Books

2019: Jan Brouwer. Dynamics of Diversity and Inclusion: The Case of the Vishwakarmas, in: In Search of Vishwakarma, pp 77-99, edited by Vijaya Ramaswamy. New Delhi: Primus Publishers.
2010: Jan Brouwer. Co-editor with Bernard Bel, Biswajit Das, Vibodh Parthasarathi and Guy Poitevin; Communication Processes Volume 3: Culture and Confrontation. New Delhi: Sage Publications.
2007: Jan Brouwer. Culture and contrasting views on the individual, autonomy and mortality with special reference to India, in: Paula Banerjee and Samir K. Das editors Autonomy Beyond Kant and Hermeneutics. London: Anthem Press.
2006: Jan Brouwer. Co-editor with Bernard Bel, Biswajit Das, Vibodh Parthasarathi and Guy Poitevin; Communication Processes Volume 2: The Social and the Symbolic. New Delhi: Sage Publications.
2005: Jan Brouwer. Co-editor with Bernard Bel, Biswajit Das, Vibodh Parthasarathi and Guy Poitevin; Communication Processes Volume 1: Media and Mediation. New Delhi: Sage Publications.
1995: Jan Brouwer. The Makers of the World - Caste, Craft and Mind of South Indian Artisans. New Delhi: Oxford University Press.

Tools and Modules for Training

Culture Training Tools

Faculties: Prof. Dr Jan Brouwer

TOOL ONE: MAXIM

Target group: employees

Duration: 10 hours

INTRODUCTORY 

All of us are onions. There are small and big onions; hot and sweet onions.

All of us perceive the world, the work environment and colleagues differently.

All of us have a self-perception.

All this may lead to stereotypes independent of skills, competence and aptitude.

All this may lead to attitude irrespective of skills.

All this has to be deconstructed and reconstructed.

The Company is your company.

The Company is a system and you are an element.

The Company and you have responsibilities.
 

You develop understanding.

You create and transfer knowledge.

You gain a new perspective.

TOOL TWO: SYNERGY

Target group: teams and collaborators

Duration: 10 hours

INTRODUCTORY

Synergy is a state in which two or more things work together in a particularly fruitful way that produces an effect greater the sum of their individual effects. Expressed also as "the whole is greater than the sum of its parts."

Creativity is the result of synergy either within oneself or between two people. By contrast routine is based on energy not synergy.

There are various forms of synergy. Collaboration and teamwork, for example.

A prerequisite for collaboration and teamwork is communication. True communication is a dialogue. A true dialogue is not about who is right but what is right.

Synergy leads to creativity leads to innovation provided goals have been set.

TOOL THREE: TRAILBLAZER

Target group: team leaders and managers

Duration: 10 hours

INTRODUCTORY

A trailblazer is a person who marks a trail through wilderness areas. He is a pioneer who takes risks. As frontrunner he has leadership.

He knows the Self and the Other. But is the Other always the same in each culture?

The good leader inspires the others. The spark of inspiration may travel through the team. An inspired team is productive.

Inspiration triggers proactivity. This is the energy for team production.

Leadership and inspiration are sources of innovation. They may be located inside or outside the team.

TOOL FOUR: EMPOWER

Target group: management

Duration: 10 hours

INTRODUCTORY

Empower is to equip or supply with ability; to enable: to empower trainees to become intellectual explorers.

Being empowered means certain degrees of accountability and responsibility.

Accountability and responsibility rest on principles.

Examples of principles are power and authority.

Transparent power and authority ignite views and opinions

Communicating views and opinions kindle actions.

Modules and other Programmes

Details of Programmes and Modules on Diversity & Inclusion

You need to deal with European customers

Programme 1 CT CULTURE TRAINING
To understand practical situations in the relevant cultural context
Faculty: Prof. Jan Brouwer, Anthropologist

You require insight

• into Indian culture
• into European cultures
• into the interface concepts and practices
• communicative skills

For solutions see: Training CT

CT1 M1 Business and culture
CT1 M2 Culture own country
CT1 M3 Culture India
CT1 M4 Stereotype images and the real
CT1 M5 Virtual preparation to a real meet
CT1 M6 First encounter
CT1 M7 Appointments: making and breaking
CT1 M8 At work: appearance, attitude and conversation
CT1 M9 After work: invitations, gifts and conversation
CT1 M10 Evaluative exercise and discussion

Programme 2 TWB TEAMWORK BUILDING
To form a working team
Faculty: Prof. Jan Brouwer, Anthropologist and Ir Johan Leupen, management and engineering consultant

You need to form a(n) (intercultural) team
You require to

• shortlist employees
• brief them on cultural differences in professional setting
• train them in intercultural cooperation and communication
• dealing with intra team problems, solutions and reporting

For solutions see: Training TWB

TWB M1 Business and culture
TWB M2 Culture own country
TWB M3 Culture India
TWB M4 Team formation
TWB M5 Communication
TWB M6 The working team

