Many US companies attempt to offer key training initiatives to their locations abroad with an expectation that their employees will be able to communicate effectively in English and, therefore, the training can be conducted in English.  At LDR Worldwide we recognize that the best learning always happens in a learner’s native language.  The physical and mental fatigue imposed upon the learner who is required to learn new concepts, translate them in their mind, apply them to their culture and translate back their interaction distracts from the core learning objectives.  At LDR Worldwide, our goal is to help the learner be completely focused on learning so that we maximize the transfer of knowledge.  To that end, our primary delivery model is to offer our training in the language of the majority of the learners participating in the experience.

Key-learning areas, such as management and leadership skills, are often contextual to the culture of US business practices and there is a reduction in knowledge transfer and behavioral modification when this is applied to other countries.  In order for learners to move past knowledge to application of learning, the learning must be culturally relevant.  As a result, LDR Worldwide is committed to knowing and understanding the cultural context of learners.  If looking at an educational objective such as “Conflict Resolution” or “Team Work”, understanding the historical and cultural context, the class structure, gender roles or age related hierarchy may be critical for the knowledge to actually translate to behavior change.  Our content designers work with our international team to assure cultural context is incorporated into the design of our learning initiatives.

The delivery of training is best when the training is shared in the context in which it will be applied.  This is especially true when working globally.  Behaviours that may be appropriate on the job in one market may not be appropriate in another.  A classic example is the cultural norm in Korean culture that a “junior” person would never correct their “senior” leader as this would be an act of greatest disrespect in Korean culture.  Even in life and death situations, this norm is followed as was evidenced in the fact that Korean airline pilots would never challenge, correct or direct the senior pilot – even if it meant the plane would crash.  As a result, Korean Airlines had one of the worst safety records in the industry.  Until the training regarding speaking up or giving feedback could be placed in context, Western cultural norms did not apply to the workplace – none of the training efforts produced results.  The results were only realized when the culture and context were brought together.

– from marketing Tipping Point- Malcolm Gladwell