Diversity in Groups - International Context (1)

8/9/2019 Diversity in Groups - International Context (1)

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GROUP DYNAMICSGROUP DYNAMICS





Agenda for the sessionAgenda for the session What is Culture?What is Culture?

The Dimensions of CultureThe Dimensions of Culture

Barriers to Cultural AwarenessBarriers to Cultural Awareness

Some case studiesSome case studies

Culture ShockCulture Shock



Intended Learning OutcomesIntended Learning Outcomes

To gain knowledge of concepts and issuesrelated to cross-cultural communications;

To gain knowledge of some of thecharacteristics of cultures;

To gain strategies to avoid miscommunicationdue to cultural differences, particularlybetween instructors and their students.

To become more 'mindful' of cross-culturalcommunication;

To consider the complexities of humancommunications across cultures



What is Culture ?

What is Culture ?



What is Culture ?

What is Culture ?

1. ³A deposit of knowledge, experience, beliefs,values, actions, attitudes, meanings,

hierarchies, religion, notions of time, roles,spatial relations, concepts of universe, andartifacts acquired by a group of people in thecourse of generations through individual andgroup striving

2. The way people live



Dimensions of CultureDimensions of Culture

1. High Low Context Languages

2. Time Perception and Value

3. Individual ± Collective4. Power Distance

5. Risk Taking Propensity

6. Gender Roles



High Low Context LanguagesHigh Low Context Languages Refers to the specificity of information in a given

situation

± Verbal

would mean words , their definition and nuance± Non Verbal

Voice (inflection, pitch, pace), gestures and facial expression

Low Context cultures transmit information in explicitcode to make up for lack of shared meanings.

High Context language relies heavily on non verbal andcontextual and shares cultural meanings.



An ExampleAn Example

A Japanese Manager in an American companywas told to give critical feedback to a

subordinate during a performance evaluation.

What do you think would have happened?What do you think would have happened?

It took the manager five times before he could

be direct enough to discuss the poorperformance so that the American undersood



Gestures or Subtle Cues ?Gestures or Subtle Cues ? Eye Contact & Gaze

Body Movement

Posture

Facial Expressions

Touch

Shaking hands

Smell

Bowing Gestures

Kissing



Can you guess what this meansCan you guess what this means

in Iran?in Iran?



Can you guess what this meansCan you guess what this means

in Iran?in Iran?

«««..very obscene.. You¶ve guessed it!



Understanding DifferentUnderstanding Different

Interpretations of Common GesturesInterpretations of Common Gestures

Beckon with index finger. Point at something in the room using index finger. Smile. Sit with sole of feet or shoe showing. Form a circle with fingers to indicate ³O.K.´ Pat a student on the head. Pass an item to someone with one hand. Wave hand with palm facing outward to greet

someone. Nod head up and down to say ³Yes.´











Dimensions of CultureDimensions of Culture1. High Low Context Languages




6. Gender Roles



Time OrientationTime Orientation

Monochronic

Polychronic



Monochronic / PolychronicMonochronic / Polychronic



Monochronic / PolychronicMonochronic / Polychronic



An exampleAn exampleMr. Kumar is the International Sales Rep

for his computer equipment company.Here¶s a description of his experience in

Saudi Arabia.

Do you think the Arab would have met himon time ?

Do you think that he would have got aproper audience.



Dimensions of CultureDimensions of Culture1. High Low Context Languages




6. Gender Roles



IndividualIndividual ±± CollectiveCollective

This refers to the role of the individualand group, and which interest prevails

over the other± Collectivist / Group Orientation

± Individual orientation

Some examples



Traits of Individualism / CollectivismTraits of Individualism / Collectivism

High Individualism High Collectivism

National

Politics

Religion/Idea

Work

School

Other



Traits of Individualism / CollectivismTraits of Individualism / Collectivism

High Individualism High Collectivism

National Prosperous, Social Mobility,Nuclear family

Less Developed, Poor,Traditional, Extended

Politics Political power by voter laws / Rights same for all

Political power by interestgroups laws/Rights depend ongroup

Religion/Idea

Monotheistic

Matter of fact about science

Polytheistic

Science / technology seen asmagic

Work Hire & Fire Growth takes group intoaccount.

School Learn how to do Learn what to do

Other Independence at early age Security through socialnework








6. Gender Roles



Power DistancePower Distance

This dimension measures the way cultures areaccustomed to deal with inequalities amongpeople.

