Cultural Awareness - Working Globally - be Culture Smart
Industri Farmaceut Foreningen Marts 2012
Copyright - Urup Consult v/Susanne Urup Johansen, Rudersdalsvej 110, 2840 Holte – 2620 4265
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My Training
Geert Hofstede Cultures and Organizations
Richard Lewis When Cultures Collide
Richard Gesteland Cross Cultural Business Behavior
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Culture
Culture is the collective programming of the mind, which distinguishes the members of one category of people from another Dr. Geert Hofstede
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Culture as an iceberg Architecture Language
Visible
Food
Clothing
Behavior
Beliefs Customs Assumptions Values
Invisible
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Cultural Layers LAYERS OF CULTURE
EXAMPLES
1.National
German punctuality, Chinese appreciation of harmony “Harmonious society”
2. Regional
New York – fast pace
3. Religious
Active/passive religion – Buddhism, Hinduism, Islam, Christianity, Confucianism
4. Ethnic
Attitude to race and color
5. Gender
Different attitude to women
6. Generational
Work ethic – language skills
7. Social Class
Power distance
8. Corporate
Hierarchy or consensus
9. Individual
Is the individual “typical” for the nation or a “deviant”
10.Education/Occupation
French emphasis on oratorical skills
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Power Distance (74 countries and regions) 1-2
Malaysia, Slovakia
104
3-4
Guatemala, Panama
95
5-6
Philippines, Russia
94,93
7-9
Romania, Serbia, Suriname
90,86,85
10-11
Mexico, Venezuela
81
12-14
Arab Countries, Bangladesh, China
80
15-16
Indonesia, Ecuador
78
17-18
India, West Africa
77
19
Singapore
74
20-22
Croatia, Slovenia, Bulgaria
73,71,70
23-25
Morocco, Switzerland French, Vietnam
70
26
Brazil
69
27-29
France, Hong Kong, Poland
68
30-31
Belgium Walloon, Columbia
67
32-33
Turkey, Salvador
67
34-36
East Africa, Peru, Thailand
64
37-38
Chile, Portugal
63
39-40
Belgium Flemish, Uruguay
61
41-42
Greece, South Korea
60
43-44
Iran, Taiwan
58
45-46
Spain, Czech Republic
57
47-48
Malta, Pakistan
56,55
49-50
Japan, Canada Quebec
54
51
Italy
50
52-53
Argentina, South Africa
49
54-56
Trinidad, Hungary, Jamaica
47,46,45
57-58
Estonia, Luxembourg,
40
59-60
US, Canada total
40-39
61
The Netherlands
38
62
Australia
36
63
Costa Rica
35
64-65
Great Britain, Germany
35
66-68
Sweden, Norway, Finland
31-33
69
Ireland
28
70
Switzerland German
26
71
New Zealand
22
72
Denmark
18
73
Israel
13
74
Austria
11
7
Power Distance - Denmark
First among equals: ”We are all chiefs”
Crown Prince Frederik – taking his kids to the public kindergarten in a carrier bicycle
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Individualism Index
(74 countries and regions) 1-2
US, Australia
91,90
41
Turkey
37
3
Great Britain
89
42
Uruguay
36
4-6
Canada total, The Netherlands, Hungary
80
43-44
Greece, Croatia
35. 33
7
New Zealand
79
45
The Philippines
32
8-9
Belgium Flemish, Italy
78-76
46-48
Mexico, Bulgaria, Romania
30
10
Denmark
74
49-51
East Africa, Slovenia, Portugal
27
11-12
Canada Quebec, Belgium Walloon
73,72
52
Malaysia
26
13-14
Sweden, France
71
53-54
Hong Kong, Serbia
25
15
Ireland
70
55-58
Chile, China, Bangladesh, Thail.
23,20
16-17
Norway, Switzerland German
69
57-61
West Africa, Singapore, Vietnam
20
18
Germany
67
62
Salvador
19
19-20
South Africa, Switzerland French
65,64
63
South Korea
18
21
Finland
63
64
Taiwan
17
22-24
Estonia, Luxembourg, Poland
60
65-66
Peru, Trinidad
14
25-26
Malta, Czech Republic
59,58
67
Costa Rica
15
27-30
Austria, Israel, Slovakia, Spain
55-51
68-69
Pakistan, Indonesia
14
31-32
India, Suriname
48,47
70-71
Colombia, Venezuela
12/13
33-35
Japan, Argentina, Morocco
46
72
Panama
11
36-38
Iran, Jamaica, Russia
41,39
73
Ecuador
8
39-40
Brazil, Arab countries
38
74
Guatemala
6
9
Individualism – group orientation
Most people live in small nuclear families, are single parents or single
Many women plan to have their child when their mothers retire – And when they retire themselves, they will take care of their grandchildren
India Most people live in big, extended families with parents, grand parents etc.
