THE CULTURE MAP - global equity

1 THE CULTURE MAP:Breaking Through the Invisible Boundaries of global BusinessErin CONTEXTHIGH CONTEXTTRUSTINGTASK BASEDRELATIONSHIP BASEDPERSUADINGSCHEDULINGLINEAR TIMEFLEXIBLE TIMEDISAGREEINGCONFRONTATIONALAVOIDS CONFRONTATIONEVALUATINGDIRECTINDIRECTDEC IDINGCONSENSUALTOP DOWNLEADINGEGALITARIANHIERARCHICALPRINCI PLES FIRSTAPPLICATIONS FIRSTCOMMUNICATINGLOW CONTEXTHIGH CONTEXTTRUSTINGTASK BASEDRELATIONSHIP BASEDPERSUADINGSCHEDULINGLINEAR TIMEFLEXIBLE TIMEDISAGREEINGCONFRONTATIONALAVOIDS CONFRONTATIONDIRECTINDIRECTDECIDINGCONSE NSUALTOP DOWNLEADINGEGALITARIANHIERARCHICALA ustraliaGMGermanyAUGMGMGMGMGMGMGMGMAUAUA UAUAUAUAUCAPRINCIPLES FIRSTEVALUATINGCOMMUNICATINGLOW CONTEXTHIGH CONTEXTTRUSTINGTASK BASEDRELATIONSHIP BASEDPERSUADINGSCHEDULINGLINEAR TIMEFLEXIBLE TIMEDISAGREEINGCONFRONTATIONALAVOIDS CONFRONTATIONEVALUATINGDIRECTINDIRECTDEC IDINGCONSENSUALTOP DOWNLEADINGEGALITARIANHIERARCHICALMXMXMX MXMXMXMXMXM exicoFRFranceMXFRFRFRFRFRFRFRFRAPPLICATI ONSIRSTPRINCIPLES FIRSTEXTREME AEXTREME BIrelandSpainDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKD anish RangeThai RangeUS RangeUKFranceIndiaLINEAR TIMEFLEXIBLE TIMESCHEDULINGG ermanyUKFranceIndiaLINEAR TIMEFLEXIBLE TIMESCHEDULINGLOW CONTEXTHIGH CONTEXTCOMMUNICATINGE xplicitSimpleClearImplicitLayeredNuanced USNetherlandsDenmarkUK Poland Italy France India Saudi KoreaAustraliaGermany SwissBelgium BrazilSpain RussiaZimbabwe ThaiJapanCanadaIrelandSwedenMexico

2 Romania Kenya ChinaFinlandNorway PeruTurkey IndonesiaLOW CONTEXTHIGH CONTEXTCOMMUNICATINGE xplicitSimpleClearImplicitLayeredNuanced USNetherlandsDenmarkUKPoland Italy France India Saudi KoreaAustraliaGermany SwissBelgium Brazil Spain Russia Zimbabwe Thai JapanCanadaIrelandSwedenMexico Romania Kenya ChinaFinlandNorway Peru Turkey IndonesiaLOW CONTEXTHIGH CONTEXTCOMMUNICATINGE xplicitSimpleClearImplicitLayeredNuanced US NetherlandsDenmarkUK Poland Italy France India Saudi KoreaAustralia Germany SwissBelgium Brazil Spain Russia Zimbabwe Thai JapanCanadaIrelandSwedenMexicoRomania Kenya ChinaFinlandNorway PeruTurkey IndonesiaLOW CONTEXTHIGH CONTEXTCOMMUNICATINGE xplicitSimpleClearImplicitLayeredNuanced US NetherlandsDenmarkUK Poland Italy France IndiaSaudi KoreaAustralia Germany SwissBelgium Brazil Spain Russia Zimbabwe Thai JapanCanadaIrelandSwedenMexico Romania Kenya ChinaFinlandNorway Peru Turkey IndonesiaCommunicating discussionsHistorically what would have led the US to be the lowest context CULTURE in the world and Japan the highest?

3 LOW CONTEXTHIGH CONTEXTCOMMUNICATINGE xplicitSimpleClearImplicitLayeredNuanced USNetherlandsDenmarkUK Poland Italy France India Saudi KoreaAustralia Germany SwissBelgium Brazil Spain Russia Zimbabwe Thai JapanCanadaIrelandSwedenMexico Romania Kenya ChinaFinlandNorway Peru Turkey IndonesiaLOW CONTEXTHIGH CONTEXTCOMMUNICATINGPoll: Is miscommunication most likely between: A)A Low Context CULTURE and another Low Context CultureB)A Low Context CULTURE and a High Context CultureC)A High Context CULTURE and another High Context CultureUS NetherlandsDenmarkUK Poland Italy France India Saudi KoreaAustralia Germany SwissBelgium Brazil Spain Russia Zimbabwe Thai JapanCanadaIrelandSwedenMexico Romania Kenya ChinaFinlandNorway Peru Turkey IndonesiaCommunicating conclusionsMulti-cultural teams need low context working with low context cultures be as explicit as possible.

