The 12^th Annual Society of Consulting Psychology Conference saw the emergence of a number of Shared Interest Groups (SIG).  The SIG of International Consulting, as spearheaded by Dr. Ann O’Roark, is meant to inform interested members about the practice of consultation in international arenas. With countries such as China in the midst of economic reform, the “export of knowledge” is in very high demand.

This author invited an expert panel to a virtual cup of tea to share their experiences in working with organizations abroad. Cumulatively, these four participants have completed consulting assignments on all continents (except Antarctica) for over 20 years. International consulting comprises a significant portion, and in some cases, the majority of their work.  This group included Drs. Ann O’Roark, Randy McAlister, Revel Miller, and Alan Weiss.

Ann O’Roark is a former Division 13 president and currently is the APA Counsel Representative for Division 13. Her books include The Quest for Executive Effectiveness and she developed an approach called “calibration consulting” which describes a process of “action research” when working with companies outside the United States. Randy McAlister is the Vice President of Human Resources at Novartis Pharmaceuticals Corporation. In essence, he acts as an internal consultant managing talent across their multinational offices. He has offices in both the United States and Switzerland and splits his time equally between Latin America, Europe, Asia Pacific, and Japan. Revel Miller is a solo practitioner whose practice focuses on international leadership and team development with multinational companies. Much of his specialization includes consulting with expatriates. Lastly, Alan Weiss is also a solo practitioner who has worked in 54 countries. He is the author of several books including Getting Started in Consulting and the much touted, Million Dollar Consulting. He is a riveting speaker who has delivered several keynote addresses at the Division 13 conference. Individually and cumulatively these individuals bring to the table a flare for adventure laced with pragmatism and intellectual firepower.

What makes international consulting exciting for you?  
“I enjoy the cross-cultural challenges and novel situations…This work is very growthful and rewarding,” replied Miller. Weiss included that, “Travel is important to broaden yourself personally and professionally. It is the difference between black and white and Technicolor. You are not relying on theory or a travel log.” McAlister noted that the “complexity” of the “system approaches” while working abroad forces the consultant to ask himself, “Do I understand the context for this problem?” While novelty, growth, and intellectual stimulation were prominent factors, O’Roark added that, “international activity connects (her) to (her) roots.” She reported that she lived in Germany during her adolescent years, which sparked her interest in different cultures. McAlister too, has lived and worked in both Germany and Japan. Miller lived and completed projects in Singapore and Thailand.

How did you enter that global marketplace? What facilitated that move? What is your recommendation for psychologists wanting to diversify?  
Two panel members suggested keeping abreast of international affairs via reading sources such as The Economist, the International Herald Tribune, and the Wall Street Journal, which has both Asian and European editions. Weiss and Miller contended that working for a multinational American-based company can be an effective way of getting one’s foot in the door. Alternately, a professional could target companies with American subsidiaries or directly target companies overseas. As an internal consultant, McAlister works for a multinational company and took active steps to progressively “expand (his) scope” from local to domestic to international responsibilities. One interviewee asserted that working with an “alliance partner” who has global clients, is a fruitful way to be introduced to overseas business. (An alliance partner is defined as a colleague with whom you have a collaborative working relationship.) Lastly, O’Roark noted that involvement in associations such as the American Management Association (www.amanet.org), the International Association of Applied Psychology (www.iaapsy.org) and the International Council of Psychologists (icpsych.tripod.com) has not only resulted in broadening her cross-cultural knowledge base, but has also lead to multiple referrals to carry out workshops, lectures, coaching, and consulting assignments overseas.

How does consulting internationally differ from consulting domestically?  
The panel was divided on this point. O’Roark, McAlister, and Miller contended that the added layer of cultural considerations like language, religion, law, and expectation permeate throughout the work. “It’s like when you throw a pebble into the pond, and you see how one thing affects that other,” (McAlister). He noted that the possible acquisition of Aventis Pharmaceuticals by Novartis demands that he be an “orchestral conductor” of sorts in navigating the cultural milieu. “The horns and strings must come in at the right time and have the right pitch.” When posed this question of how consulting differs internationally, self-proclaimed “contrarian consultant” Alan Weiss stated, “It doesn’t. It’s a myth.” The business question remains the same, What is the value I can add to this project?

What do American consultants bring to the table that the country’s local consultants do not? How are we regarded abroad?  
Participants concurred that American knowledge is very well received overseas, and in fact coveted. “North Americans have a strong need to take action and make an impact rapidly…We are the innovators, risk takers, and outcome measurers. We tend to base our intervention on research and tested professional tools and methods,” (Miller). Knowledge may indeed be “the most profitable of American exports,” (Weiss). While Americans are lauded for their expertise, the panel cautions against the bulldozing arrogance that Americans sometimes manifest by demonstrating “cultural ignorance, a sense of superiority, as well as the acceptance of shallow relationships,” (Miller).

