TCS12 - Fons Trompenaars - THT Consulting

DILEMMAS IN SECURING THE BUSINESS

BENEFITS OF SOCIAL MEDIA

The Social Conference

Amsterdam, 9 February 2013

Fons Trompenaars

Your clients and partners

To Innovate is to Combine Values

That are not easily joined…

Approaching Dilemmas: Navigating Strategic Tensions

Therefore scarce...

Therefore profitable….

This approach leads to concrete and measurable actions…

Imp

ac

t

ReconcileResolve

Cultural Differences

ReconcileResolve


Realize and RootImplement

Reconciling Actions

Realize and RootImplement

Reconciling Actions

Time

RecognizeIncrease Awareness

RecognizeIncrease Awareness

RespectAppreciate


RespectAppreciate


Cultural DifferencesCultural Differences

Pre-conference survey

Participants were invited to complete an online survey about how

and why they use social media, and in the context of their work and

their organisation.

Analysis of some 123 respondents provided herein offers an

informative background to the context of the conference.

How much do you use social media and what for?

• Light user (sometimes passively consume information from social media sites, but do not contribute content)

• Medium user (actively participate in social media as member at least one social media site includes uploading content (e.g. photo’s, video’s)

• Heavy user (actively participate in social media as member of more than one social media sites includes uploading content (e.g. photo’s, video’s), providing status updates, entering into platform conversations, maintaining a personal blog, etc.

Most important dilemmas

On the one hand Rank On the other hand

Best decisions are made when

researching the issue, taking time for

reflection and reaching a conclusion over

period of time

most

Best decisions are made when having

real-time information available at our

fingertips and reacting instantaneously

based on the real-time insights

Individual knowledge and judgment is the

most effective basis for making the best

decisions

Second

Collective intelligence and distributed

knowledge is the most effective basis for

making the best decisions

A certain level of opacity and control over A certain level of opacity and control over

who has access to what information is

necessary to prevent sensitive information

from getting out and getting everyone

involved in decision making (= the 'need to

know' concept)

Third

Transparency and free sharing of all

information is critical to promoting trust

and making information available for

further elaboration and decision making

One-way communication works best for

spreading a critical message Fourth

Multi-way dialogue between more people

works best for spreading a critical

message

Hi Tech Fifth Hi Touch

Please define culture

What is Culture?

Please define culture

Explicit Culture

A model of culture

Implicit Culture

Is a dynamic process of solving human problems/dilemmas in the

areas of…

- Human Relationships

About Culture

- Time

- Nature

01/ The Car Accident

What happens to your friend?

01/ What right does your friend have?

A. My friend has a definite right as a friend to expect me to testify to the lower figure.

B. He has some right as a friend to expect me to testify to the lower figure. figure.

C. He has no right as a friend to expect me to testify to the lower figure.

01/ Dilemma

The top 2 of your corporate values are:

1. Integrity

INTEGRITY

2. We respect the cultures of others

Please discuss in the context of these values what your answer would be…

01

02

03

Universalism versus Particularism

Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism

Neutral versus Affective Neutral versus Affective Neutral versus Affective

Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse 04

05

06

07

Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse

Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription

Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic

Internal versus External ControlInternal versus External ControlInternal versus External Control

• Consistency

• Systems, standards

& rules

• Uniform procedures

• Demanding of clarity

Letter of the law

• Flexibility

• Pragmatic

• Make exceptions

• “It depends”

• At ease with ambiguity

Spirit of the law

01/ Universalism versus Particularism

• Letter of the law • Spirit of the law

87

90

91

91

92

93

93

97

Germany

Netherlands

Australia

United Kingdom

Sweden

USA

Canada

Switzerland

Friend has no/some right and would not help

01/ Universalism

32

37

44

47

54

64

68

69

73

73

83

87

0 20 40 60 80 100

Venezuela

Korea

Russia

China

India

Mexico

Japan

Singapore

Brazil

France

Czech Rep

Germany

Global Standards Cultural Diversity

Global versus Local

01/ Dilemma

Global Standards (Critical Mass)

Cultural Diversity (Differing solutions)

Glo

ba

l c

en

tra

lize

dGlobal Corporation

Global versus Local

Decentralized Multinational

Multi-Local Corporation

Glo

ba

l c

en

tra

lize

d

Global versus Local

Decentralized Multinational

Transcultural Corporation

International Corporation

Universalism versus Particularism Universalism versus Particularism Universalism versus Particularism

Individualism versus Communitarianism

Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective


01

02

03





04

05

06

07

a) One said: ‘It is obvious that if one has as much

freedom as possible and the maximum

opportunity to develop oneself, the quality of

one’s life would improve as a result.’

02/ Individualism versus Communitarianism

b) Another said: ‘If the individual is continuously

taking care of his or her fellows then the

quality of life for us all will improve, even

if it obstructs individual freedom and

individual development.’

