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	<title>Prof. C.J.M. Beniers</title>
	<link>http://blog.beniers-consultancy.de</link>
	<description>Interkulturelle Kommunikation - Intercultural Communication</description>
	<lastBuildDate>Sun, 29 Aug 2010 11:41:08 +0000</lastBuildDate>
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	<item>
		<title>Conversational Analysis (4)</title>
		<description>

























Conversation Analysis (4)*
4. ‘Banal’ Explanations
 Conversation works in two ways. First, we are influenced by what others say (as with memory and others controlling our minds). But, second, their talk can provide us with a set of resources for interpreting and influencing what they will say and do (reading others’minds).
Take ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3425</link>
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	<item>
		<title>Conversational Analysis (3)</title>
		<description>

























Conversation Analysis (3)*
 2. Conversational ‘Space’
 As with the return of greetings, responses to reciting proverbs show that when we speak we do far more complicated things than simply confirming assertions and/or emptying out the contents of our minds. Instead, it seems that what we say will be heard in ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3404</link>
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	<item>
		<title>Conversational Analysis (2)</title>
		<description>

























Conversation Analysis (2)*
 1.  Socializing (2)
Telling news is responsive to a recurrent rule of conversation**: don’t tell others what they already know. How is the rule managed in multi-party conversations***when one’s partner is present – who may be assumed to know a lot that you know? Sacks suggests two solutions. ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3391</link>
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	<item>
		<title>Conversation Analysis (1)</title>
		<description>

























Conversation Analysis (1)*
 1. Socializing  (1)**
The ability of some people to be able to enter the conversations with attractive strangers is something that puzzles a lot of us. Indeed, books with titles like ‚How To Win Friends’ usually sell very well. What is the knack involved? Have you ever said ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3335</link>
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	<item>
		<title>Diversity (3)</title>
		<description>

























Diversity-3*
1. Fundaments of Embracing Diversity
 One of the most important things a leader can do, no matter the style or role, is to embrace diversity. Many people resist diversity because they resist change. Yet the diversity of the workplace is a trend that cannot be reversed, and it is creating ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3298</link>
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		<title>Diversity-2</title>
		<description>

























Diversity-2*
 1. Diversity’s Challenges
 Diversity’s benefits are not automatic. Diversity also means challenge. Racism, sexism, and homophobia disrupt the workplace, prevent teams from accomplishing their goals, and keep organizations from achieving their missions. Simple misunderstanding caused by cultural and other differences in behavior, work attitudes, and communication styles also create ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3286</link>
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	<item>
		<title>Film: Diversity</title>
		<description>Film: Diversity's Benefits in the Workplace

Click here: http://web.me.com/beniers/Film_Diversity-1/Film_Diversity-1.html





Prof. C.J.M. Beniers
NL Zoetermeer
11-05-2010
© Copyright 2010



About Professor C.J.M. Beniers
Prof. C.J.M. Beniers is a well known authority in the field of modern and international communication techniques. He developed the Six-Component-Model. This model enables companies, institutions and politicians to communicate and negotiate with counterparts from all over the ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3269</link>
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	<item>
		<title>Diversity-1</title>
		<description>

























Diversity-1*
 1. Workplace Diversity
 The demographics of the workplace are changing and will continue to change rapidly. Almost every organization in te United States looks different – both in terms of who’s employed and the positions they hold – than it did ten years ago.
The Hudson Institute study, Workforce 2000, ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3255</link>
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	<item>
		<title>Überlegungen zur Kultur als Einflussgröße im Selbstkonzept (4)</title>
		<description>

























Überlegungen zur Kultur als Einflussgröße im Selbstkonzept ((4)*
 Kulturelle Werte können offenbar nur funktional bzw. adäquat, jedoch nicht „wahr“ an sich sein. Insofern als sie sich im Lebensvollzug „bewähren“, sind sie für das Individuum eine praktikable Entscheidungshilfe bei der Überbrückung von fehlenden Kenntnissen. Genau dies dürfte im interkulturellen Kontext zunächst ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3210</link>
			</item>
	<item>
		<title>Überlegungen zur Kultur als Einflussgröße im Selbstkonzept (3)</title>
		<description>

























Überlegungen zur Kultur als Einflussgröße im Selbstkonzept ((3)*
 Es ist hier nicht das Ziel, das schier unüberschaubare Feld unterschiedlicher Verwendungen von “Kultur” (Maase 1990, S. 900) zu betrachten. Vielmehr soll aus der Vielfalt der Begriffsbestimmungen eine brauchbare Arbeitsdefinition gegeben werden, die den Hintergrund für die vorliegende empirische Untersuchung bildet und ...</description>
		<link>http://blog.beniers-consultancy.de/archives/3187</link>
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