What are the biggest mistakes/impediments you (or your colleagues) have made/faced working abroad?  
In a nutshell: Using American idiom, being condescending, arrogance, impatience, lack of curiosity, being too literal, not being appreciative of others, thinking that there is only one solution of approaching a problem, ignoring culture and language, and being overly sensitive to cultural differences.  Weiss made the provocative point that it is a mistake when consultants fail to differentiate between being “culturally sensitive and politically correct.” He explained that cultural sensitivity involves taking the cultural norms and context into account when taking on an assignment. For example, “in Japan, putting people into small groups and appointing a spokesperson is a more effective way of getting feedback as opposed to asking people individually.” In contrast, Weiss asserted that professionals tend to walk gingerly when dealing with a different racial or ethnic group in an effort to be politically correct. For example, consultants may overlook or minimize personality constructs or behaviors that impede progress on the project. Ultimately, Weiss stated that, “You don’t give honest feedback. It’s the worst form of racism.” In other words, a consultant needs to respect the client enough to tell the truth in order to help the client attain his/her business objective.

What are the characteristics of a professional who would flourish working internationally?  
If you are a consulting psychologist intending to branch out internationally, you may want to dust off your results on the NEO-PI-R and check your score on the Openness scale. As apparent from the above discussion, professionals who thrive in the global marketplace are very open to new experiences. Indeed, they crave it. In compliment to this attribute is bravery. O’Roark recounted a story of getting lost in Tel Aviv and being watched as the sole American in an eatery. She relayed the story with a chuckle, but acknowledged a real fear at the time. Miller added that one must have a sense of humor and “willingness to look foolish” because one will make mistakes venturing into foreign territory. He continued to identify the importance of “ patience, the ability to deal with ambiguity, and the willingness to submit (one)self to learn from others.” McAlister offered “flexibility” and the need to “listen more than you talk.” Perhaps the summative statement that is profound in its simplicity is that the consultant walks in with his/her Ph.D. arsenal, yet it must be draped with a “childlike mind,” (McAlister).  Miller strongly encouraged women to undertake more international assignments. While he agreed that women are often more poorly regarded initially in other cultures, he stated that “gender differences disappear when companies want to do business. Women are more relational, more adaptive, and less confrontational.” He boldly concluded with, “Women make better consultants.”

Conclusion
Before you embark on an expedition into the outback, consider that in expanding internationally you will likely, as O’Roark proposed, “need to spend a longer time up front learning ways and customs.” Appreciation for the culture and the people is a necessary component of building a relationship and imparting value – which is ultimately your job. Widening your scope to an international market can be a vibrant, fascinating vehicle to energize your mind, your practice, and your pocketbook.

	Jennifer Boyce earned her Ph.D. in Counseling Psychology at Arizona State University. Her research has been in the area of interpersonal dynamics and issues of diversity. She is an active member of APA Division 13 (Society of Consulting Psychology). Jennifer has done extensive work in the area of career development, group process, and personality assessment. Her work has been informed by her extensive international travel. You can contact her at jaboyce@mac.com.
	Alan Weiss, Ph.D., has authored 23 books appearing in six languages. He's traveled to 54 countries and 49 states (he's afraid to go to North Dakota).  You can reach him at www.summitconsulting.com. He serves on the board of trustees of the Harvard Medical Center for Mental Illness and the Media.
	Ann O'Roark received her Ph.D. and M.Ed. degrees from the University of Florida. She served on the Boards of the Society of Psychologists in Management (SPIM) and the International Council of Psychologists (ICP, Member-at-Large and Secretary).  Ann has written and edited books (5), prepared articles and chapters (30+) and presented papers (70+) in the US and 10 international venues. Clients include financial institutions, medical centers, state and federal agencies as well as enterprises and industrial firms.
	Revel Miller, Ph.D. is the founder of Revel Miller Consulting (RMC) which focuses exclusively on international leadership and team development within multinational organizations. Unlike other leadership consultants, RMC specializes in the unique needs and abilities of global executives, managers and team members. RMC draws upon an incomparable integration of professional expertise, valid methodologies and international experiences especially suited to the development of global mindset and cross-cultural abilities. Visit his website: www.revelmiller.com.
	Randy McAlister received his Ph.D. Counseling Psychology from the University Of Missouri at Columbia. He has 20 years of experience working as a high level internal consultant with domestic, international, and global companies with primary responsibility for ensuring HR initiatives are competitive and aligned with the business needs.  Currently Vice-President of Human Resources and Head of Global Talent Management for Novartis Pharmaceuticals ($16 billion USD; 45,000 employees worldwide) with talent management responsibilities for North America, Europe, Latin America, Asia-Pacific, and Japan.

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