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Presentation for workshop: Culture.
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Confederation ofDanish Industry
DI – Dansk Industri 2014
Culture
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Imagine this:
• You are in a business meeting in an Asian country with your future business partners. You are having lunch and are about to seal your future partnership with an Asiancompany. You would like to celebrate this by proposing a toast and you raise your glassto the air and say: “A toast for the future partnership!”
• Suddenly the room becomes all silent and everybody just looks down and some peopleleave the room immediately and you start wondering – what did I do wrong?
• A kind colleague whispers in your ear: ”In this country you don’t do that – you have insulted them”. The eldest person in the room is the one toasting and his glass shouldbe the one above the others.
Case 1
Confederation of Danish Industry
2014DI – Dansk Industri
Why invest time and resources in working with
cross cultural relations?
Confederation of Danish Industry
2014DI – Dansk Industri
Confederation of Danish Industry
2014DI – Dansk Industri
Content• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Case 2: Car accidentHow would you react?
Confederation of Danish Industry
2014DI – Dansk Industri
What Right has your friend?
A. My friend has a definite right as a friend to expect me to testify to
the lower figure.
B. He has some right as a friend to expect me to testify to the lower
figure.
C. He has no right as a friend to expect me to testify to the lower
figure.
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
When we meet others
Not ok box
OK box
Confederation of Danish Industry
2014DI – Dansk Industri
Interoperationality is a question of attitude!
Confederation of Danish Industry
2014DI – Dansk Industri
What is culture?
A definition of culture:
• The beliefs, customs, arts, habits, language, etc. of a particular
society, group, place or time
• A way of thinking, behaving, or working that exists in a place or
organization
(Source: Merriam-Webster 2013)
Confederation of Danish Industry
2014DI – Dansk Industri
What is culture?
Confederation of Danish Industry
2014DI – Dansk Industri
Language
Food
Architecture
Music
Clothing
LiteratureClimate
Noise
Pace of life
Public emotion
Work ethics
Physicalcontact
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
A perspective of understandingculture
Confederation of Danish Industry
2014DI – Dansk Industri
ExplicitCulture
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
A perspective of understandingculture
Confederation of Danish Industry
2014DI – Dansk Industri
Implicit Culture
ExplicitCulture
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
A perspective of understandingculture
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Case 3:Copyright or the Right to Copy?
Confederation of Danish Industry
2014DI – Dansk Industri
Copyright © or the Right to Copy?
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Rules Relations
National Culture – Rules
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Confederation of Danish Industry
2014DI – Dansk Industri
Rules Relations
CHI
GER
IND
MEX
S.A.POL
SPA
H.K. JAPFIN
SIN
SWE
NOR CZE S.Korea.
BRA FRA
MALU.S.
ITADEN
U.K.
SAU
RUS
• Consistency• Systems, standards and
rules• Uniform procedures• Demand clarity
• Relationships• Flexibility• Pragmatic• Make exceptions• “It depends”• At ease with ambiguity
National Culture – Rules
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Culture Basics
Confederation of Danish Industry
2014DI – Dansk Industri
The Cross-Cultural 3R
RecognizeRespect
Reconcile
Confederation of Danish Industry
2014DI – Dansk Industri
The Cross-Cultural 3R
3R• Be aware of own cultural assumptions and values• Work actively to uncover your counterparts' key values• Meta-communicate about differences to establish
common ground
• Accept your own cultural standpoint• Accept your counterparts’ standpoint• Don’t assume that what you meant was understood• Don’t assume that what you heard was what was meant
• Listen actively and test for understanding• Uncover propositions• Ask for background to understand• Work with positives and negatives• Reconcile for progress
Recognize
Respect
Reconcile
Confederation of Danish Industry
2014DI – Dansk Industri
Looking at the case again with the ”3R”
principle in mind – what should have been
done?
Confederation of Danish Industry
2014DI – Dansk Industri
Clashing ValuesUniversalCopyright(Rules)
Particular relationship with organization
Split the difference And irritate both
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
(5,5)
Confederation of Danish Industry
2014DI – Dansk Industri
Clashing values
(10,10)
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Finding a joint publisher
30
UniversalCopyright(Rules)
Particular relationship with organization
Confederation of Danish Industry
2014DI – Dansk Industri
What’s a Dane like? How do others perceive us?
