Hierarchical culture<ul><li>if you e-mail someone at a lower hierarchical level than your own, copy the boss.</li><li>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.</li></ul>If you are working with people from an egalitarian society:<ul><li>Go directly to the source. No need to bother the boss.</li><li>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.</li><li>Skipping hierarchical levels probably won't be a problem.</li></ul>

Strategies For Level-Hopping

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

Outliners To Decision Making

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.<ul><li>Roman Empire: established a hierarchical and social structure, enforcing strict and legal boundaries between classes</li><li>Vikings: founded one of the earliest democracies in Northern Europe.</li><li>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.</li></ul>

Historical Origins For The Distribution Of Power

<ol><li>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.</li><li>In more confrontational cultures it seems quite natural to attack someone’s opinion without attacking the person.</li><li>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.</li></ol>

Notable Ideas Regarding Disagreements

The extent to which the less powerful members of a society accept and expect power to be distributed unequally.(Low power)<ul><li>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.</li></ul>(High power)<ul><li>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. </li></ul>

Power Distance ~G. Hofstede

It is easy to mistake certain social customs of Americans that might suggest strong personal connections where non are intended<ul><li>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."</li></ul>

Friendly Does Not Equal Relationship-Based

My team was humiliated, that I, their boss rode to work on a bike like a common person. They felt it suggested to the entire company that their boss was unimportant, and that by association, they were too. (A short example of a boss’s perceived higher status compared to regular employee’s in a Chinese firm)

How to productively disagree (-or not) across different cultures.<ul><li>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.</li><li>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.</li></ul>

Disagreeing Productively

<ul><li>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.</li><li>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.</li></ul>

Scheduling And Perception Of Time

In China, people often feel that westerners speak up so much in meetings that it feels like they are showing off and are poor listeners.<ul><li>Chinese people tend to leave a few more seconds of silence before jumping in, compared to westerners.</li><li>If a more senior person is in the room, it is polite to wait for them to call on you before jumping into the discussion. While waiting one should show to be a good listener by keeping one’s voice and body quiet.</li></ul>

Silent Bo - Jumping In On Discussions Across Cultures

how to build trust across different cultures<ul><li>cognitive trust: based on the confidence you feel in another person’s accomplishments, skills and reliability.</li><li>affective trust: arises from feelings of emotional closeness, empathy, shared meals etc.</li></ul>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.

Building Trust Across Cultures

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.<ol><li>Communication (low- vs high context)</li><li>Evaluating (direct negative- vs indirect negative feedback)</li><li>Persuading (principles vs applications-first)</li><li>Leading (egalitarian vs hierarchical)</li><li>Deciding (consensual vs top-down)</li><li>Trusting (task- vs relationship-based)</li><li>Disagreeing (confrontational vs avoiding confrontation )</li><li>Scheduling (linear- vs flexible time)</li></ol>

The 8-Scale Model

Americans tend to be more explicit and direct than the french in most situations. When it comes to giving feedback however, this pattern seems to be reversed.<ul><li>In a french setting, managers tend to give positive feedback implicitly and negative feedback more directly.</li><li>In the US, managers tend to give positive feedback more directly, while trying to couch negative messages in a positive, encouraging language.</li></ul>

Deaf Dulac - Feedback Across The US And France

<ul><li>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.</li><li>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.</li></ul>

Communication - High Vs Low Context

The approach to how decisions are made.<ul><li>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.</li><li>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.</li></ul>

How Decisions Are Made

“KY - Kuuki Yomenai”A Japanese word describing one’s inability to read between the lines.

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.<ul><li>It suggests interest, enthusiasm or sometimes respectful listening.</li></ul>

Half Shake - Half Nod

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

Evaluation And Feedback

A book for leaders on how to succeed in managing across international and diverse cultural contexts of today’s workplace

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

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Erin Meyer (born August 22, 1971) is an American author and professor based in Paris.[1] She is most known for writing the 2014 book, The Culture Map: Breaking Through the Invisible Boundaries of Global Business a study that analyzes how national cultural differences impact business.Meyer is a professor at INSEAD, an international business school with campuses in France, Singapore and Abu Dhabi. She regularly speaks about cross cultural management and global teamwork.

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