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Masculinity Index
(74 countries and regions) 1-2
Slovakia, Japan
110,95
39-40
Israel, Malta
47
3-4
Hungary, Austria
88,79
41-42
Indonesia, West Africa
46
5
Venezuela
73
43-45
Turkey, Taiwan, Canada Quebec
45
6-7
Switzerland German, Italy
72,70
46
Panama
44
8
Mexico
69
47-50
Iran, France, Serbia, Belgium Flemish
43
9-10
Ireland, Jamaica
68
51-53
Spain, Peru, Romania
42
11-13
China, Great Britain, Germany
66
54
East Africa
41
14-16
Philippines, Colombia, Poland
64
55-58
Salvador, Bulgaria, Croatia, Vietnam
40
17-18
South Africa, Ecuador
63
59-60
South Korea, Uruguay
39, 38
19-20
US, Australia
62-61
61-62
Guatemala, Suriname
37
21
Belgium Walloon
60
63
Russia
36
22-24
New Zealand, Switzerland French, Trinidad
58
64-65
Thailand, Portugal
34,31
66-67
Estonia, Chile
30,28
25-27
Greece, Hong Kong, Czech Rep.
57
68
Finland
26
28-29
Argentina, India
56
69-70
Costa Rica, Slovenia
21,19
30-32
Bangladesh, Arab countries, Morocco
54,53
71
Denmark
16
33
Canada Total
52
72
The Netherlands
14
34-36
Malaysia, Pakistan, Luxembourg
50
73
Norway
8
37
Brazil
49
74
Sweden
5
38
Singapore
48
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Masculinity Index– Danish style
Equality between man and woman: Paternity leave: Danish men – even managers – take paid paternity leave up to 6 months
Denmark’s former prime minister cancelled an important government meeting to take care of his daughter, who was ill, since his wife also holds an important position
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Verbal Communication Soft
Loud Voice Seldom
Frequent
Frequent
Seldom
Use of Silence
Conversation overlap
Expressive
Southern Europe Eastern Europe Mediterranean Latin America
Restrained
USA
East Asia
Australia
Northern Europe
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Verbal Communication Indirect
Direct
Take care how something is said
More direct and to the point
Avoid discussing difficulties
Openly confront difficulties
Personal dignity/face issues
Constructive feedback
China/India East Asia
USA Australia UK
Northern Europe
Asia
Northern Europe
Indirect, polite language
Direct language
Harmony is more important than clarity of meaning
Honesty and clarity of meaning is more important than harmony
Cultural background:
Cultural background:
Confucianism, Buddhism, Hinduism – Virtuous behavior and face
Christianity: The 10 commandments
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So when does a ”yes” in Asia really mean ”yes”
Experts list these four ways: 1.When a spoken “yes” is said with emphasis. A weak or muttered “yes” almost always means no 2.When the word is accompanied with specific details. A one- or two-word affirmative reply very often means no 3.When it is confirmed in a detailed follow-up email, fax or letter. This kind of written “yes” equates to an emphatic spoken yes 4.Most importantly, when you have a personal, face-to-face relationship with the person who replied “yes”. Especially if this “yes” is said with emphasis, is accompanied with details, or is confirmed in a detailed written reply
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Be concise – Make your point quickly
To the point Discussion needs to be focused on the key points Conclusion first, then approve it
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Humor Humor – Universal rule: Humor at another person’s expense is never appropriate
Avoid jokes involving religion, race, ethnicity, politics, gender differences, sex and handicaps – If you are in doubt, don’t make the joke!
What to do? – Ask your colleague to tell a typical joke from his/her country
Grin, laugh – In some cultures when something is embarrassing! – In some cultures only when something is funny!
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How is Danish communication perceived? Danish humor/irony/sarcasm – few Danes know that the Danish kind of humor and sarcasm is perceived as very rude
Or are we?
While the Danes pride themselves of being very open and frank, many are not comfortable when they are at the receiving end
The Danish humor edges sarcasm and ridicule which equals “disrespect for the individual” in Indian culture
Indians working with Danes
The Danes are not being rude when they irritate you they are just being themselves An American working with Danes
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Humor
Ok to make jokes about minorities?
