When Cultures Colide

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When Cultures Collide

24 May 2010

Michael J. Gates

GROUP MANAGING DIRECTOR

RICHARD LEWIS COMMUNICATIONS


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GERMAN

I dont agree


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ENGLISHMAN

Hmm, thats a very interesting idea


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AMERICAN

You gotta be kidding


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FRENCHMAN

I dont see the logic in your

argument


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FINN


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accurate

used consciously descriptive, not evaluative

modified from time to time

used as a first best guess

STEREOTYPES SHOULD BE


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PERSONALCORPORATE

ETHNICGENERATIONAL

RELIGIOUSCLASS

GENDER

REGIONAL

LAYERS OF CULTURE

NATIONAL

PROFESSIONAL / EDUCATIONAL


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Areas ofCross Cultural Misunderstanding

1. Values core beliefs

national characteristics

attitudes and world view

2. Communication patterns speech styles

listening habits3. Concept of space4. Concept of time


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Human Mental Programming

UK


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USA


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Germany


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Russia


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India


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China


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Israel


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French USA Horizons


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Cultural Categories

1998, 2007 Richard D Lewis


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2001 Richard D Lewis


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National Communication Patterns

Italy


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Finland



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Germany


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Language of Management

Germany


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Denmark


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UK


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British Coded Speech (1)

What is said What is meant

You could say that

We must have a meeting aboutyour idea

We shall certainly consider it

one

I agree, up to a point

What a stupid suggestion

Forget it

That is totally unacceptable

I disagree



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British Coded Speech (2)

What is said What is meant

Remind me once more of yourstrategy

We must wait for a politicallycorrect time to introduce this

It has lots of future potential

He works intuitively

Let me make a suggestion

Forget it

We keep him out of the office


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UK


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U.S and U.KTrust, mistrust and communication


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USA


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CONTEMPLATION

Risks v. Opportunities

DAYS

options

risks

dangers

opportunities


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Brazil


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Russia


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Russia


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Ukraine


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Romania


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China


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Korea


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India


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Israel


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Linear-active team


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Multi-active team


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Reactive team


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Multi-cultural team


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Leadership: the key to high-performingdiverse teams

Based on1. Creating value with diverse teams in global management, J.J. DiStefano; M.L.Maznevski,Organizational Dynamics, Vol. 29, No 12 . Dr C. Kovachs research, UCLA

Numberof teams

Team performance

homogeneousteamsdiverse

teamsled

poorlydiverse teams

led well


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1)Understand very clearly who you are

2) State objectives and roles very clearly

3) Define them in ways which meansomething to everyone

4) Use diversity as an asset

5) Have fun!

Rules for Winning Multicultural Teams

G ld R l f I t ti ith


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Golden Rules for Interacting withLinear-Active People (1)

Talk and listen in equal proportions Do one thing at a time Be polite but direct Partly conceal feelings

Use logic and rationality Interrupt only rarely Stick to facts Concentrate on the deal Prioritise truth over diplomacy Follow rules, regulations, laws Speech is for information

G ld R l f I t ti ith


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Golden Rules for Interacting withLinear-Active People (2)

Maintain word-deed correlation Complete action chains Stay results-oriented Stick to agenda

Compromise to achieve deal Respect officialdom Respect contracts and written word Reply quickly to written communication or e-mails Restrain body language Look for short-term profit Be punctual

G ld R l f I t ti g ith


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Golden Rules for Interacting withMulti-Active People (1)

Let them talk at length Reply fully Be prepared to do several things at once Be prepared for several people talking at once

Display feelings and emotion People and feelings are more important than facts Interrupt when you like Truth is flexible and situational Be diplomatic rather than direct Speech is for opinions Be gregarious and socialising

G ld R l f I t ti g ith


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Golden Rules for Interacting withMulti-Active People (2)

Think aloud Complete human transactions Digress from agenda and explore interesting ideas Seek and give favours with key people

Remain relationship-oriented Spoken word is important Contracts may often be renegotiated Reputation is as important as profit Overt body language and tactility Accept unpunctuality

Golden Rules for Interacting with


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Golden Rules for Interacting withReactive People (1)

Good listening is important Do not interrupt Do not confront Do not cause anyone to lose face

Do not disagree openly Suggestions, especially criticism, must be indirect Be ambiguous, so as to leave options open Statements are promises Prioritise diplomacy over truth Follow rules but interpret them flexibly Speech is to promote harmony

Golden Rules for Interacting with


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Golden Rules for Interacting withReactive People (2)

Share as much as you can Utilise networks Talk slowly Do things at appropriate times

Dont rush or pressure them Observe fixed power distances and hierarchy Show exaggerated respect for older people Go over things several times Face-to-face contact is important Work hard at building trust Long term profit is preferable

Documents

When Cultures Colide