Cross-cultural Awareness workshop (20140902) PH-DK-AU short

Let’s talk about Culture(A workshop…)

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►Awareness: Why is culture important in a business context? (where does it come from and how can it impact us?)

►Reflection & sharing: Our experience of cultural similarities / differences (focus today on PH – DK – AU)

High-Level Agenda

The more discussion & input ……the more likely interesting,

memorable & useful !

For a ‘Crash Dialog’ on working across cultures

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Why is Eugene facilitating a workshop on cross-cultural dialog…?

►MSc in International Business & Culture (and another one in Strategic Mgmt & Finance…)

►Book editor: Cross-cultural business practices (Between Japan & Denmark)

►& my own experiences… (14 years abroad in a handful of countries)

But let’s get to know each other a little….

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Introductions from a slightly different perspective

►The usual (name, department)

►Experience working with other cultures?

►Anything you’d like to share about your own culture…

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A few important guidelines

►Mutual respect is absolutely critical (seek first to understand…)

►Beware stereotypes (they’re useful tools, but can also be a trap…)

►No answers, only good questions (and all questions are good ones…)

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Why talk about Culture…?

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“The single greatest cause of difficulties in global business transactions

is not a lack of technical expertise, hard work or good intentions –

it is a lack of ‘people skills’ for relating successfully across style differences

attributed to factors such as national culture, organizational culture,

job function, and personality.”

Ernest Gundling, author of Working GlobeSmart & founder of Aperion Global

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Some say 90% of

culture is below

the surface…

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In Aware-ness

Surface Culture

Shallow Culture

Deep Culture

Out of Aware-ness

Most easily seen

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So where does culture come from…?

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Ethnicity

Language

Class

Nation

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Religion

Family

Politics

Geography

Region

History

Education

Profession

Gender

Movements 1

Generation

Sexuality

Movements 2

Company

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What about Organizational Culture?

Source: Johnson, G. (1988)

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So, how do we TALK

about Culture?

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One ‘answer’ is…

…very carefully!

Damn straight… especially when talking about people or culture…!culture…!

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‘Best-practice’ on Stereotypes

►Consciously held. Must be aware that they describe a group norm rather than the characteristics of a specific individual.

►Descriptive rather than evaluative. Used to describe what people from this group might be like, and not to evaluate whether they are good or bad.

►Accruate. Should accurately describe the norm.

►First best guess. Information as a guide to what a person might be like before you have direct information.

► Modified. Continuously updated based on further observation and direct experience with actual people and situations.

Source: Adler, N. (2002)

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So, how does Culture impact and influence us?

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Beliefs & Values

QuestionYou’re in a car with a close fiend and he hits a pedestrian. You know he was going at least 56kph in a 32kph zone. There are no witnesses and his lawyer says that if you testify under oath that he was only driving 32kph it may save him from serious consequences.

What right does has your friend to expect you to protect him?

Source: Trompenaars, F. & Hampden-Turner, C. (1997)

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Beliefs & Values

QuestionA defect is discovered. It was caused by the negligence of one of the members of a team.

Is it the fault of the individual or should the responsibility be carried by the team?


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Organizational Behavior

QuestionIs it OK to display emotions openly at work?


% who would NOT show emotion openly at work

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StatementThe most important thing in life (and work) is to think and act in the ways that best suit the way you really are, even if you do not get things done.


% who disagree (i.e. more important to get things done)

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Organizational Beliefs & Values

QuestionWhat makes a good manager? A kind of ‘father figure’ or someone who ‘delivers results’?


% desiring to be left alone to ‘get the job done’

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Casual Personal DistanceJapan 90 cm

North America 45 cm

Western Europe 35 – 40 cm

Middle East 20 – 30 cm

Learned BehaviorWhat’s up

with this…?

And we could talk about ‘touching ‘ more generally…

This learned ‘instinctual behavior’ also governs whether it’s OK to be late for a meeting, ask questions in a meeting, speak first when someone more senior is present,

bring up new issues when most things are decided beforehand, etc…

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Visual inspiration

from Liu Young

26 Source: Young, Liu (unknown)

Handling of

Problems


The Boss


Expressing Opinions


Emotions / ‘No’


Punctuality

31 Source: Tang, Annie (Eurasia Resources), from other sources.

Some ‘gross’ generalizations

• A culture of nature• Systems trust• Deal-focused, goal-oriented• Honesty• Egalitarianism, equality• Direct communication (low context)• Informal• Individual / independence• Private life / leisure time • Authority: questioned / earned• Stable• Religious• Guilt

• A culture of people• Personal trust• Relationship focused• Face• Hierarchy, status• Indirect communication (high context)• Formal• Family / interdependence• Work / wealth ethics• Authority: accepted / given• Changing• Superstitious• Shame

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So, how do we WORK

with Culture?

