Problematic Cultural Differences in the Corporate World

Problematic Cultural Differences in the Corporate World

Introduction

• Every individual and nation has a set of distinctive values

• Individuals and nations have certain expectations regarding the way people think, behave, and believe

Limited Common Problems

• Common problems in the workplace which people want to solve are limited

• Different emphasis on which problems matter depending on the culture– Kluckhohn & Strodtbeck

U.S. Culture (Anglo-American)

• Stress is on practical considerations• Self-interests important• Universalism • Priority of individual interests • Analytical, inductive thinking • U.S. versus:

– France, Germany, Japan, Singapore

Value Clusters

• There is a large variation of value clusters between cultures– Brake, Walker, Walker

Different Ways of Thinking

• Inductive — based on case studies and methodology

• Deductive — reasoning based on prevailing philosophies

• Linear — “chunking down” problems

• Systematic — focus on big picture and inter-relating parts (Hofstede)

Inductive Thinking (US)

• Influenced by the present

• Focus on data analysis

• Focus on individual tasks

• Focus on the “how,” the “what”

Linear Thinking (US)

• One step at a time

• Peter Senge says — complex tasks and subjects become more manageable when they are broken into smaller parts– Disadvantage: we can no longer see the big

picture.

Deductive Thinking(European and Latin American)

• Focus on concepts and the influences of the past which will have an effect on the future

• Contextual Thinking

• Focus on the “why”, then on the “how”

Systemic Thinking(Europe,Japan, China, Latin America)

• Individual parts are analyzed to reveal their connections

• The whole counts, not the parts seen separately

• Spider web of connections

Communication Preferences Low Context/US & Various European Countries

• Little interpersonal communication needed for business transactions

• Communication is (very) direct• Importance attached to what is said, not

necessarily to how it is said• This approach can cause problems• Typical phrases: “let’s get to the point,”

“what’s the bottom line?”

Communication Preferences High Context/Latin America, Asia, Saudi Arabia

• Heavy emphasis on relationships• Business is built on personal bonds• Trust is essential• Conflict and negative aspects of business are

handled indirectly• Saving face is important

Informal Communications

• Change is good

• First name basis

• On to the new, out with the old

• Outcome over tradition

• US and Australia

Formal Communications

• Social customs and business protocols are observed

• Rules/traditions count• Hierarchical organizations• Titles, last names, and formal speech• European, Asian, Latin American, and Arab

countries

Private Space

• Office location = indication of status• Individual offices• Cubicles• Independent work • US

Public Space

• Employees sit in one large, open office• Group communication• More supervision• Group work encouraged• Less isolation• Asia, Latin America, France

Time: Single Focus

• One thing at a time (linear)• Deadlines, schedules important • Things begin on time• High time consciousness• US, German, Swiss cultures• Industrialized Asian cultures

Time: Multi-Focus

• Multi, simultaneous tasking• Emphasis on process and group work rather

than focusing on work to meet the deadline• Punctuality not an issue• Time is organic• Southern European, Latin American, and

Middle Eastern cultures

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Equal Access to Power

• “Managing by Moses” doesn’t work anymore• Employee “buy-in” a must• Work is delegated• Group discussions encouraged and important

- however, outcome is based on individuals’ achievements

Power Structure: Hierarchical Organizations

• Traditional hierarchical structures still in place• Emphasis on titles and position within the

company• People know their place• Decision - making occurs at higher level

Hierarchical Organizations

• Managers make decisions

• Employees expect to be lead

• Unwritten rules known and acknowledged

• Conflict avoidance prevalent

• Latin American, Arab, Asian cultures as well as French, Belgian, Spanish and Portuguese cultures tolerate/ support hierarchical approaches

Pulling it all together

• It is essential to differentiate between all aspects of culture

• Understand what’s important before meeting with new cultures

• Respecting different ideas and approaches