THE CHALLENGE OF CULTURE

IN A GLOBALISING WORLD

War & Peace & Understanding Each Other

When I hear the word "culture" I

reach for my gun.

Hans Johst (c. 1939)

A GIVEN PERSON'S CULTURAL ROOTS EXTEND

MUCH BEYOND THE WALLS OF A GIVEN COMPANY –

A GIVEN PERIOD OF TIME, OR A GEOGRAPHIC

LOCATION

The collective culture of a given group of people is

a compilation of each person's existing beliefs and

mental models.

These beliefs and mental models are reflected in

our day-to-day behaviours, but the behaviours are

not necessarily accurate or complete

representations of what we each personally think

and believe – they are only rough, and often

misleading, indicators.

A first step towards acquiring these skills is to gain better understanding of culture generally.

There are three points, which are worth noting:

1. WE'RE ALL COLLECTIVELY

PROGRAMMED

Geert Hofstede's www.geert-hofstede.com definition of culture:

"The collective programming of the mind,” that distinguishes one

group from another, tells us that we are all collectively

programmed. Thus, each of us wears "cultural glasses" that

condition how we view the world:

A) What we accept and what we reject.

B) What we consider as right and what we consider as wrong.

C) What we call “normal” and what is outside those norms, etc.

These three points affect daily managerial interactions, and

determines the way in which managers set objectives, give

feedback, run meetings, make decisions, hire, and promote

staff and delegate.

Since the corporate cultural programme is likely to be different

in a different cultural context, managers are likely to run into

misunderstandings, resistance, and even hostility if they try to

implement their "normal" way of doing things in a different

cultural context.

This is when trust begins to break down. And so too; do end

results, as a result.

2. IT'S ALSO ABOUT "ME"

Our own cultural programming is so tied to

our sense of identity that it inevitably triggers

negative reactions in us when people behave

according to another "programme."

As an example, let's look at the following three

quotes picked up during an international meeting:

An Italian participant, talking about a German colleague at the meeting says:

“The Germans care more about the agenda than about the subject under

discussion.”

A German participant, talking about a British colleague at the meeting says: “I

can't understand why the British are always joking even when the matter is

very serious.”

And a British participant, talking about an Italian colleague at the meeting

says: “Italians never stop talking, and they always give me the impression

they're fighting.”

There is nothing very “diversity-friendly” about

these comments but the more interesting issue(s) to

consider are, perhaps these points of conjecture:

A) Do they tell us more about the person described?

B) Or more about the speaker?

C) Or more about the interaction between the two?

3. EVERYTHING ISN'T IMPORTANT

EVERYWHERE

The same thing holds true when managers try to work in teams, build

trust, or make decisions across borders.

Different cultures handle the same issues in very different ways, and

what appears legitimate in one culture is not at all acceptable in

another.

The clues in one culture may mean something very different in

another.

Managers who proceed from their own cultural vantage point alone

are, therefore, likely to make costly mistakes.

CONSIDER THESE EXAMPLES:

Imagine a Franco-British joint-venture in a high tech sector and the bi-cultural

teams of engineers are working on new product development. All team

members want an outstanding product.

However, the British engineers integrate market and commercial

considerations much earlier on in the product development process than the

French do.

They (the British) prefer to focus on technical considerations at the outset. The

arguments continue, each convinced the other is not being professional.

This is an “either-or " mode, where neither party is able to acknowledge the

legitimacy of the others' position.

OTHER EXAMPLES

Imagine now a Canadian petroleum engineer who moves out to Saudi

Arabia. As protocol requires, he is invited to meet with Minister of

Energy to review projects.

He reviews all the files and prepares for the meeting. Fortunately, this

engineer has been briefed on the importance of building trust.

He spends two hours talking with the Minister and resisting the

temptation to pull out his file. They talk about holidays in the desert.

His Successful Tactic and Consequent Reward

The files remain closed.

After two hours, the Minister gets up, shakes his

hand and says, “Thank you, I'm sure we'll have no

difficulties doing business together.”

Despite his anxiety, this engineer was able to

engage in diversity-friendly behaviour and

guarantee the on-going level of business for his

organisation.

Finally, imagine a Franco-German joint venture. The French marketing

manager and her team are making a proposal to the management team about a

new advertising campaign.

After some discussion, she says, "I think this is the right approach." The

French team members go off and begin implementing the plan: a decision has

been made.

Their German colleagues do nothing. They heard no decision being made.

Neither side will even be aware of the misunderstanding until the time that is,

that time and resources have been allocated in two different ways, nor is the

resulting distrust likely to hamper this team unless they can take distance and

learn to Culture Bridge.

THE RESULT

This team could not integrate diversity and did not

produce a product that was both technically

outstanding and eminently competitive. It should,

therefore, have come as no surprise that this alliance

did not last.

THE “CHALLENGE” OF CULTURE

BRIDGING

In working with multicultural teams to help them be more effective

together, I have identified a something we could call “Culture Bridging,”

which I define as: "the ability of people and organisations, of different

cultures, to build effective, rewarding relationships and high-performance

teams: across borders."

Managers who are looking for high performance in the different parts of

the world, where their companies operate need to master the art of

“Culture Bridging.” And these are some of the issues which can be learnt,

thus making their management and managerial behaviour far more

effective.