Programme 3 TNC THINKING & NEW forms of project COOPERATION

You need to expand in the global market
You require insight

• into rational and emotional thinking
• conflicts of opinion
• trends in organisation
• decision cycles

For solutions see: Training TNC

Trends in thinking and new forms of project cooperation
Faculty: Ir Johan Leupen, management and engineering consultant

Space programmes, High tech and Construction projects
TNC M1 Types of thinking
TNC M2 Thinking and Conflicts
TNC M3 Thinking and Trends
TNC M4 Case Studies
TNC M5 Decision Cycles
TNC M6 Case roof tiles with solar cells

Programme 4 DCL DUTCH CULTURE & LANGUAGE
Faculty: Prof. Jan Brouwer, Anthropologist

You require Dutch language training

• To understand practical situations in the relevant Dutch cultural context
• To relate practical problems to cultural concepts
• To be able to understand and to speak simple spoken Dutch
• To able to cooperate with Dutch counterparts in more effective ways

For solutions see: Training DCL

DCL M1 Getting acquainted
DCL M2 Sounds in practice
DCL M3 First Revision
DCL M4 Introducing oneself
DCL M5 Asking someone for information
DCL M6 Second revision
DCL M7 Introducing a third person
DCL M8 Conversation used in day to day situations: Ordering food at a restaurant or a Café
DCL M9 Third revision
DCL M10 Conversation used in day to day situations: Preparing for shopping
DCL M11 Shopping; Buying articles in a supermarket
DCL M12 Fourth revision
DCL M13 Cultural importance of the diminutive
DCL M14 For oneself or for another - The formal and the familiar
DCL M15 Fifth revision
DCL M16 Talking about the future; Planning; Practice of tenses
DCL M17 At the office - Making an appointment
DCL M18 Sixth Revision
DCL M19 Going outside - Asking for directions
DCL M20 Daily routine and family - Differences home/work

Programme 5 CI COMPANY IMPROVEMENT IN 12 STEPS
Faculty: Ir Johan Leupen, management and engineering consultant
About the programme
When we come in contact with organizations it is of vital importance to be able to investigate how they work and where are the weak areas. ISO and Compliance standards are often bureaucratic and too formal. In this programme is outlined

• How you evaluate an organization (your own organization or a potential partner in business)
• How you define a new policy and new objectives
• How you develop a plan to improve the evaluated organization
• How you implement it.

The approach can be maintained for existing organizations as wel for new organizations to be set up for projects.
CI M1 The formal model
CI M2 An alternative model
CI M3 Auditing
CI M4 Analysis
CI M5 Improvement
CI M6 Conclusions

Programme 6 CMSA COMPANY MANAGEMENT SYSTEMS AND ADMINISTRATION
Faculty: Ir Johan Leupen, management and engineering consultant
About the programme
Many organizations have a complex history. The rules which have been developed in the organization are often written down in a complex manner. Few people are acquainted with these rules and the related company documentation. Many misunderstandings, mistakes are the results.
Knowledge is required to understand which characteristics a good company needs
When this knowledge is acquired it is of vital interest to construct a framework how the organization should behave. This can be laid down in a compact management handbook.
In order to set up a consistent non bureaucratic management handbook this programme has been developed.
CMSA M1 Decision cycles
CMSA M2 Procedures
CMSA M3 Case studies
CMSA M4 Traceability and codification
CMSA M5 Decisions I
CMSA M6 Decisions II
CMSA M7 Task specification
CMSA M8 Manual
CMSA M9 Philosophy
CMSA M10 Case study

Programme 7: IFRDP IDENTIFICATION OF FUNCTIONAL REQUIREMENTS FOR DESIGN AND PROCUREMENT
Faculty: Ir Johan Leupen, management and engineering consultant
About the programme
Many organizations are faced with the problem that they need complex equipment or software and no adequate technical knowledge is available.
In this programme is outlined how you can specify simple functional requirements for a contracts in order to ensure that actual need will be realized in the procurement process.
IFRDP M1 Requirements
IFRDP M2 Verification
IFRDP M3 Development
IFRDP M4 Critical methods
IFRDP M5 Design
IFRDP M6 Product
IFRDP M7 Construction
IFRDP M8 Supervision I
IFRDP M9 Supervision II
IFRDP M10 Presentation

References
Infosys (Mysore, Pune, Bangalore), TechMahindra (Pune, The Hague), Philips (Bangalore)

ABC Brochure

helps you to improve with the following Tools, Tours, Talks and Workshops

AAT – Applied Anthropology Tools for Trainers

Abstract

Our Anthropological Tools are designed to equip the participants to deal with situations and problems that arise from cultural differences. There may be different issues at the strategic and operational levels although they can all be traced back to the cultural system logic. In most cases problems seem to arise from assumptions – whether or not conscious – and interpretations. Willy-nilly the latter take always place through one's own cultural focus. Our tools help existing Training to gain insight into such focus and therefore leads to understanding of assumptions, correct interpretations and thus sustainability of desired change.

