THE CULTURE MAP:
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THE CULTURE MAP: Breaking Through the Invisible Boundaries of Global Business
Transcript of THE CULTURE MAP:
THE CULTURE MAP: Breaking Through the Invisible Boundaries of Global Business
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Need your help. Before get started like you to do something. Might be a stretch. Difficult. Left/Right. Stand up. What was difference? Attitude (kevin). Mindset. All did was change your thoughts. Asked you to do the SAME THING. Invisible Boundaries KB 20 yrs people just like you. Multicultural start… first 22 years.�Misunderstandings. Now Meast
Overview of Today’s Presentation
• Cross-cultural mindset
• Culture Map tool to decode cultural differences
• Learning more
• Q&A
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Global network, teams, customers 2020 Workplace skills 1/10 BECAUSE more connected… because more GLOBAL .. Produce better results – Book by colleague Erin Meyer. French say ‘knowing the sickness is halfway to the cure’. Q&A and activity feed – live polling
COMMUNICATING LOW CONTEXT HIGH CONTEXT
TRUSTING TASK BASED RELATIONSHIP BASED
PERSUADING PRINCIPLES FIRST APPLICATIONS FIRST
SCHEDULING LINEAR TIME FLEXIBLE TIME
DISAGREEING CONFRONTATIONAL AVOIDS CONFRONTATION
CA NL DK UK SP RU PO IN ID JP US AU GM BR FR NI SA CH
FR RU
IT RO
SP GM CZ
PO BR
MX NO DK
NL UK AU US
GM SW
JP NL DK
UK NO
US CZ
PO SA FR SP
IT RU MX BR
SA IN NI
US CA AU
NL DK UK GM PO
AS CZ FR
SP RU
IT RO
JP AR BZ SA
CN IN
ID NI
IS RU NL
GM FN
DK PO
FR SP
IT RO
AU US UK
BZ IN MX
CN SA
KO JP ID
TH
EVALUATING DIRECT INDIRECT
DECIDING CONSENSUAL TOP DOWN JP
SW DK NL BG
GM AU UK US BZ
FR IT
RU IN
CN ID NI
LEADING EGALITARIAN HIERARCHICAL DK NL
IS AU
SW FN US UK GM
SP FR IT
BR MX
RO PO
PU CN RU
KO JP
NI
MX
IS RU FR
GM NL
DK PO SP
IT US UK SW
BZ IIN MX
CN SA
KO JP ID
TH
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Protocol – kiss, bow, shake hands or all 3 when in doubt? Shoe pointing someone else at your table? Cultural faux pas in Arab world But these scales go deeper. Looking at predictable cultural differences and you can learn about them. You can Map specific countries for very common tasks – evaluating, leading, disagreeing
COMMUNICATING LOW CONTEXT HIGH CONTEXT
TRUSTING TASK BASED RELATIONSHIP BASED
PERSUADING PRINCIPLES FIRST APPLICATIONS FIRST
SCHEDULING LINEAR TIME FLEXIBLE TIME
DISAGREEING CONFRONTATIONAL AVOIDS CONFRONTATION
EVALUATING DIRECT INDIRECT
DECIDING CONSENSUAL TOP DOWN
LEADING EGALITARIAN HIERARCHICAL
Germany US USA GE
GE
GE
GE
GE
GE
GE
GE
GE
US
US
US
US
US
US
US
US
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Here is one example. US and Germany. Seem very close culturally… yet important differences. Direct negative feedback. Boss Herr Berger. Leading styles – formality, du/sie
COMMUNICATING LOW CONTEXT HIGH CONTEXT
TRUSTING TASK BASED RELATIONSHIP BASED
PERSUADING
SCHEDULING LINEAR TIME FLEXIBLE TIME
DISAGREEING CONFRONTATIONAL AVOIDS CONFRONTATION
EVALUATING DIRECT NEGATIVE FEEDBACK INDIRECT NEGATIVE FEEDBACK
DECIDING CONSENSUAL TOP DOWN
LEADING EGALITARIAN HIERARCHICAL
JA Japan RC China
RC
RC
RC
RC
RC
RC
RC
JA
JA
JA
JA
JA
JA
JA
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See sometimes lump Asia or Middle East into one grouping. Japan much more consensual using Ringi type system often China more top down/autocratic decisions. Also quite different in linear vs flexible time.