± Large Power Distance

± Low Power Distance

Power Distance Index (PDI) developed by

Hofstede.± US is 40

± Mexico is 80



Classify into High and Low Power DistanceClassify into High and Low Power Distance

Malaysia

Switzerland

India

Denmark

Israel

Arab Countries

Low Power Distance

High Power Distance



Classify into High and Low Power DistanceClassify into High and Low Power Distance

Malaysia

Switzerland

India

Denmark

Israel

Arab Countries

Low Power Distance

High Power Distance



Traits of Power DistanceTraits of Power Distance

High Power Distance Low Power Distance

Social

Political

Work

School



Traits of Power DistanceTraits of Power Distance

High Power Distance Low Power Distance

Social Those in power have privileges.

Respect for authority.

Inequality the norm.

All have equal rights.

Respect for individuality.

Inequality should be minimized

Political Military / Autocratic / Oligarchicgovt.

Power Struggle

Little Discussion. Violence common.

Government based on majority.Power sharing.

Much discussion. Less violence.

Work Tall organisational pyramids.

Wide salary range from top tobottom.

Subordinates expect to be told

Short organizational pyramids.

Narrow salary range from top tobottom.

Subordinates expect to be consulted.



Welcome BackWelcome Back








6. Gender Roles



Uncertainty Avoidance / RiskUncertainty Avoidance / Risk

Taking PropensityTaking Propensity UA is defined as the degree to which members

of a particular culture feel threatened byuncertain and unknown situations.

± Weak Uncertainty avoidance orientation

± Strong Uncertainty avoidance orientation

Some examples



Traits of Uncertainty AvoidanceTraits of Uncertainty Avoidance

High Uncertainty Avoidance Low Uncertainty Avoidance

Social

Political /Legal

System

School



Traits of Uncertainty AvoidanceTraits of Uncertainty Avoidance

High Uncertainty Avoidance Low Uncertainty Avoidance

Social Conservation, Law & Order

Xenophobic

Openness to Change,Innovation, Toleration of Diversity

Political /Legal

System

Weak Interest in Politics

Citizen Protests Repressed

More & Specific Laws & Regulations

High Interest in Politics

Citizen Protest Protested

Fewer & General Laws & Regulations








6. Gender Roles



Gender Roles / AssertivenessGender Roles / Assertiveness--

ModestyModesty Masculine / Assertiveness

Feminine / Modesty



Traits of Masculinity / FemininityTraits of Masculinity / Femininity

High Masculine Low Masculine (Feminine)

Social

Political

Work

School








6. Gender Roles



Culture MapsCulture Maps ±± Lets make India¶sLets make India¶s

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance

Uncertainty

AvoidanceIndividualism

Masculinity

Context

Time

IndiaIndia



Culture MapCulture Map -- IndiaIndia

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 77

Uncertainty

Avoidance

40

Individualism 48

Masculinity 56

Context High

Time Polychronic

IndiaIndia



Culture MapsCulture Maps ±± South KoreaSouth Korea

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 60

Uncertainty

Avoidance

85

Individualism 18

Masculinity 95

Context High

Time Polychronic

South KoreaSouth Korea



Culture MapsCulture Maps ±± FranceFrance

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 68

Uncertainty

Avoidance

86

Individualism 71

Masculinity 43

Context Low

Time Polychronic

FranceFrance



Culture MapsCulture Maps ±± ChinaChina

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 58

Uncertainty

Avoidance

69

Individualism 17

Masculinity 45

Context High

Time Polychronic

ChinaChina



Culture MapsCulture Maps ±± GermanyGermany

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 35

Uncertainty

Avoidance

65

Individualism 67

Masculinity 66

Context Low

Time Monochronic

GermanyGermany



Culture MapsCulture Maps ±± JapanJapan

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 54

Uncertainty

Avoidance

92

Individualism 46

Masculinity 95

Context High

Time Polychronic

JapanJapan



Culture MapsCulture Maps ±± MexicoMexico

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 81

Uncertainty

Avoidance

82

Individualism 30

Masculinity 69

Context high

Time Polychronic

MexicoMexico



Culture MapsCulture Maps ±± NigeriaNigeria

Power Distance 40

Uncertainty

Avoidance

46

Individualism 91

Masculinity 62

Context low

Time Monochronic

USUS

Power Distance 77

Uncertainty

Avoidance

54

Individualism 20

Masculinity 46

Context High

Time Polychronic

NigeriaNigeria



A Few Case StudiesA Few Case Studies



Caselet 1Caselet 1

Gregor Samson a junior engineer at a global automobile firm hasthe reputation of being an efficient and tough yet fair mindedperson. He was chosen to manage a few project in Jeddah

There he supervised 10 Americans and a dozen Saudi labourers.Soon Gregor began to feel that the Saudi labourers wererather unreliable, 7 incompetent.

