Maximilian 's Key Ideas from The Culture Map
by Erin Meyer

A characteristic behavior unique to India is the half shake half nod of the head. In India this behavior is not a display of disagreement, uncertainty or lack of support as it would be in most other cultures.

• It suggests interest, enthusiasm or sometimes respectful listening.

The model shows eight scales, each of which represents a key area along showing how cultures vary along a spectrum from one extreme to its opposite.

1. Communication (low- vs high context)
2. Evaluating (direct negative- vs indirect negative feedback)
3. Persuading (principles vs applications-first)
4. Leading (egalitarian vs hierarchical)
5. Deciding (consensual vs top-down)
6. Trusting (task- vs relationship-based)
7. Disagreeing (confrontational vs avoiding confrontation )
8. Scheduling (linear- vs flexible time)

• In low-context cultures effective communication must be simple, clear and explicit in order to effectively pass a message. In most Anglo-Saxon cultures people are trained to communicate explicitly. The US is the lowest context culture followed by Canada, Australia, the Netherlands, Germany and the UK.
• By contrast, in many Asian cultures including India, Chin, Japan and Indonesia, messages are often conveyed implicitly, requiring the listener to read between the lines. The same applies to many African cultures including to a lesser degree latin American cultures such as Mexico and Brazil.

Different cultures learn to give feedback in different ways. Chinese managers never criticize a colleague openly in front of others. Durch managers tend to be honest and give straight feedback. Americans are trained to wrap positive feedback around negative messages, while the French criticize passionately and give praise sparingly.

• most european countries are direct with their feedback with the Russians, Germans and Dutch as particularly direct.
• most Asian countries however tend to give only indirect negative feedback, with the Indonesians, Cambodians and Japanese as the least direct.

The extent to which the less powerful members of a society accept and expect power to be distributed unequally.

(Low power)

• The ideal distance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organizational structures are flat. Communication often skips hierarchical lines.

(High power)

• 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. Organizational structures are multilayered and fixed. Communication follows set hierarchical lines.

Low Power as described above can often be found in nordic countries such as Sweden, Denmark etc. as well as in Israel and Australia. High Power is especially encountered in southern European and Asian countries.

• Roman Empire: established a hierarchical and social structure, enforcing strict and legal boundaries between classes
• Vikings: founded one of the earliest democracies in Northern Europe.
• Confucius: believed that mankind would be in harmony if everybody understood their rank in society. Lower level has to give obedience to higher level. Many asians respect hierarchy more than westerners.

Hierarchical culture

• if you e-mail someone at a lower hierarchical level than your own, copy the boss.
• When e-mailing, address the recipient by the last name unless they have indicated otherwise for example, by signing their e-mail to you with their first name only.

If you are working with people from an egalitarian society:

• Go directly to the source. No need to bother the boss.
• Think twice before copying the boss. Doing so could suggest to the recipient that you don't trust them or are trying to get them in trouble.
• Skipping hierarchical levels probably won't be a problem.

The approach to how decisions are made.

• consensual: decisions are made in groups through anonymous agreement. (uppercase D decision)They tend to take longer but are fixed and inflexible once a consensus is reached. This includes cultures such as Japan, Sweden, Germany, Netherlands, etc.
• top-down: decisions are made by an individual, usually the boss. (lowercase d decision) Such decisions are made quickly, early in the process but are flexible and can be adapted later on. Cultures include India, China, Russia, Nigeria, US.

Most countries that have high power distance also follow a top down decision making approach and vice versa. The American culture is one of a few outliners.

• while Americans favor a low power distance, their decision process is surprisingly top-down based, the boss decides.
• a second exception is Japan. While generally very hierarchical, the decision making process, especially in traditional firms tends to be extremely consensus based.
• a third exception is Germany. While favoring a generally hierarchical approach, decisions, similar to Japan, tend to be consensus based.

how to build trust across different cultures

• cognitive trust: based on the confidence you feel in another person’s accomplishments, skills and reliability.
• affective trust: arises from feelings of emotional closeness, empathy, shared meals etc.

Americans draw a sharp line between cognitive trust and affective trust in business. In many asian countries on the other side, there is a strong interplay between affective and cognitive trust. Unlike American managers, Chinese managers for example are quite likely to develop personal ties when there is also a business or financial tie involved.

It is easy to mistake certain social customs of Americans that might suggest strong personal connections where non are intended

• For example, Americans are more likely than those from many cultures to smile at strangers and to engage in personal discussions with people they hardly know. Others may interpret this "friendliness" as an offer of friendship. Later, when the Americans don't follow through on their unintended offer, those other cultures often accuse them of being "fake" or "hypocritical."

How to productively disagree (-or not) across different cultures.

• Confrontational: Disagreement and debate are positive for the team or organization. Open confrontation is appropriate and will not negatively impact the relationship. Cultures include Israel, Germany, France, Russia, Netherlands, etc.
• Avoids confrontation: Disagreement and debate are negative for the team or organization. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship. Many Asian and middle eastern cultures including Japan, India, Korea, China, Saudi Arabia, etc.

1. In confucian societies like China, Korea and Japan, preserving group harmony by saving face (avoiding public shame) for all members of a team is of utmost importance. Similarly in Arabic countries. - Behavior towards others outside of the own social group can be drastically different.
2. In more confrontational cultures it seems quite natural to attack someone’s opinion without attacking the person.
3. Most Latin-American cultures speak with passion, yet are also sensitive and easily bruised. For people from these cultures it is not easy to separate the opinion from the person.

• Linear-time: Project steps are approached in a sequential fashion, completing one task before beginning the next. One thing at a time. No interruptions. The focus is on the deadline and sticking to the schedule. Emphasis is on promptness and good organization over flexibility. Cultures include Germany, Switzerland, Japan etc.
• Flexible-time: Project steps are approached in a fluid manner, changing tasks as opportunities arise. Many things are dealt with at once and interruptions accepted. The focus is on adaptability, and flexibility. Mostly Latin cultures, China and especially India.