Recently, I was speaking to some British members of a global team that had started working with the French. They were frustrated! They said, “You know those French! They are so disorganized and chaotic. So unstructured. We just don’t know if we can work with those French!” Later in my discussions I interviewed some members of the team in India. I was struck by what they said: “You know those French. So structured and linear. So inflexible. How can we work with them?”
Participant question: Why do the members of the team have such a different impression of the French?
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Tell story – Et Voila ! 2 mins discuss neighbor Hear bell. Stop.
What is happening
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Don’t debrief yet… just remember what you discussed.
After 12 years of working in local roles in Seoul, Jang Su-Jin was delighted to join a team made up entirely of North Americans. Su-Jin was invited by her new American boss to attend a first meeting in San Francisco. She prepared the entire flight over from Korea. Upon arrival Su-Jin briefly met and said hello to her American colleagues. Although having many things she would have liked to say, during the meeting Su-Jin spoke almost not at all. Later her boss sent her an email saying, “We were pleased to have you at our meeting last week! Next time we would like to hear your voice more!”
Participant question: Su-Jin’s situation is a common one. In meetings some cultures speak more frequently than others. What are some of the cultural reasons this might happen?
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Story Su Jin 2 mins then BELL
What is happening?
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We wont debrief it now… again
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What is culture? We cant see the water we are swimming in... It is not visible Learn from schools. Parents. Language. Researcher babies SW and IT Understand WHY think, behave, lead, decide, way we do Berlin – first job – smile, informality, humor Reason I got into this field – Misperceptions – �When I landed in the German water – cold, unfriendly, formal In and of culture – see regional diversity, personality 3rd culture kids – drinking special water – feel at home in various profiles
USA Italy
TASK-BASED RELATIONSHIP-BASED TRUSTING
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Where we place countries is average of where data sits. Like every mean – there is a bell curve of tendencies in that range US – felt very relational First project Milan. So task oriented Natl culture – one salient element – also generation, industry/function
U.S. Range
Japanese Range
Italian Range
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B’c bell curve shows general tendencies… one team No cultural differences We all have a comfort zone. We can all flex and adapt. Neuroscience Prehistoric part of brain – this part of brain takes over in stress makes judgments – proven that when ou meet someone who is different – view them fearfully
But This. . . .
A B
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Placements in selves not as important as relative positioning Which brings us to those french
What is happening
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Go back to our French team case. �What did you think was happening? Comment ?
UK France India
LINEAR TIME FLEXIBLE TIME SCHEDULING
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Relativism. Both looking at france, but from very different places. Can even seem opposite
Germany UK France India
LINEAR TIME FLEXIBLE TIME SCHEDULING
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But wait! Guess what happens when a German team member joined the group? Said impossible working with the British so chaotic and disorganized.
Is it important for a manager to have at hand precise answers to most of the questions that employees may raise about their work?
Study conducted at INSEAD
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Global leadership Someone asked dinner – what strong leader… Lets see what you all think Activity feed in app 1 person yes – 1 person no
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10
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SwedenNetherlands USA UK Germany Brazil France Italy Spain Japan Indonesia
Perc
ent a
gree
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Group responses by Natl Culture Swedes. Not important at all. Story – Lars working in DK bank Good leader – directive, knows more Good leader – coach, empowering
Leading across cultures
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Story Thomas Xanthi What do? Daily huddle in morning. �1 Q and 2 poss answers
EGALITARIAN HIERARCHICAL LEADING
Canada USA Brazil Argentina Poland Russia Zimbabwe Netherlands UK Germany France Mexico India Japan Nigeria Denmark Australia Spain Greece Singapore China Saudi Korea Emirati
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Colors – regions Azzam M east call him Dr Azzam… even if tells them Azzam US – wouldnt even if paid him
Egalitarian cultures:
It’s ok to disagree with the boss openly even in front of others
It’s ok to email or call people several levels below or above you
People are more likely to move to action without getting the boss’ okay
If meeting with client or supplier less focus on matching hierarchical levels
With clients or partners you will be seated and spoken to in no specific order
Hierarchical cultures:
An effort is made to defer to the boss’s opinion especially in public
Communication follows the hierarchical chain
People are more likely to get the boss’s approval before moving to action
If you send your boss they will send their boss. If your boss cancels their boss also may not come
With clients or partners you may be seated and spoken to in order of position
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Lego story SG – open office, no assigned desks Occasions when want directive/parental “Throw ball and don’t see if I caught it” If you are egal – think about how you might be perceived --- HK – if you make copies RUS – don’t think about who you shake hands with or pay attn to who gives the toast first M EAST – make your own tea … Ways we call each other – Iraqi leader – Azzam but culture of employees still call him Dr Azzam – in US he says they wont call him Dr if pay them extra
What is happening?