Using the non nonsense style he began reprimanding Saudi

laborers, who failed to accomplish their tasks.He did thispublicly so that it would be a lesson to other workers.

However this misfired! What happened?However this misfired! What happened?



Caselet 2Caselet 2Peter Langland was transferred from the US to head the

manufacturing unit in Taiwan. After his arrival in Taipei theproduction as well as productivity increased and all workerswere happy. However in the last six months there wereseveral unrelated accidents. There was an accident on theassembly line which was quite unusual given the safety

standards of the plant. There were rumors that there were evilspirits in the plant and that a local priest should be brought into calm the spirits.

Peter advised by his American staff brought some experts fromthe Insurance company to show that the management was

raking the safety needs of the workers seriously. Peter did so,however there was a strike in the company.

What happened?What happened?



Caselet 3Caselet 3

Pawan Shah a recent IIT graduate and one known for hisinnovative ideas, was asked to take charge of a project in USfor a two year period. Pawan was excited about the thought of being in US

At a meeting of project managers Pawan told Andrew that hewas happy to be in the USA. He asked Andrew if he had anychildren and other details about his family.

A week later Andrew resigned.

What happened?What happened?



Caselet 4Caselet 4

Burton was assigned the role of a trouble shooter in the Rome office. Heserved the Boston bank in various departments after getting an MBAin IB from Harvard. To ease the process of adjustment to Italianbanking he was asked to work with Celeste Bertolli. Celeste wassingle, in her early thirties and lived with her widowed mother. After acomment from Burton about Italian cusines she invited him fordinner. The dinner went well and Burton felt fortunate to have beenentertained in an Italian home.

He felt that he had to greet her mother for the hospitality. Several dayslater, Burton made a special trip to Celeste¶s house to personallydeliver a large bouquet of chrysanthemums to Celeste¶s mother as atoken of appreciation

Celeste took the flowers to the kitchen. After exchanging pleasantriesBurton bade goodbye to her mother.

Do you think something went wrong ?Do you think something went wrong ?



Some tips on gifting flowersSome tips on gifting flowersJapan

The appreciation and arrangement of flowers is a complex art in Japan.

Every flower has a legend. Camellia, for example, is considered unlucky!

Funeral arrangements consist of small bunches of yellow or white chrysanthemums(Japan's national symbol), combined with lots of foliage.

Avoid giving flowers in the "unlucky" numbers of four and nine.

U.S.A.

Gladioli and lilies are for funerals, although lilies are also given at Easter.

Red roses usually have romantic connotations. Apart from that, for most Americans there are no flower taboos.

Switzerland

If flowers are brought, avoid white carnations (funeral) and red roses (romanticconnotations).

France

A bouquet should have an odd number of flowers, but never seven or thirteen. On LaborDay (May 1) the French give lily-of-the-valley.

Red roses are not reserved for lovers, but do imply a familiarity that business associatesare unlikely to achieve.

Carnations are associated with bad luck.

Chrysanthemums are used for funerals, & are placed on graves on All Saints Day(Nov.1).



What is Culture Shock ?What is Culture Shock ?




Misinterpreting Cross Cultural AssessmentsMisinterpreting Cross Cultural Assessments

Three sources

Subconscious cultural blinders

Lack of cultural self awarenessProjected similarity and parochialism

Stereotyped notions of a country¶s cultural environmentStereotyped notions of a country¶s cultural environmenthave lead to insurmountable problemshave lead to insurmountable problems

CULTURE

SHOCKCU

LTURE

SHOCK




Oberg an Anthropologist in 1960 defined the six aspectsof Culture Shock

1. Strain

2. Sense of loss & a feeling of deprivation3. Feeling rejected by or Rejecting people

4. Confusion in ³Roles´, ³Values´, and Self Identity

5. Anxiety, disgust / anger at foreign practices

6. Feeling of helplessness



Stages of AdaptationStages of Adaptation

HoneymoonHoneymoonphasephase

CultureCultureShockShock

RecoveryRecovery AdjustmentAdjustment

Phases of AdaptationPhases of Adaptation

MoodMoodSwingsSwings

PositivePositive

NegativeNegative



Coping with Culture ShockCoping with Culture Shock



Tips to help one adapt to DifferentTips to help one adapt to Different

CultureCulture Develop Cross Cultural Skills-

± Tolerate ambiguity

± Display empathy

± Being resourceful

± Personalizing observations± Showing respect

± Being non judgmental

± Having sense of humour

Avoid ³««««.. Ghettos´

Include family

Manage Stress Take health precautions

Keep the faith

Let go of home

«««««««««««««««««..

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Diversity in Groups - International Context (1)