1. Let’s talk about Culture
(A workshop…)

2. ►Awareness: Why is culture important in a
business context? (where does it come from and how
can it impact us?)
►Reflection & sharing: Our experience of cultural
similarities/differences (focus today on PH – DK – AU)
2
High-Level Agenda
The more discussion & input …
…the more likely interesting,
memorable & useful !
For a ‘Crash Dialog’ on working across cultures

3. Why is Eugene facilitating
a workshop on cross-cultural dialog…?
►MSc in International Business & Culture
(and another one in Strategic Mgmt & Finance…)
►Book editor: Cross-cultural business practices
(Between Japan & Denmark)
►& my own experiences…
(14 years abroad in a handful of countries)
3
But let’s get to know each other a little….

4. Introductions from a slightly
different perspective
►The usual (name, department)
►Experience working with other cultures?
►Anything you’d like to share about your own culture…
4

5. A few important guidelines
►Mutual respect is absolutely critical (seek first to understand…)
►Beware stereotypes (they’re useful tools, but can also be a trap…)
►No answers, only good questions (and all questions are
good ones…)
5

6. 6
Why talk about Culture…?

7. 7
“The single greatest cause of difficulties in global business transactions
is not a lack of technical expertise, hard work or good intentions –
it is a lack of ‘people skills’ for relating successfully across style differences
attributed to factors such as national culture, organizational culture,
job function, and personality.”
Ernest Gundling, author of Working GlobeSmart & founder of Aperion Global

8. 8
Some say
90% of
culture
is below
the
surface…

9. 9
In
Aware
-ness
Surface Culture
Shallow Culture
Deep Culture
Out of
Aware
-ness
Most easily
seen

10. 10
So where does culture
come from…?

11. 11

12. Ethnicity
Language
Class
Nation
12
Religion
Family
Politics
Geography
Region
History
Educatio
n
Profession
Gender
Movements
1
Generation
Sexuality
Movements
2
Compan
y

13. 13
What about Organizational Culture?
Source: Johnson, G. (1988)

14. 14
Why talk about Culture…?
So, how do we
TALK
about Culture?

15. 15
One ‘answer’ is…
…very carefully!
Damn straight…
especially when talking
about people or culture…!culture…!

16. ‘Best-practice’ on Stereotypes
►Consciously held. Must be aware that they describe a group
norm rather than the characteristics of a specific individual.
►Descriptive rather than evaluative. Used to describe
what people from this group might be like, and not to evaluate whether
they are good or bad.
►Accruate. Should accurately describe the norm.
►First best guess. Information as a guide to what a person might
be like before you have direct information.
► Modified. Continuously updated based on further observation and
direct experience with actual people and situations.
17 Source: Adler, N. (2002)

17. 18
Why talk about Culture…?
So, how does
Culture
impact and
influence us?

18. 19
Beliefs & Values
Question
You’re in a car with a close
fiend and he hits a pedestrian.
You know he was going at least
56kph in a 32kph zone. There
are no witnesses and his
lawyer says that if you testify
under oath that he was only
driving 32kph it may save him
from serious consequences.
What right does has your
friend to expect you to protect
him?
Source: Trompenaars, F. & Hampden-Turner, C. (1997)

19. 20
Beliefs & Values
Question
A defect is discovered. It was
caused by the negligence of
one of the members of a team.
Is it the fault of the individual
or should the responsibility be
carried by the team?
Source: Trompenaars, F. & Hampden-Turner, C. (1997)

20. 21
Organizational Behavior
Question
Is it OK to display emotions
openly at work?
Source: Trompenaars, F. & Hampden-Turner, C. (1997)
% who would NOT show emotion openly at work

21. 22
Organizational Behavior
Statement
The most important thing in
life (and work) is to think and
act in the ways that best suit
the way you really are, even if
you do not get things done.
Source: Trompenaars, F. & Hampden-Turner, C. (1997)
% who disagree (i.e. more important to get things done)

22. 23
Organizational Beliefs & Values
Question
What makes a good manager? A
kind of ‘father figure’ or someone
who ‘delivers results’?
Source: Trompenaars, F. & Hampden-Turner, C. (1997)
% desiring to be left alone to ‘get the job done’