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Second scenario – some comments Su-Jin in San Francisco All that preparation ?
HIGH COMFORT WITH SILENCE LOW COMFORT WITH SILENCE
Japan Thai Korea China Poland Netherlands Brazil Spain France UK
Indonesia Finland Russia Saudi Germany India Mexico Argentina Italy US
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What mean when there is silence? I ask this of teams often. Always amazes me the variety of answers… Disengaged, resistant, THINKING, respect George yesterday – boss asked not interested. Why quiet
A B A B A B
Style
X
Style Y
Style Z
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Let me explain the different comm styles that we see in intl business then do a poll which one you use most in biz interactions POLL – What happens when all of us in meeting? possible ground rules – To make the meeting work – �Strong virtual – one person at a time Round robin – Get feedback from all George said now Y.
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even relates to school – when grew up in US and teacher asked q’ student raised hand.even if answer wrong Good try! Korean classroom. Willing to speak up and ok to be wrong? Linking back to kids – tells WHY Colleagues Rashmi Princeton NJ – went Pune 2 years Raising hand – interrupting me. Challenging me in front of group.
Communication It looks like we’re going to have to keep working on this project in the
office on Saturday. I see.
Can you come on Saturday? Yes, I think so.
That’ll be a great help. Yes, Saturday is a special day.
How do you mean? It’s my son’s birthday.
How nice I hope you all enjoy it. Thank you. I appreciate your understanding.
Mr. Lee Mr. Jones
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2 volunteres POLL _ did mr lee come to work on Saturday? Mics – votes What do you do? Open ended. Build strong relat.
DIRECT NEGATIVE FEEDBACK INDIRECT NEGATIVE FEEDBACK
Dutch Germany Austria Italy USA UK Brazil Mexico China Saudi Japan France Spain Australia Argentina India Emirati Korea Russia Denmark Poland Canada Singapore Zimbabwe Thai
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Mr Lee – no is like slap face. US – gives most positive feedback of all cultures SANDWICH it – motivate… French – say nothing at all – ‘not bad’ means good Indirect – Stortytelling, 3rd party. China example – boss came in one morning and said had awful dream last night … SG – last presentation was excellent – pointing to something positive and leaving OUT key negative message. GM hotel – said owner… piece art would fit well by fitness centre (not lobby)
Communicating conclusions
Multi-cultural teams need explicit communication.
Build awareness of communication styles on your teams.
When in doubt, ask for feedback, summarize and recap.
Create ground rules and team norms in meetings that balance participation and comfort levels with silence.
Invest time in building strong working relationships.
!
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Explicit. Low context in beginning. Intention and impact – ask feedback Summarize. Recap. Make it a ground rule. Mex and Latins. Email recap… think stupid? Balance – round robin.
Change happens
Cartoon by Tim Whyatt
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Client saravanan. Basel to Cambridge. Now Mumbai.�Eating apple at desk for lunch. You change. �Cultural change. Requires flexing Like non-dominant hand.. Stretch
Continue your learning
See Definitions of the Cultural Dimensions and create custom maps
https://simulations.insead.edu/culture-map
Find out what your cultural profile is https://hbr.org/web/assessment/2014/08/whats-your-cultural-profile
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Very american – repeat what I just said – What we have done today – hopefully had some fun We’ve looked at mindset Some of the scales One link – send you a link to two tools You can click on 55 countries – for free Map any country And the second is self assessment – 25 q’s to get personal map – find out if living in right country or not
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Q&A www.kimberlyblanchard.com