Both the Danes and the Indians enjoy having a good laugh. An Indian working with Danes
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Distance Behavior
Close
The Arab World
20-35 cm
The Mediterranean Region Latin Europe Latin America
Distant
Most Asians
40-60 cm
Northern, Central and Eastern Europeans North Americans
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Body Language – signs & gestures Touch behaviour
Handshake – Soft, medium, firm?
Eye contact – Direct, indirect, look down?
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Body Language – signs & gestures Good, ok, we did it – Positive sign – US and other countries Sexual or insulting sign – South America, Eastern Europe, Russia Zero, worthless – France Sign of money – Japan Palm inwards – Negative (Italy, UK, Australia) Palm outwards – Positive
Good, ok – most countries – US, UK, Denmark, China Same as the middle finger – Australia, Latin America, West Africa, Greece, Russia, Sardinia, Italy, Middle East
Beckoning/pointing – finger: US, DK come here, Eastern Europe, Malaysia: Beckoning an animal, Indonesia, Australia: beckoning “ladies of the night”
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Body Language – signs - numbers 1 – Germany 5 – Japan
3 – Germany, Denmark – thumb, ring and middle finger 3 – England, China – 3 middle fingers
6 – China (not entirely the same, but almost) Your wife is cheating on you – Southern Europe, South America Texas Longhorns football team – rallying gesture
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Use of time Less important
More important Punctuality
Schedules
Rigid
Flexible
Firm
Fluid
Agendas Seldom
Frequent
Interruptions Northern America
China/Hong Kong
South Asia
Northern Europe
Korea
Latin America
Japan
Taiwan
Arab World
Australia Eastern & Southern Europe
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Deal focused Relationship focused As in the rest of Asia, developing a relationship is a critical aspect of the overall negotiating process. Deal making is easier once you have established a personal relationship with your counterpart. Socializing over drinks and dinner is a good way to build a relationship
Deal Focused More Direct Deal First Less Frequent Accept The Contract Direct Denmark, Sweden, UK, US, Australia, New Zealand
Relationship Focused Openness to Dealing with Strangers How to Make Initial Contact Business Approach Frequent Face to Face Contact Confrontation During Negotiation Key to Resolving Disagreement Communication Style
Less Indirect Rapport First More Frequent Avoid Indirect The Relationship South Asia South/Latin America Southern/Eastern Europe Arab countries
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Leadership Styles
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Classical Western management archetypes The authoritarian management A manager who determines the subordinates’ targets and working methods. The manager will not take advice from the employees, and they are not invited to share ideas and contributions. The manager will give detailed orders and instructions. Motivation is created by structured rewards
The involving management A manager who involves the employees in planning, establishing of targets, coordination and supervision of the tasks they perform Motivation is created by giving responsibility and independence in the daily work (and by rewards)
Situational management A manager who acts according to the situation and the employees he is managing at that time. So – He can be an authoritarian manager or an involving manager
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Leadership Styles USA/UK
USA/UK
Sweden/Denmark/Australia
First among equals/ one of the mates
India
Asia
France
Trade Group
Family
Sons/nephews
Consensus with leadership group
Autocratic
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Leadership Styles Non-Danish boss The foreign boss will tell the Dane what to do and how to do it – and expect obedience. Will fell Dane lacks respect – a bit of a barbarian.
Danish subordinate The Dane will do things his own way anyway – won’t listen to the boss. Dane won’t understand why boss tells him what to do – will think it’s because he’s not good enough.
Danish boss Danish boss will complain about the employee – can’t perform on his own, keeps coming to me, expecting me to tell him how to do his job – if it’s got to be that way, I don’t need him – might as well do it myself.
Non-Danish subordinate Foreign subordinate will complain about lack of direction – find it difficult to respect Danish boss: too weak, won’t help me learn, can’t make decisions, etc.