23. 24
Casual Personal Distance
Japan 90 cm
North America 45 cm
Western Europe 35 – 40 cm
Middle East 20 – 30 cm
Learned Behavior
What’s up
with this…?
And we could talk
about ‘touching ‘
more generally…
This learned ‘instinctual behavior’ also governs whether it’s OK to be late for a meeting,
ask questions in a meeting, speak first when someone more senior is present,
bring up new issues when most things are decided beforehand, etc…

24. 25
Visual inspiration
from Liu Young

25. 26 Source: Young, Liu (unknown)
Handling of
Problems

26. 27 Source: Young, Liu (unknown)
The Boss

27. 28 Source: Young, Liu (unknown)
Expressing
Opinions

28. 29 Source: Young, Liu (unknown)
Emotions / ‘No’

29. 30 Source: Young, Liu (unknown)
Punctuality

30. 31 Source: Tang, Annie (Eurasia Resources), from other sources.
Some ‘gross’ generalizations
• A culture of nature
• Systems trust
• Deal-focused, goal-oriented
• Honesty
• Egalitarianism, equality
• Direct communication (low context)
• Informal
• Individual / independence
• Private life / leisure time
• Authority: questioned / earned
• Stable
• Religious
• Guilt
• A culture of people
• Personal trust
• Relationship focused
• Face
• Hierarchy, status
• Indirect communication (high context)
• Formal
• Family / interdependence
• Work / wealth ethics
• Authority: accepted / given
• Changing
• Superstitious
• Shame

31. 32
Why talk about Culture…?
So, how do we
WORK
with Culture?

32. 33
One, and by no means the
only way(!), …
…is via ‘cultural dimensions’ that help is
to cluster similarities and differences.

33. 35
Independent Interdependent
Egalitarianism Status
Risk Restraint
Direct Indirect
Task based Relationship based
Short Term Orientation Long Term Orientation
GlobeSmart dimensions
Situational videos (business setting) available
on GlobeSmart website

34. 38
High-Level Overview:
A stereotypical baseline for us to reflect on
as we discuss how we see ourselves &
our cultures…

35. Key Dimensions of Culture:
Independent  Interdependent
• Take individual initiative
• Prefer quick decision-making
• Openly express opinions /
disagreement
• Speak openly about personal
achievements
• Group harmony & cooperation important
• Prefer group decision-making process
• Express disagreement or opinions
cautiously
• Have an appreciation for protocol
Independent Interdependent
What is the role of the
individual?
Are these traits / stereotypes we recognize?
In ourselves, in others?

36. Independent (Me) or Interdependent (We)?
“The squeaky wheel gets
the grease.”
“The nail that sticks up gets
hammered down.”

37. Egalitarianism Status
Key Dimensions of Culture:
Egalitarianism  Status
• Comfortable challenging the views
of superiors
• Equal to others in professional settings
(treat everyone much the same)
• Relatively flexible regarding roles
(rules / protocol less important)
• Prefer not to challenge those above
them
• Have a formal interaction style with
more junior staff (different rank)
• Adapt behavior depending on
relative status
What is the relation
toward hierarchy?
Are these traits / stereotypes we recognize?
In ourselves, in others?

38. Restraint
Key Dimensions of Culture:
Risk  Restraint
• Prefer rapid decision-making & quick
results
• Place great importance on flexibility
& initiative
• Value speed over thoroughness
• Spend time on research before
making change
• Establish proper processes and
procedures before starting a project
• Value thoroughness over speed
Risk
What is the comfort
level with risk taking?
Are these traits / stereotypes we recognize?
In ourselves, in others?

