The Culture Map

The Culture Map. Decoding How People Think, Lead, and Get Things Done Across Cultures, focuses more on the effects cultural differences could and can have, in the business culture/work environment. When you work with people from other cultures, you should not make assumptions about individual traits based on where a person comes from. But this does not mean learning about cultural contexts is unnecessary. Cultural patterns of behaviour and belief frequently impact our perceptions (what we see), cognitions (what we think) and actions (what we do).

Main Idea: Cultural differences can impact our effectiveness in working with others without us even knowing it. Understanding how cultures differ on the cultural map can improve our multicultural effectiveness.

In her Book there, is an “eight-dimensions model” (the Map) which can help managers/ leaders/ workers of culturally diverse teams improve their effectiveness by offering them a platform to analyse the positioning of one culture relative to another and, thus correctly decode the meaning of some actions and gestures.

The 8 Dimensions

Each of the eight dimensions is described as a continuum between the two ends which are diametric opposite or at least competing positions as follows:

• Communicating – Are they low-context (simple, verbose and clear), or high-context (rich deep meaning in interactions)?
• Evaluating – When giving Negative feedback does one give it directly, or prefer being indirect and discreet?
• Persuading – Do they like to hear specific cases and examples (application first), or prefer holistic detailed explanations (principles first)?
• Leading – Are people in groups egalitarian, or do they prefer hierarchy?
• Deciding – Are decisions made in consensus, or made hierarchal?
• Trusting – Do people base trust on how well they know each other (relationship based), or how well they do work together (task based)?
• Disagreeing – Are disagreements tackled directly (confrontational), or do people prefer to avoid confrontations?
• Scheduling – Do they perceive time as absolute linear points, or consider it a flexible range?

1.Communicating

When we say that someone is a good communicator, what do we actually mean? The responses differ wildly from society to society. Cultures are compared along the Communication scale by measuring the degree to which they are high- or low-context, a metric developed by the American anthropologist Edward Hall.

Low-Context: Good communication is precise, simple and clear. Messages are expressed and understood at face value. Repetition is appreciated if it helps clarify the communication.

High-Context: Good communication is sophisticated, nuanced, and layered. Messages are both spoken and read between the lines. Messages are often implied but not plainly expressed

2.Evaluating

All cultures believe that criticism should be given constructively, but the definition of "constructive" varies greatly. This scale measures a preference for Direct versus Indirect negative feedback. 

Direct Negative Feedback: Negative feedback to a colleague is provided frankly, bluntly, honestly. Negative messages stand alone, not softened by positive ones. Absolute descriptors are often used (totally inappropriate, completely unprofessional) when criticizing. Criticism may be given to an individual in front of a group.

Indirect Negative Feedback: Negative feedback to a colleague is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Qualifying descriptors are often used (sort of inappropriate, slightly unprofessional) when criticizing. Criticism is given only in private.

3.Persuading

The ways in which you persuade others and the kinds of arguments you find convincing are deeply rooted in your culture's philosophical, religious and educational assumptions and attitudes. The traditional way to compare countries along this scale is to assess how they balance holistic and specific thought patterns. Principles first or Applications first?

Principles First: Individuals have been trained to first develop the theory or complex concept before presenting a fact, statement or opinion. The preference is to begin a message or report by building up a theoretical argument before moving on to a conclusion. The conceptual principles underlying each situation are valued.

Applications First: Individuals are trained to begin with a fact, statement, or opinion and later add concepts to backup or explain the conclusion as necessary. The preference is to begin a message or report with an executive summary or bullet points. Discussions are approached in a practical, concrete manner. Theoretical or philosophical discussions are avoided in a business environment. 

4.Leading

This scale measures the degree of respect and deference shown to authority figures, placing countries on a spectrum from Egalitarian to Hierarchical. The Leading scale is based partly on the concept of power distance, first researched by Geert Hofstede.

Egalitarian: The ideal distance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organizational structures are flat. Communication often skips hierarchical lines.

Hierarchical: The ideal distance between a boss and subordinate is high. The best boss is a strong director who leads from the front. Status is important. Organizational structures are multi-layered and fixed. Communication follows set hierarchical lines.

5.Deciding

This scale measures the degree to which a culture is consensus-minded.

Consensual: Decisions are made in groups through unanimous agreement.

Top-Down: Decisions are made by individuals (usually the boss).

6.Trusting

Cognitive trust (from the head) can be contrasted with affective trust (from the heart). In task-based cultures, trust is built cognitively through work.  In a relationship-based society, trust is a result of weaving a strong affective connection. 

Task-Based: Trust is built through business-related activities. Work relationships are built and dropped easily, based on the practicality of the situation. You do good work consistently, you are reliable. I enjoy working with you, I trust you.

Relationship-Based: Trust is built through sharing meals, evening drinks, and visits at the coffee machine. Work relationships build up slowly over the long term. I’ve seen who you are at a deep level, I’ve shared personal time with you, I know other well who trust you, I trust you.

7.Disagreeing

Everyone believes that a little open disagreement is healthy, right? But different cultures have very different ideas about how productive confrontation is for a team or an organisation. This scale measures tolerance for open disagreement and inclination to see it as either helpful or harmful to relationships.

Confrontational: Disagreement and debate are positive for the team or organization.  Open confrontation is appropriate and will not negatively impact the relationship.

Avoids Confrontation: Disagreement and debate are negative for the team or organization. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship.

8.Scheduling

All businesses follow agendas and timetables, but in some cultures, people strictly adhere to the schedule, whereas in others, they treat it as a suggestion. This scale assesses how much value is placed on operating in a structured, linear fashion versus being flexible and reactive. It is based on the "monochronic" and "polychronic" distinction formalised by Edward Hall.

Linear Time: Project steps are approached in a sequential fashion, completing one task before beginning the next. One thing at a time. No interruptions. The focus in on the deadline and sticking to the schedule. Emphasis is on promptness and good organization over flexibility.

Flexible-Time: Project steps are approached in a fluid manner, changing tasks as opportunities arise. Many things are dealt with at once and interruptions accepted. The focus is on adaptability, and flexibility is valued over organization.