experiences.’
