When Culture Counts

When does culture count? If youre on an international assignment or working virtually with people from other cultures, differences in cultural assumptions and values can impact your work in many ways. Challenges Youll see some of the impacts, for example, in different approaches to establishing productive relationships, working in teams, obtaining information, handling disagreement, motivating direct reports, building agreements, and making decisions. Culture Clash Even when we assume we are speaking the same language, it quickly becomes apparent that different cultures have very different views of what is and is not appropriate. Person from Culture A: One thing thats really frustrating is when Im in a meeting with my colleagues from other countries and were trying to sort out on an issue, and they dont speak up Were on the same team, and I expect them to participate, but its like pulling teeth are they not willing to contribute? or maybe they dont have anything to contribute! Anyway, it drives me crazy. Person from Culture B: In my country you speak up if you have something important to add; if not, you dont waste peoples time. I know many people in this country who speak up in a meeting just to let others know that they are there, even if they dont really have anything of value to say. If I did this kind of meaningless chatter in my country, people would think I was either stupid or arrogant. Working with foreign colleagues can quickly become unproductive when there is little awareness or understanding of differing assumptions and expectations. Visible and Hidden Culture Culture is often likened to an iceberg, in that what we can perceive is only the tip. The tip of the culture iceberg is made up of things we can observe what people wear, do, and say. However, the majority of the iceberg lies below the surface and is not easily visible. Its made up of the values, assumptions, and beliefs that shape and drive behavior the unwritten rules that dictate what is considered appropriate or inappropriate in that culture. These fundamental values and beliefs for example, a cultures attitude toward hierarchy and status, or its orientation toward time are buried deep within each cultures iceberg and are often unspoken, even unconscious.

2012 Aperian Global

Impact of Culture These invisible values, assumptions, and beliefs shape and drive everything, including our work patterns, how we socialize outside of work, our views of gender-appropriate behavior, our concepts of right and wrong, ways of handling problems or disagreements, interaction between managers and subordinates, and communication and meeting styles. The Lens of Culture Miscommunication and misunderstandings occur when we observe the behavior of people from other cultures and misinterpret them based on our own set of assumptions and values, and vice versa. Perceptions vs. Intentions For example, the person from Culture A believes that thinking out loud stimulates creativity, and that if people arent talking, nothing is happening. In contrast, the person from Culture B values voicing considered opinions, and believes that speaking without thinking carefully first wastes other peoples time. Silence in Culture B is valued, as it reflects thought. When these two people interact, the person from Culture A may feel that the person from Culture B is unfriendly and uncommunicative, while the person from Culture B may see the person from Culture A as superficial and arrogant. Accurate Interpretation Learning to interpret our own and others behavior from the other cultures perspective is therefore a critical skill in communicating effectively with global colleagues. We will not only avoid misinterpreting their behavior and forming negative judgments we can also understand how to present ourselves more effectively and build credibility with them. Dimensions of Culture How do we learn about the deep iceberg of other cultures? There are a number of dimensions or ways of looking at behavior that prove useful in understanding different cultures. Research has shown that generalizations can be made about where people from different cultures will typically fall on each of the dimensions you see here. Youll be able to see where you lie on these dimensions, as well as where your foreign colleagues and counterparts are when you use the Self-Assessment in the GlobeSmart web tool.

2012 Aperian Global

Key Dimensions of Culture: Risk vs. Restraint To illustrate just one of these dimensions for a moment, if we focus on the risk / restraint dimension, for example, research shows us that people who fall towards the risk side of this scale tend to want to demonstrate quick results, value flexibility and initiative, and often think more about speed than thoroughness. Those on the restraint side tend to spend more time on background research, want to establish proper processes and systems, and generally take more time before implementing changes. Viewpoints: Perceptions vs. Intentions Without understanding why the other culture values their way of doing things, we are likely to make negative judgments. The key is to understand how other cultures see THEMSELVES that is, how they do things and why they value the way they do them. Viewpoints: Intentions vs. Perceptions At the same time, we need to be aware of how we do things, why we do them the way we do and how other cultures may be perceiving us. Summary In summary, the first step towards productive engagement with people from other cultures is awareness that we may, in fact, have different styles, and that we may not view the world and how we should communicate or behave in it in the same way. This awareness is learned we are not born with it. Examining our own assumptions and values, and being aware that we may be making judgments that make sense in our own culture, but may not be appropriate from the perspective of others, is a useful place to begin. Second, ask, observe and listen: Demonstrate an interest in learning. Consider alternative interpretations. Check your assumptions about the intentions behind other peoples words or actions. Avoid making quick judgments. Third, discuss and share observations: check your conclusions, either with the other person, or with a third party who is familiar with both cultures. Be willing to carefully explain your intentions when it seems that others are misunderstanding them. Finally, adapt and modify: identify ways that you can adapt your behavior or communication style to make your interactions more productive. And suggest ways that your counterparts might do the same.

2012 Aperian Global