39. Viewpoints: Looking Outward
Risk looking at
Restraint:
Restraint
looking at Risk:
• Not action-oriented, innovative
or entrepreneurial
• Inability to make decisions /
Waiting for direction
• Avoiding accountability
• Not confident / Analysis
paralysis
• Cowboys / Arrogrant /
Immature
• Irresponsible / Decisions
without real responsibility
• Not considering all issues,
people, relationships
• Dangerous

40. Direct Indirect
Key Dimensions of Culture:
Direct  Indirect
• Concise, concrete, to the point
(quickly)
• Not afraid to “say it like it is”
• Prefer to confront difficulties openly /
difficulties not personal
• OK to give and receive “constructive”
feedback
• Spend time explaining context before
coming to the point
• Preserve harmony in group
• Attention to personal dignity /
Express disagreement in subtle ways
• Avoid giving feedback publicly
How is information
communicated?
Are these traits / stereotypes we recognize?
In ourselves, in others?

41. Task Relationship
• Move quickly to business topics in
meetings, etc. (task takes priority)
• View reaching goals & objectives on
schedule as highest priority
• Being efficient, managing time are
valuable traits
• Take time required to build trust
(relationship takes priority)
• View building relationships as key to
achieving results
• Trustworthiness, personal /
professional network valuable traits
Priority at work?
Key Dimensions of Culture:
Task Relationship
Are these traits / stereotypes we recognize?
In ourselves, in others?

42. ►Key features
►Global business knowledge (~65 countries)
►50 topics available to research within business practices,
culture, norms, language, etc.
►Skill building tool
►Case studies, assessment tests, ‘best-practice’ guidelines, etc.
►Personal cultural assessment profile
►Self awareness, comparison to other countries / employees
About
GlobeSmart

43. 47
Backup
slides

44. 48
Stereotypes
What are they? What is our personal experience with them?
How can they be harmful? How can they be helpful?
Why do we use them?

45. 49

46. 50
Culture…
…so with everything we’ve talked about so far
do we dare to define it…?
Yes, but there is no general agreement
on the ‘right’ definition.

47. 51
Classical: “Culture ... is that complex whole
which includes knowledge, belief, art, law, morals,
custom, and any other capabilities and habits
acquired by man as a member of society.” (Edward
Tylor, 1871)
1952 Academic survey : 164 definitions cited
ranging from ‘learned behavior’ to ‘ideas in the
mind’, ‘a logical construct’, ‘a statistical fiction’,
‘a psychic defense mechanism’ … ‘an abstraction
from behavior’. (Kroeber & Kluckhohn, 1952)
Hofstede, G (1984): “Culture is the collective programming of the mind
which distinguishes the members of one category of people from another.”
Schein, E (1992): “A pattern of shared basic assumptions that was
learned by a group as it solved its problems of external adaptation and internal
integration, that has worked well enough to be considered valid and, therefore,
to be taught to new members as the correct way you perceive, think,
and feel in relation to those problems.”

48. 52
Hall, E (1959): “Culture is communication
and communication is culture.”
Foucault, M (1971): “…un système d'exclusion (système historique,
modifiable, institutionnellement contraignant.” […a system of exclusion
(historical system, modifiable, institutionally binding)]
Geertz, C (1973): “…an historically transmitted
pattern of meanings embodied in symbols, a
system of inherited conceptions expressed in symbolic
forms by means of which men communicate,
perpetuate, and develop their knowledge about and
their attitudes toward life.”
Hall, E. (? paraphrase): “…culture is something obvious – like breathing.
An insider understands everything, but perceives nothing! A stranger perceives
everything, but understands nothing!

49. 53
Communication
(in all it’s forms…)
Source: Laurent, A. (1981, as adapted by Adler, 2002)
My model here

50. 54
Model here

51. 55
Communication
(in all it’s forms…)
High-Context Culture
• Meaning often already internalized
• Less stated explicitly in written or
spoken messages
• Understanding occurs based on
shared knowledge and assumptions
• Receiver may have to ‘piece together
meaning’
Low-Context Culture
• Meaning derived from content
• Meaning and information stated
explicitly
• Understanding occurs based on
information provided
• Receiver can ‘decode’ message based
on information received

52. 56
Communication
(High-context)
Mulan video here at 2m07s

53. 57
Organizational Behavior
Question
Is it important for a manager to
have at hand precise answers
to most questions subordinates
may raise about their work?
Source: Laurent, A. (1981, as adapted by Adler, 2002)