4 Put it in writing. Repeat key points. When working with high context cultures repeat yourself less, ask clarifying questions often and work on increasing your ability to read the air .DIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKR ussia Denmark Spain Italy USAUK Brazil TurkeyZimbabweJapanGermanyFrance Swiss BelgiumCanadaIndiaChina Korea ThailandNetherlands Poland Norway Sweden Ireland MexicoSingaporeSaudi IndonesiaIsraelFinland Australia PeruEgypt KenyaDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKR ussiaDenmark SpainItalyUSA UK Brazil Turkey ZimbabweJapanGermany FranceSwiss Belgium Canada India China Korea ThailandNetherlands Poland Norway Sweden Ireland Mexico Singapore Saudi IndonesiaIsraelFinland Australia Peru Egypt

5 KenyaUp-graders:DefinitelyVeryCertainlyC learlyIn FactDown-graders:Sort ofKind ofMaybePretty MuchI GuessDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKR ussia Denmark Spain Italy USAUKB razil Turkey ZimbabweJapanGermany France Swiss Belgium CanadaIndia China Korea ThailandNetherlands Poland Norway Sweden IrelandMexico Singapore Saudi IndonesiaIsraelFinland Australia Peru Egypt KenyaDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKR ussia Denmark Spain Italy USA UK Brazil Turkey ZimbabweJapanGermany France Swiss Belgium Canada India China Korea ThailandNetherlands Poland Norway Sweden Ireland Mexico Singapore

6 Saudi IndonesiaIsraelFinland Australia Peru Egypt KenyaHigh Context, Indirect CommunicationIt looks like we re going to have to keep the production line running on SaturdayI you come on Saturday?Yes, I think ll be a great , Saturday is a special do you mean?It s my son s nice I hope you all enjoy you. I appreciate your KimMr. JonesDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKLOW CONTEXTHIGH CONTEXTN etherlandsGermanyNetherlandsGermanyDIREC T NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKLOW CONTEXTHIGH CONTEXTS pain France Russia RussiaFrance SpainDIRECT NEGATIVE FEEDBACKINDIRECT NEGATIVE FEEDBACKLOW CONTEXTHIGH CONTEXTUSAUSAWe had 2 weeks of meetings in China to explore a JV. We had difficulty getting the information we needed.

7 We felt our Chinese counterparts were not willing to the first week we discussed our frustrations with our Chinese consultant. The consultant told us our approach was wrong. We were going too fast. We argued back that we had been very detailed, open, and patient. The consultant said It is not a problem of how you are approaching them from a business perspective but of the relationship perspective. Yo u are not going to get what you want unless you develop Guanxi with them. Discussionquestion:WhatdoestheChinesecon sultantmean?WhatstepsdoyousuggesttheGerm anteamtaketoimprovetheirchancesofsuccess ?We then took the consultants advice and decided to invite the Chinese counterparts for a dinner over the weekend with the presence of various hierarchical levels from their organization.

8 It was an excellent dinner during which we had time to socialize. We toasted several times in sign of our respect for them. In addition we emphasized how glad we were to be there with them and to begin a long term re-started the meetings the following Monday and the Chinese willingness to cooperate had changed completely. They were now very enthusiastic and we began to work well as a team. We were then able to satisfactorily accomplish our work week UK Switzerland Belgium France Japan Spain Russia Peru China ThailandCanadaDenmark Sweden IrelandItaly MexicoBrazil KoreaZimbabweNorway FinlandSingapore TurkeyIndiaSaudiTrusting conclusionsWhen working with relationship-based cultures:When working with task-based cultures: Get down to business.

9 Try shorter lunches, less non-work related talk Or explain why you want to invest the time ( in order for me to work with someone well I need to spend time to know them. In Brazil we do this by.. ). Invest significantly more time building relationships when working globally. Practice exposing yourself more than you are used to and working on blending your personal self with your professional self. Use more non-work talk to pad your emails and telephone COMFORT WITH SILENCELOW COMFORT WITH SILENCEJ apan Thailand China Poland Germany IsraelSpain France UKIndonesia Finland Russia Sweden Belgium MexicoNetherlandsItaly USKoreaZimbabweNorwayDenmarkIndiaAustral iaIrelandABABABC ountry Mapping: code: ROME2017 Personal Assessment.