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Management styles The manager will visit the production workers and talk directly to the employees . It’s unfamiliar to us
In a Chinese company, if you criticize your boss, maybe you get fired or he will punish you in some way
You have to be modest and respect your boss, and you should not really say no to the superior
When my boss sits next to me in the canteen I do not know how to behave. A Chinese boss would never do that
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Nordic values in a global business context
Equality
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Mediocrity
Trust
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Naivety
Low power distance
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Weakness
Inclusion
~
Indecisiveness
Flexibility
~
Lack of principle
Respect for environment
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Environmental craze
Aesthetics
~
No result focus
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Decision making processes Slow decisionmaking process – often by involving employees
Involvement of employees Time to involve/explain
Quick decisionmaking process – often by the manager alone
Decision made
Action
Decision made
Action
Involvement of employees Time to involve/explain
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Audience Expectations
– During Presentations
USA
China
India
Humor
Know-how
Humility
Joking
Humble tone
Flowery speech
Modernity
Reserve and patience
Respect
Gimmicks
Investment from you
Know-how
Slogans
Long term view
Trust
Catch phrases
Licensing
Flexibility
Hard sell
Help and advice
Tolerance for ambiguity
Equality of treatment
Sympathy
Older speakers
Patience
Respect for their elders
Rock bottom prices
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Audience Expectations
– During Presentations
Brazil
UK
Denmark
Extreme friendliness
Humor
Best design
Compassion
A story
Quality
Mention Brazil
“Nice” product
Delivery date
Cheerfulness
Reasonable price
Modernity
Mention football
Quality
Quiet, rational presentation
Informality
Traditional rather than modern
Humor
Optimism Relationship before product Theatricality
Technical No bombast
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Audience Expectations
– During Presentations
Sweden
Germany (German Switzerland)
France
Modernity
Solidity of company
Formality
Quality
Solidity of product
Innovative product
Design
Technical info
”Sexy” appeal
Technical info
Context
Imagination
Delivery dates
Beginning – middle – ending
Logical presentation
Lots of point No jokes Good price Quality Delivery date
Reference to France Style, appearance Personal touch May interrupt
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Conclusions– How to Manage Build a shared culture: Build a hybrid East/West culture (Richard Gesteland) Make a fusion culture (Bjørn Nygaard) Make a 3rd culture (Chinese and Indian colleagues) + new elements
Until this is in place: Respect the local, hierarchical way of working Get firm commitments
Western culture
Strenghts in the two cultures
Indian culture
Establish realistic milestones/deadlines Then follow up constantly – in person as often as possible Be prepared to micro-manage - in the early stages of your cooperation
Close management attention fits the expectations and assumptions of many of your foreign counterparts
Micro-management does not come naturally to the Western managers - An American manager said: “The right people do not need to be managed. They don’t think they have a job, they have responsibilities.”
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Conclusions – How to communicate How to make sure you are understood Use simple language
Be careful how you put your questions (be polite)
Rephrase your questions or ask counterpart to rephrase
When giving instructions/presentations: Send presentations beforehand (or ask for presentations) Repeat the key points
Arrange group discussions with following Q & A session Inform about this before presentation starts
Inform that if anybody has questions after the meeting they can contact you
If possible – have teambuilding beforehand – build relationship
Tel. conferences – don’t put the blame on your counterpart
Choice of media:
Personal communication - face to face – preferred
Use live meetings/communicator or the telephone (follow up with email)
Be aware of “head-waggling” http://www.youtube.com/watch?v=w1AAsiWVGHQ
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Conclusions – Surviving Asian Time Behavior - I Frustrated with tardiness and delivery delays?
Follow up regularly on the task/project
Assign specific individuals to handle specific issues such as quality defects and missed deadlines
All plans and milestones/deadlines must be clearly communicated
Work towards creating a shared time culture: one which recognizes the Western need for on-time deliveries and at the same time makes due allowances for Asian conditions (infrastructure and powercuts)
Build in an appropriate margin of time
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Conclusions – Surviving Asian Time Behavior - II Late-starting and interrupted meetings?
Relax, be patient
If it happens in e.g. India, you’ll have to adapt your expectations to local conditions
If it happens in Denmark, try explaining the Danish rules
Irritated by Asian counterparts answering their phones and texting during meetings?
If this happens in Denmark, try explaining that local custom calls for shutting off or muting mobile phones during meetings
If it happens in e.g. India, until you have succeeded in building a shared time culture with your partner you’ll just have to relax and get used to it
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Conclusions – How Criticize/Correct How to give feedback/criticize/correct without causing loss of face Praise your employee or colleague – other nationalities respond well to praise – then criticize A Danish manager’s approach is: “Don’t expect applause. If you don’t get criticism it means you did a good job.” - This approach doesn’t work well in other cultures Wait until you have a face-to-face meeting with the person If not possible - Use the telephone or video conference then confirm in a carefully worded email
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Thank you for your time!!
Questions/comments?