54. 58 Source: Young, Liu (unknown)
Contacts

55. Name of presentation59
Theory behind the GlobeSmart
Basis of GlobeSmart
Studies carried out by several researchers
Hofstede’s
Cultural
Dimensions
Schwartz
Value
Orientation
Leung & Bond
Social Axioms
Mc Crae’s 5
factor model
of Personality
Inglehart’s
Cultural
Dimensions

56. Name of presentation60
Hofstede’s Cultural Dimensions
• Power distance index (PDI)
ￚ High PDI – Great power & wealth inequalities in the society. This is accepted by the less powerful
members of the society
ￚ Low PDI - Equal distribution of wealth, power and opportunities for all
• Individualism Versus Collectivism
ￚ Individualism – Individual interests & rights are paramount
ￚ Collectivism – Interests of the community at large are paramount
• Masculinity Versus Feminity
ￚ Masculinity – Society values masculine traits like aggression & assertiveness
ￚ Feminity – Society values feminine traits like nurturing & caring
• Uncertainty avoidance index (UAI)
ￚ High UAI – Low on risk taking behavior
ￚ Low on UAI – High on risk taking behavior
• Long-term orientation Versus Short term Orientation
ￚ Long term orientation – value long term commitment, work hard today for better long term rewards
ￚ Short term orientation – Value the present, expectations of short term rewards for their work

57. Name of presentation61
Schwartz Value Orientation
• Embeddedness
ￚ Degree of emphasis on status quo, maintaining social order, respect for tradition, etc
• Hierarchy
ￚ Degree of emphasis on hierarchical allocation of social power, authority, humility or wealth
• Mastery
ￚ Degree of emphasis on getting ahead through self assertion or by changing & mastering the natural & social
environment
• Intellectual Autonomy
ￚ Degree of emphasis on protecting independent ideas & individual rights to pursue his/her own intellectual direction –
fostering curiosity, creativity & broadmindedness
• Affective Autonomy
ￚ Degree of emphasis on promoting & protecting people’s independent pursuit of positive experience – fostering pleasure
& an exciting or varied way of life
• Egalitarianism
ￚ Degree of emphasis on transcending selfish interests in the favor of voluntary promotion of the welfare of others
• Harmony
ￚ Degree of emphasis on fitting in with the environment

58. 62

59. 63

60. 64

61. 65

62. 66

63. 67

64. 68

65. Name of presentation69
Style Switching tactic
Adapt your style in order to bridge cultural gaps

66. 70
‘GAP’
Profile

67. 71
A good chunk
of this course
online…

68. 72

69. 73

70. 74

71. GlobeSmart Features
Invite colleagues or
select countries to
compare.
Select a combination of
profiles to view on the
chart. Each screen will
display up to 10 profiles.
Read advice on how to
bridge style gaps
between colleagues
and/or cultures.
GAP

72. 76

73. What – So What – Now What
What So What Now What
Cultural dimensions
impacting issue
Potential issues that
could arise
Strategies to minimize
the gap
What are the key
cultural differences that
may impact your
interactions?
What is the potential
impact of these
differences to you /
your job?
What strategies could
you apply to minimize
the cultural gap and
achieve better results?
A tool to help you identify the underlying
cultural issues, the impact and what to do next

74. General Advice for Working Globally
Develop
a Range of
Approaches
Identify ways to “style
switch” or use a “Third
Culture” Way
Constantly
Seek Advice and Enhance
Knowledge
Talk to a “cultural bridge”, read,
use GlobeSmart
Be Aware
of Your Iceberg
Be aware that you may be
making judgments that
work in your culture;
Consider alternative
interpretations

75. 79 Source: Grundling, E. (2005:30)

76. 80 Source: Grundling, E. (2005:34)

77. 81
Adapting your style to bridge
cultural gaps

78. 82
Creating more value out of cultural differences
(and diversity in general…)
►Explore differences and disagreements
►Acknowledge the other
►Stay there…(in the encounter, the relationship, the openness…)
► Encourage the other one to stay as well!