Or?
Confederation of Danish Industry
2014DI – Dansk Industri
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Results
Titles
Danish cross-company communication
What is good about it:Communication between experts and decision-makers possibleFaster decision makingTime saving (GM’s does not have to meet with GM’s over trivial matters)
What is bad about it:Decision-makers not always briefed on decisionsCompetences and education different (can hardencommunication if e.g. an engineer talks to a marketing person)
Brazilian cross-company communication
What is good about it:Communication from specialist to specialistThe decision level is clear from both sidesThe relevant departments and managers have fullknowledge on decisions
What is bad about it:Decisions are not made when managers cannot meetIf you are a lower level employee/manager you cannot closea deal with a higher level decision-maker in anothercompanyDecisions are not made by the specialists
Confederation of Danish Industry
2014DI – Dansk Industri
(10,10)
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
33
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when working acrossculture
Confederation of Danish Industry
2014DI – Dansk Industri
Case 4: The Malaysian CaseJoanne Smith was investigating a serious error made by a Malaysian worker at the Malaysian subsidiary of a US multinational. As a result, a component had been inserted upside down and the entire batch had been pulled out of production to be reworked. The cost of this was high. The US company had a management culture, and the rules veryprecisely stated that the person responsible should be interviewed in order to have the error corrected.
The subsidiary had an elderly Japanese as the Plant Director and a young 2IC from the US. Joanne called the young 2IC –whom she knew from the US – and asked him to address the problem, but nothing happened. So after a while she decidedto go to Malaysia herself.
Joanne met the Plant Director and the 2IC in order to cope with the problem. She started the conversation by asking the 2IC why nothing had been done so far. The answer was “I don’t know”.
Then Joanne, clearly frustrated, asked in a very loud voice the Japanese Plant Director which employee had made the error. Had she been identified? What action was being taken against her? She was amazed when the Director in a veryunfriendly tone claimed not to know. ”The whole work group has accepted responsibility” he told her. ”As to the specificwoman responsible, they have not told me, nor did I ask. Even the floor supervisor does not know and if he did, he wouldnot tell me either.”
”But if everyone is responsible, then in effect no one is”, Joanne argued. They are simply protecting each other’s bad work. ”This is not how we see it”. The plant manager was polite but firm. ”I understand the woman concerned was so upset, shewent home. She tried to resign. Two of her co-workers had to coax her back again. The group knows she was responsibleand she is ashamed. The group also knows that she was new and that they did not help her enough or look out for her or see that she was properly trained. This is why the whole group has apologized. I have their letter here. They are willing to apologize to you publicly.”
”No, no. I don’t want that”, said Joanne. ”I just want to prevent it from happening again.”
She wondered what she should do.
Questions
Should Joanne insist on knowing who the responsible individual was?
Should the responsible person be additionally punished?
What should she have done? What cultural issues are at stake here?
Confederation of Danish Industry
2014DI – Dansk Industri
I We
CHI
GER INDMEX
S.A.
POLSPA H.K.
JAPFIN
SINSWE
NOR
CZE S.K.BRA
FRA
MALU.S. ITA
DEN
U.K.
SAU
RUS
• “I”• Decide on the spot• Achieve alone• Assume personal
responsibility
• “We”• Refer back to organization• Achieve in groups• Joint responsibility
National Culture – Individualism
Reworked from: F. Trompenaars, D. Eaton, R. Gesteland
Confederation of Danish Industry
2014DI – Dansk Industri
Content
• Case 1
• Case 2
• What is culture?
• Case 3
• Rules versus relations
• Basic principles for working with culturaldifferences
• Case 4
• Pieces of good advice when workingacross culture
Confederation of Danish Industry
2014DI – Dansk Industri
No one can be said to be a typical member of a given culture
No culture exists in an original, pristine form
Focus on one cultural difference leads easily to stereotypes and an "us"-"them" mindset
The cultural dynamics are the same for professional, organizational, national, and personal differences
Do not exaggerate the importance of nationality. Focus on that only onedifference exaggerate the importance of this difference. It is not culturaldifferences as such that are interesting, but the meaning we attach to them! Individuals' multiple identities given to them by education, age, occupation, gender, etc.
Differences should be seen as a resource and not just as a problem
All cultures are dynamic
Cultural understanding