The Culture Map
Have you ever worked in international distributed teams? Or collaborated with teams from other countries? Then you probably noticed that it can be quite challenging.
I didn't think much about that before reading The Culture Map by Erin Meyer. I saw some difficulties in my international teams and put a lot of effort into making it work. But after reading the book, I realized that some of my efforts were just fighting windmills.
So what is this book about?
It's about how cultural patterns impact our behavior and why sometimes it's so difficult to understand each other, even when we use the same language (like English for business). The language is the same, but the meanings can be very different.
The author defines 8 scales to measure the difference:
1. Communicating: low context vs high context. Low-context means to be explicit and clear; where high-context means to be implicit, expect to read between the lines.
2. Evaluating: direct negative feedback vs indirect negative feedback.
3. Persuading: principles first (theory before examples) vs application first (examples before theory).
4. Leading: egalitarian (small distance between boss and employee) vs hierarchical (strong vertical and status).
5. Deciding: consensual (based on group decision) vs top-down
6. Trusting: task-based (trust through work result and competence) vs relationship based.
7. Disagreeing: confrontational (open disagreement) vs avoid confrontations (indirect disagreement)
8. Scheduling: linear time (plans and strong deadlines) vs flexible time (no strict plans in changing circumstances).
A good example is the US and Japan. The US is a low-context culture, where things are usually described and explained explicitly. Japan is a high-context culture, where you are expected to read between the lines. This difference can easily lead to frustration and misunderstanding.
The general rule is to compare cultures relatively. What matters is not whether a culture is “direct” or “hierarchical,” but whether it is more or less so than the culture you are comparing it with.
But what to do with all of that? First, this knowledge can help you better prepare for negotiations. Second, the author recommends that leaders be more flexible: understand what leadership style their team expects and adapt to it, taking cultural differences into account.
I really liked the book. It’s clear and practical, with good examples and useful recommendations. I started to understand many things better. I’d highly recommend it to anyone who works in an international company or with international partners.
#booknook #softskills #leadership
Have you ever worked in international distributed teams? Or collaborated with teams from other countries? Then you probably noticed that it can be quite challenging.
I didn't think much about that before reading The Culture Map by Erin Meyer. I saw some difficulties in my international teams and put a lot of effort into making it work. But after reading the book, I realized that some of my efforts were just fighting windmills.
So what is this book about?
It's about how cultural patterns impact our behavior and why sometimes it's so difficult to understand each other, even when we use the same language (like English for business). The language is the same, but the meanings can be very different.
The author defines 8 scales to measure the difference:
1. Communicating: low context vs high context. Low-context means to be explicit and clear; where high-context means to be implicit, expect to read between the lines.
2. Evaluating: direct negative feedback vs indirect negative feedback.
3. Persuading: principles first (theory before examples) vs application first (examples before theory).
4. Leading: egalitarian (small distance between boss and employee) vs hierarchical (strong vertical and status).
5. Deciding: consensual (based on group decision) vs top-down
6. Trusting: task-based (trust through work result and competence) vs relationship based.
7. Disagreeing: confrontational (open disagreement) vs avoid confrontations (indirect disagreement)
8. Scheduling: linear time (plans and strong deadlines) vs flexible time (no strict plans in changing circumstances).
A good example is the US and Japan. The US is a low-context culture, where things are usually described and explained explicitly. Japan is a high-context culture, where you are expected to read between the lines. This difference can easily lead to frustration and misunderstanding.
The general rule is to compare cultures relatively. What matters is not whether a culture is “direct” or “hierarchical,” but whether it is more or less so than the culture you are comparing it with.
But what to do with all of that? First, this knowledge can help you better prepare for negotiations. Second, the author recommends that leaders be more flexible: understand what leadership style their team expects and adapt to it, taking cultural differences into account.
I really liked the book. It’s clear and practical, with good examples and useful recommendations. I started to understand many things better. I’d highly recommend it to anyone who works in an international company or with international partners.
#booknook #softskills #leadership