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One, and by no means the only

way(!), …

…is via ‘cultural dimensions’ that help is to cluster similarities and

differences.

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Independent Interdependent

Egalitarianism Status

Risk Restraint

Direct Indirect

Task based Relationship based

Short Term Orientation Long Term Orientation

GlobeSmart dimensions

Situational videos (business setting) available on GlobeSmart website

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High-Level Overview:

A stereotypical baseline for us to reflect on as we discuss how we see ourselves & our cultures…

Key Dimensions of Culture: Independent Interdependent

• Take individual initiative• Prefer quick decision-making• Openly express opinions /

disagreement• Speak openly about personal

achievements

• Group harmony & cooperation important• Prefer group decision-making process • Express disagreement or opinions

cautiously• Have an appreciation for protocol

Independent Interdependent

What is the role of the individual?

Are these traits / stereotypes we recognize?In ourselves, in others?

Independent (Me) or Interdependent (We)?

“The squeaky wheel gets the grease.”

“The nail that sticks up gets hammered down.”

Egalitarianism Status

Key Dimensions of Culture: Egalitarianism Status

• Comfortable challenging the views of superiors

• Equal to others in professional settings (treat everyone much the same)

• Relatively flexible regarding roles (rules / protocol less important)

• Prefer not to challenge those above them

• Have a formal interaction style with more junior staff (different rank)

• Adapt behavior depending on relative status

What is the relation toward hierarchy?


Restraint

Key Dimensions of Culture: Risk Restraint

• Prefer rapid decision-making & quick results

• Place great importance on flexibility & initiative

• Value speed over thoroughness

• Spend time on research before making change

• Establish proper processes and procedures before starting a project

• Value thoroughness over speed

Risk

What is the comfort level with risk taking?


Viewpoints: Looking Outward

Risk looking at Restraint:

Restraint looking at Risk:

• Not action-oriented, innovative or entrepreneurial

• Inability to make decisions / Waiting for direction

• Avoiding accountability• Not confident / Analysis

paralysis

• Cowboys / Arrogrant / Immature

• Irresponsible / Decisions without real responsibility

• Not considering all issues, people, relationships

• Dangerous

Direct Indirect

Key Dimensions of Culture: Direct Indirect

• Concise, concrete, to the point (quickly)

• Not afraid to “say it like it is”• Prefer to confront difficulties openly /

difficulties not personal• OK to give and receive “constructive”

feedback

• Spend time explaining context before coming to the point

• Preserve harmony in group• Attention to personal dignity /

Express disagreement in subtle ways• Avoid giving feedback publicly

How is information communicated?


Task Relationship• Move quickly to business topics in

meetings, etc. (task takes priority)• View reaching goals & objectives on

schedule as highest priority• Being efficient, managing time are

valuable traits

• Take time required to build trust (relationship takes priority)

• View building relationships as key to achieving results

• Trustworthiness, personal / professional network valuable traits

Priority at work?

Key Dimensions of Culture: Task Relationship


►Key features►Global business knowledge (~65 countries)

►50 topics available to research within business practices, culture, norms, language, etc.

►Skill building tool ►Case studies, assessment tests, ‘best-practice’ guidelines, etc.

►Personal cultural assessment profile►Self awareness, comparison to other countries / employees

About GlobeSmart

https://www.aperianglobal.com/web/globesmart/

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Backup slides

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StereotypesWhat are they? What is our personal experience with them?

How can they be harmful?

How can they be helpful?

Why do we use them?

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Culture……so with everything we’ve talked about

so fardo we dare to define it…?

Yes, but there is no general agreement on the ‘right’

definition.

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Classical: “Culture ... is that complex whole which includes knowledge, belief, art, law, morals, custom, and any other capabilities and habits acquired by man as a member of society.” (Edward Tylor, 1871)1952 Academic survey : 164 definitions cited ranging from ‘learned behavior’ to ‘ideas in the mind’, ‘a logical construct’, ‘a statistical fiction’, ‘a psychic defense mechanism’ … ‘an abstraction from behavior’. (Kroeber & Kluckhohn, 1952)Hofstede, G (1984): “Culture is the collective

programming of the mind which distinguishes the members of one category of people from another.” Schein, E (1992): “A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems.”

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Hall, E (1959): “Culture is communication and communication is culture.”

