Erin Meyer is a professor at INSEAD, France. Her works focus on cross-cultural management and global teamwork. "The Culture Map" represents Meyer's collective research data to offer international business strategies based on a framework that evaluates different dimensions of culture.
The Eight Scales
Meyer's research on the world's cultures emphasises the eight scales that embody the key areas managers must be aware of in their cross-cultural management.
Communicating: low-context vs. high-context
Evaluating: direct negative feedback vs. indirect negative feedback
Persuading: principle-first vs. applications first
Leading: egalitarian vs. hierarchical
Deciding: consensual vs. top-down
Trusting: task-based vs relationship-based
Disagreeing: confrontational vs. avoid confrontation
Scheduling: linear-time vs. flexible-time
By analysing the positioning of one culture relative to another, the scales will enable you to decode how culture influences your own international collaboration and avoid painful situations. For instance, the Dutch and British tend to give more direct negative feedback, Indian and French are more flexible than Germans and British.
Communicating
Low-context refers to good communication which is precise, simple and clear. In a low-context culture, messages are expressed and understood at the face; repetition is appreciated if it helps clarify the communication.
High-context means that good communication is sophisticated, nuanced, and layered. In high-context society, messages are both spoken and read between the lines and are often implied but not plainly explained.
Countries like China, Japan, Korea, Indonesia, India, Singapore belongs to the high-context group, whereas America, Netherland, Australia, Canada, Germany, the UK are examples of low-context cultures.
When working with people from high-context cultures, listen more, speak less and clarify when you are not sure what you understood. Before repeating a message, stop talking. Wait to learn whether saying it once is enough.
If your colleagues are a type of low-context communication, be as transparent, clear and as specific as possible. Assert your opinion transparently. If you have a phone call, in the end, recap all the key points again, or send an email repeating all points discussed.
Evaluating
Direct negative feedback: negative feedback to a colleague is provided frankly, bluntly, honestly, not softened with positive ones. Criticism might be given to an individual in front of a group.
Indirect negative feedback: negative feedback is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Criticism is given only in private.
One way to begin gauging how one culture handles negative feedback is by listening to the type of words they use. More direct cultures tend to use "upgrader" words such as absolutely, totally, strongly whilst indirect cultures are keen on "downgrader" words such as sort of, kind of, a little, a bit, maybe and slightly.
Below is the Anglo-Dutch translation guide that illustrates how British use "downgrader" and the resulting confusion created among Dutch listeners.
Persuading
Principles-first reasoning (sometimes referred to as deductive reasoning): derives conclusions or facts from general principles or concepts. Individuals are trained to begin with a fact, statement, or opinion and latter add concepts to back up or explain the conclusions as necessary. Begin with a message or report with an executive summary or bullet points. Discussions are approached in a practical, concrete manner. Theoretical or philosophical discussions are avoided in a business environment.
Applications-first reasoning (sometimes called inductive reasoning): general conclusions are reached based on a pattern of factual observations from the real world. Individuals have been trained to first develop the theory or complex concepts before presenting a fact, statement or opinion. Begin a message or report by building up a theoretical argument before moving on to a conclusion. The conceptual principles underlying each situation are valued.
Countries such as Italy, France, Spain, Germany are more likely to apply principles-first whilst the Netherlands, UK, Australia, Canada, the USA, tend to adopt applications-first.
For example, you're in a principles-first culture and you would like to draft an email to your teammates to suggest some key changes to the company processes. Here is a sample of a persuasive email:
Paragraph 1: introduce the topic
Paragraph 2: build up an argument, appealing to your teammates' sense of logic and developing the general principle
Paragraph 3: address the most obvious potential concerns your agreement
Paragraph 4: explain your conclusion and ask for your teammates' support.
However, with the same abovementioned email, people from applications-first culture will find it hard to digest, because it doesn't get to the point quickly. For people with an applications-first orientation, remember that shorter is sweeter.
Leading
Egalitarian: The ideal distance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organisational structures are flat. Communication often skips hierarchical lines.
Hierarchical: The ideal distance between a boss and a subordinate is high. The best boss is a strong director who leads from the front. Status is important. Organisational structures are multilayered and fixed. Communication follows set hierarchical lines.
Countries like the Netherlands, Denmark, Sweden, Australia, Canada, America and the UK are more egalitarian whilst Japan, Korea, China, India are more hierarchical.
Below are some of the main points to remember about egalitarian versus hierarchical cultures.
[To be continued]
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