60

61

61

63

64

65

67

69

71

89

Russia

Sweden

UK

Australia

Finland

Netherlands

Denmark

USA

Canada

Israel

Percentage opting for individual freedom

02/ Individualism

30

32

37

39

41

41

42

44

44

52

53

60

0 20 40 60 80 100

Egypt

Mexico

India

Japan

France

China

Singapore

Indonesia

Brazil

Italy

Germany

Russia

60

65

69

31-40

21-30

<20%

02/ Individualism: age

Percentage opting for individual freedom

39

41

44

60

20 40 60 80

>60

51-60

41-50

31-40

Differences by age






period of time

most







decisions

Second









know' concept)

Third









message


02/ Dilemma Reconciliation

Case Study:

Independence versus Dependence

The Individual and the Team

Independence versus Dependence

Approaching the second most important dilemma(individual/team decisions)

Ind

ivid

ua

l k

no

wle

dg

e a

nd

ju

dg

me

nt

for

eff

ec

tive

de

cis

ion

ma

kin

g

9%Cutting through the Gordian

Knot

Pooled Possibilities for

Personal Choice

Collective intelligence and distributed knowledge for making the best decisions

Ind

ivid

ua

l k

no

wle

dg

e a

nd

ju

dg

me

nt

for

eff

ec

tive

de

cis

ion

ma

kin

g

Group Think

91%

01

02

03

Universalism versus ParticularismUniversalism versus Particularism



Specific versus Diffuse04

05

06

07

Specific versus Diffuse




04/ Specific versus Diffuse

PUBLIC


PRIVATE


Specific Relationship

PUBLICPRIVATE



No Relationship

PRIVATEPRIVATE


PRIVATEPRIVATE

Diffuse Relationship


PRIVATE

Danger Zone

PUBLIC

04/ Specificity

The colleague argues:

You don’t have to paint the house if you don’t feel like it. He is your boss

in the company. Outside the company, he has little authority

A boss asking to paint his house

The subordinate argues:

Despite the fact that I don’t feel like it, I will paint the house anyway. He is

my boss and you cannot ignore it outside your work either.

71

78

80

82

87

88

89

91

91

Japan

Australia

Brazil

USA

Canada

UK

Denmark

Netherlands

Sweden

Would not paint the house

04/ Specificity

32

46

47

52

58

65

66

67

69

70

71

0 20 40 60 80 100

China

Nigeria

Kuwait

Venezuela

Singapore

Korea

Belgium

Greece

Thailand

Mexico

Japan

04/ Communication in high and low context

Diffuse A larger context

(from general to specific)

SpecificA smaller context

(from specific to general)






period of time

most







decisions

Second









know' concept)

Third









message


Approaching the most important dilemma(information for decision making)

de

cis

ion

s a

re m

ad

e w

he

n h

avin

g

tim

e in

form

ati

on

at

fin

ge

rtip

s

Chronic Distraction

Muddling with a Purpose

62%

Best decisions are made when researching the issue

Be

st

de

cis

ion

s a

re m

ad

e w

he

n h

avin

g

rea

l-ti

me

in

form

ati

on

at

fin

ge

rtip

s

Weight of the evidence

38%






period of time

most







decisions

Second









know' concept)

Third









message


Approaching the third most important dilemma(‘need to know’ versus transparency)

Pre

ve

nt

se

ns

itiv

e in

form

ati

on

fro

m

ge

ttin

g o

ut

23%

Official Secrets for Insiders Only

Sharing with those who might

complete the picture

Transparency and free sharing of all information is critical to promoting trust

Pre

ve

nt

se

ns

itiv

e in

form

ati

on

fro

m

Public Secret

77%

01

02

03

Universalism versus ParticularismUniversalism versus Particularism



Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse 04

05

06

07


Achievement versus Ascription



05/ Achievement versus Ascription

What You Do Who You Are

STATUS ?

• Family

• Age


Aspects of ascribed status…

• Gender

• Education

‘The most important thing in life is to act as really suits you, even

if you don’t get things done’


if you don’t get things done’

344040

4249

5456

6569

76

SwitzerlandGermany

BrazilSingapore

DenmarkSweden

UKCanada

AustraliaUSA

%

Percentage not agreeing with acting as really suits you


41213

2021

2628

3031323334

0 20 40 60 80 100

EgyptArgentina

Czech RepublicKorea

PolandJapanChina

RussiaMexico

Hong KongFrance

Switzerland


Pe

rfo

rma

nc

e S

tatu

s(1,10) Lost democratic leadership (10,10) The Servant Leader

Attributed status by seniority or role

Pe

rfo

rma

nc

e S

tatu

s

(10,1) Follow the Leader

Changes in Ascription-Achievement over last 10 years(mean for Western European countries)

Older = more achievement

Younger = more ascribed

Especially in value

orientations related to

2010-2012Increasing divergence between ‘at work’ and ‘personal life’ cultural

orientations

achievement

Especially in business

related value orientations

related to personal life

Barriers

What are the main barriers you see that hinder your company adopting social media in a business context?

(Current v Ideal) Stages of developmentin using Social Media for business

Trompenaars’ model of Corporate Culture

Eg

ali

tari

an

Incubator Guided missile

ORGANIZED CHAOSMBPLEARNING

STRATEGYMBOPAY FOR PERFORMANCE

Person oriented Task oriented

Hie

rarc

hic

al

Family Eiffel tower

NETWORKMBSPROMOTION/POWER

STRUCTUREMBJDEXPERTISE

Four Corporate Cultures

Egalitarian

Person Task

Hierarchical

Person Task

Egalitarian

Person Task

Exnovation!

Hierarchical

Person Task

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TCS12 - Fons Trompenaars - THT Consulting

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