Foucault, M (1971): “…un système d'exclusion (système historique, modifiable, institutionnellement contraignant.” […a system of exclusion (historical system, modifiable, institutionally binding)]

Geertz, C (1973): “…an historically transmitted pattern of meanings embodied in symbols, a system of inherited conceptions expressed in symbolic forms by means of which men communicate, perpetuate, and develop their knowledge about and their attitudes toward life.” Hall, E. (? paraphrase): “…culture is something obvious

– like breathing. An insider understands everything, but perceives nothing! A stranger perceives everything, but understands nothing!

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Communication(in all it’s forms…)

Source: Laurent, A. (1981, as adapted by Adler, 2002)

My model here

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Model here

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Communication(in all it’s forms…)

High-Context Culture • Meaning often already

internalized• Less stated explicitly in

written or spoken messages• Understanding occurs based

on shared knowledge and assumptions

• Receiver may have to ‘piece together meaning’

Low-Context Culture • Meaning derived from content• Meaning and information

stated explicitly• Understanding occurs based

on information provided• Receiver can ‘decode’

message based on information received

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Communication(High-context)

Mulan video here at 2m07s

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QuestionIs it important for a manager to have at hand precise answers to most questions subordinates may raise about their work?

Source: Laurent, A. (1981, as adapted by Adler, 2002)


Contacts

Name of presentation59

Theory behind the GlobeSmart

Basis of GlobeSmartStudies carried out by several researchers

Hofstede’s Cultural

Dimensions

Schwartz Value

Orientation

Leung & Bond Social Axioms

Mc Crae’s 5 factor model

of Personality

Inglehart’s Cultural

Dimensions


Hofstede’s Cultural Dimensions

• Power distance index (PDI)ￚHigh PDI – Great power & wealth inequalities in the society. This is accepted by the less powerful members of the societyￚLow PDI - Equal distribution of wealth, power and opportunities for all

• Individualism Versus CollectivismￚIndividualism – Individual interests & rights are paramountￚCollectivism – Interests of the community at large are paramount

• Masculinity Versus FeminityￚMasculinity – Society values masculine traits like aggression & assertivenessￚFeminity – Society values feminine traits like nurturing & caring

• Uncertainty avoidance index (UAI)ￚHigh UAI – Low on risk taking behaviorￚLow on UAI – High on risk taking behavior

• Long-term orientation Versus Short term OrientationￚLong term orientation – value long term commitment, work hard today for better long term rewardsￚShort term orientation – Value the present, expectations of short term rewards for their work


Schwartz Value Orientation

• EmbeddednessￚDegree of emphasis on status quo, maintaining social order, respect for tradition, etc

• HierarchyￚDegree of emphasis on hierarchical allocation of social power, authority, humility or wealth

• MasteryￚDegree of emphasis on getting ahead through self assertion or by changing & mastering the natural & social

environment

• Intellectual AutonomyￚDegree of emphasis on protecting independent ideas & individual rights to pursue his/her own intellectual direction –

fostering curiosity, creativity & broadmindedness

• Affective AutonomyￚDegree of emphasis on promoting & protecting people’s independent pursuit of positive experience – fostering

pleasure & an exciting or varied way of life

• EgalitarianismￚDegree of emphasis on transcending selfish interests in the favor of voluntary promotion of the welfare of others

• HarmonyￚDegree of emphasis on fitting in with the environment

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Style Switching tactic

Adapt your style in order to bridge cultural gaps

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‘GAP’ Profile


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A good chunk of this course

online…

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GlobeSmart Features

Invite colleagues or select countries to

compare.

Select a combination of profiles to view on the

chart. Each screen will display up to 10

profiles.

Read advice on how to bridge style gaps

between colleagues and/or cultures.

GAP

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What – So What – Now What

What So What Now What

Cultural dimensions impacting issue

Potential issues that could arise

Strategies to minimize the gap

What are the key cultural differences that

may impact your interactions?

What is the potential impact of these

differences to you / your job?

What strategies could you apply to minimize the cultural gap and

achieve better results?

A tool to help you identify the underlying cultural issues, the impact and what to do next

General Advice for Working Globally

Develop a Range of Approaches

Identify ways to “style switch” or use a “Third

Culture” Way

Constantly Seek Advice and Enhance

KnowledgeTalk to a “cultural bridge”,

read, use GlobeSmart

Be Aware of Your Iceberg

Be aware that you may be making judgments that

work in your culture;Consider alternative

interpretations

79 Source: Grundling, E. (2005:30)

80 Source: Grundling, E. (2005:34)

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Adapting your style to bridge cultural gaps

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Creating more value out of cultural differences (and diversity in general…)

►Explore differences and disagreements►Acknowledge the other►Stay there…(in the encounter, the relationship, the openness…)► Encourage the other one to stay as well!

Documents

Cross-cultural Awareness workshop (20140902) PH-DK-AU short