Fee on request

AAA - Anthropology Art Architecture

Abstract

This six-day workshop of Anthropology has specially been designed for students of Architecture. Its objectives are (1) To learn to be visual; (2) To be able to relate art and architecture historically and culturally, (3) To identify art, craft, architecture and kitsch; and (4) To understand means and meaning in art and architecture. The workshop provides basic anthropological tools relevant for the understanding of art and architecture as well as a few tools to critically analyse design composition.

The anthropological tool

The tools that are provided will be applied to the art and architectural legacies of the Indian and European past, to so-called ‘primitive art’ of non-Western and non-Indian cultures and to modern and postmodern artistic expressions. Discussing the cultural dimension of art and architecture considers the sacred and the profane, perspective, patronage, and material from the vantage point of a culture’s view on mortality. In addition, houses will be considered in the context of household, family and the construction of history. Furthermore, built forms and interiors will be placed in the light of society and sociality. The difference between the modern and the postmodern will be discussed with the help of urban landscape, indigenous town plans and town planning.

Five themes

Five themes run through the entire workshop: a. the relationship between the material, the mental and the social; b. culturally constituted concepts of time and space; c. aesthetics and ethics; d. views, perceptions and design; e. settlement, mobility and artistic expressions.

Fee on request

HAT - Holland Architecture Tours

(In collaboration with goMowgli Tours Pvt Ltd)

Abstract

HAT is a study tour for architects on four themes:

Architecture, Design and Digital Culture

Heritage, Conservation and Renovation

Vernacular, Modern and Post modern

Land and Water

HAT is authentic and original for it covers:

the Rational - Emotional
the 6 senses explained

the Anthropological Cultural Focus

the Diachronic – Synchronic

HAT is conducted by Indo - Dutch Tour leaders

Who discuss the problem of clashing or merging the global

Who provide ASPIRATION and INSPIRATION so that the students

can find their SOLUTION

HAT stands also for value added tour:

,h umourous
a dvanced understanding 
t ranspicious absorption

Fee on request

TTT - Themed Travelling Talk

Abstract

For long Anthropology has been the study of “primitive peoples” and “tribes”. I am trained as an Anthropologist at Leiden University, The Netherlands. At the same university I taught Anthropology and History of India. At the end of the first year I visited India as a tourist. On return I read Sanskrit and Kannada for one year and produced a BA and an MA Anthropological thesis on Indian subjects. My PhD was published as “The Makers of the World” on the Visvakarma artisans of Karnataka.

Tools for understanding manufacturing and service sectors

My study of the Craft and Mind of artisans helped my understanding of modern manufacturing. My work as translator at ITC majors provided me insight into the functioning of the service sector. Combining the two interests I designed Culture Training modules. The Anthropological method may briefly be described as decoding of the mentality component of culture so as to arrive at the concepts on which practices are based.

The cultural lens

People perceive the world unconsciously through a cultural lens. Awareness of the lens through the decoding process answers the question “why do we act as we do”. This awareness leads to understanding and on this basis, we arrive at sustainable new forms of communication.

Thus, I extended the method of Anthropology into modern industry and service sectors, architecture and music. The 21^st century is indeed the Age of Anthropology.

Fee on request

MMM - Me Meaning Marketing

Abstract

Culture comprises society, civilisation and mentality. This third component of culture is the subject of Anthropology. The Anthropological method may briefly be described as decoding of the mentality component of culture so as to arrive at the concepts on which practices are based. People perceive the world unconsciously through a cultural lens. Awareness of the lens through the decoding process answers the question “why do we act as we do”.

Concepts and Practices

Conventional experts only look at empirical level of modern practice of marketing, and hence unaware of indigenous concepts behind the practices. An anthropologist not only looks at the empirical level, but also understands the meaning at the level of indigenous concepts behind the practices. Indian merchants, for example, focus on trading rather than on the objects of trade.

Decoding

Decoding of the Indian merchants focus leads to mutual understanding of contract and allied behaviour.

Fee on request

All programmes are based on

Applied anthropology

Building bridges

Communicative confluence

Anthropology Business Consultancy 

is different because

• Customization through the cooperative method
• The Anthropological Perspective
• Being based on continuous qualitative research

Presenters/trainers profiles

Prof. Dr Jan Brouwer started his career as an anthropologist at the University of Leiden where he obtained his PhD. Later he was appointed Professor of Anthropology at central university NEHU, India and held a Visiting Professorship at the Ecole des Hautes Etudes en Sciences Sociales in Paris. The research projects he has been associated within India, and over his long tryst with anthropology encompass the width of structural anthropology and include the mentality component of culture, indigenous knowledge, the relationship between concept and practices and death as a social relation. He wishes to share his knowledge as trainer and translator with the goal of helping businesses and companies in a globalising economy.