1. FOCUS ON PROCESS AND ADAPT IT

WHEN NECESSARY

Don't only focus on content – that is, what needs to be done – but

pay a great deal of attention to the process – that is, how you're

going to do it.

Because norms. i.e. what might appear to be “normal” to you: are

not shared across boundaries.

They need to be made explicit to be sure everyone understands the

same thing.

Coaching on process takes time and needs to be planned for.

Be open to adapting your process to the new cultural context.

2. BE ACTIVELY OBSERVANT AND SEEK

INCREASED CLARITY

A) Develop observation skills to pick up details you would otherwise not

notice. I.e. Pay any special attention to.

B) Watch for non-verbal cues. The strongest messages come from non-

verbal communication. Who sits next to whom; who speaks and when will

tell you more about who has more power and responsibility than just

words alone.

Facial expressions, types of handshakes, hand and leg/feet gestures and

movements are all very powerful forms of non-verbal communication,

which can send very strong – either positive, neutral and/or negative

messages.

C) Develop and use active listening skills, in particular summarising, re-

formulating and clarifying. You cannot overuse these.

.

3. UNDERSTAND THE “IMPACT” OF YOUR

OWN CULTURAL "BAGGAGE"

Be sure you make your own implicit norms, values,

and attitudes explicit. I.e. known to the others in your

team.

Monitor your own negative feelings and ask yourself

if you are reacting out of a “stereotyped” syndrome?

Understand your own personal limits for cultural

adaptation and be prepared to act on these.

4. GO FOR THE “MEANING” BEHIND THE

SIGNS

Pursue curiosity about the other culture, history,

and politics. Be open and flexible to other ways

of doing things. I.e. Ask you colleague(s)

questions – be interested!

Seek out systemic explanations that give

meaning to individual cultural contexts and to

behaviours

5. ACTIVELY BUILD TRUST

Listen to the "music” behind the words, pace and

rhythms of speech and behaviour.

Give relationship-building the time it needs as a

step to developing open, transparent interactions.

Communicate, communicate, communicate. And

always…face-to-face!

“NORMS”

TALKING ABOUT THE TIME.

FOR EXAMPLE:

What might appear “normal” in your culture – might not be normal in

another culture.

Compare: English and Russian factors of time. For example:

“He came to see me last night.” “Он пришел ко мне вчера

вечером” на английском языке .. .. мы говорим, “вчера

вечером, а не ночью.”

“At two o’ clock in the morning.” “В два часа ночи.”

Слово “день” представляет для русских людей той или

иной проблемы. Why?

Потому что в западной культуре ... утро

начинается немедленно после полуночи и ...сразу

же день после полудня.

Поэтому, как кусочек мозаики культуры русского

языка ... "день" состоит из двух английских слов, “day”

and “afternoon.” “Good day” = “добрый день”

Therefore…How could it (logically) be, according to the

Russian language and its culture, either a “Good morning” or

a “Good afternoon?”

The seasons are also a little different:

The Russian spring starts in May, while in the UK, it’s

already British summertime.

November, in the Russian culture is, an autumn month,

while in British culture it’s winter.

ЧЕРЕЗ ЧАС?

In English we say, “I’ll be there within an hour or so,” for

example. Которые, буквально переводится что-то вроде

этого; на русский язык, "Я буду там в течение часа или

около того", например.

Тем не менее, на русском языке, вы обычно говорили,

“I’ll be there after one hour or so.” “Я буду там через

час или около того.”

Therefore, the difference between the Russian understanding and the

English-speaking world’s understanding of the word, “hour” hides a

slightly, but very significant (значительный) different meaning: with

regard to communicating a time of arrival to someone else, for example,

on the telephone.

Could this be confusing?

In business…yes…it could be. Why?

Because, a person, who does not understand this subtle (Russian

language-cultural) difference in the meaning of communicating the time of

arrival – either of a delivery of goods and/or people; could lead to

confusion and possible embarrassment. And, moreover, in business, “Time

is always money.”

A professor at the Moscow State University, decides to have a birthday arty – starting at: 7pm.

The Germans arrive at: 6.55pm

The Chinese arrive at 7.05pm and spend the next 20 minutes aplogising for being late +

explaining the reasons why they were late

The Russians start arriving at about 7.30pm and say “Давай - давай начинать.”

The Koreans arrive at: 8.30pm and spend just one minute aplogising

The Americans arrive at: 9.15pm and are so happy that the party is already in full swing

and spent no time (whatsoever) aplogising, for being late.

The rest of the Russian guests then continued to arrive all through the rest of the night.

IN CONCLUSION

These Culture Bridging skills are obvious and make good common sense. But

they are generally ignored. And, for some people; however, quite difficult to

implement.

The benefits (of acquiring good “culture bridging” skills), are however thus:

They will allow you to monitor/observe and review yours, as well as, others’

interactions.

A) Avoid stereotyping.

B) Build effective, cross-border relationships.

C) And finally…Reduce any cross-cultural misunderstandings.

This is the way to draw on the innovative

potential of cultural diversity and gain the

commitment of your colleagues and create a

high-performance and effective team.