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An Executive Summary Of The Culture Map
By Erin Meyer
WHO IS ERIN MEYER
The Culture Map is a book written by Erin Meyer, an author, speaker, and culture expert, who shares her great experience of leading cross-cultural business meetings, workshops and company mergers. Erin Meyer is a professor at INSEAD Business School and she helps companies to develop organizational cultures that breed both flexibility and innovation and applies strategies to improve the effectiveness of international projects. As she claims, living and working in Africa, Europe, and the United States prompted Meyer’s study of the communication patterns and business systems in different parts of the world.
INTRODUCTION
Based on the author’s own experiences, the book decodes how people think, lead and get things done across cultures in the world. This provides a handful of real-life situations as examples on how to and how not to approach people when visiting another country, hosting workshops for an international team consisting of different nationalities, and how to communicate to one’s boss of a different origin.
Moreover, the book also points out that in today’s global business environment, it is not enough to just talk to each other but also to listen to one another, read between the lines and know each other’s backgrounds. What is equally important is for both managers and team members to be acquainted with the fact that there may be obstacles when cooperating in an international team, and it is always a good idea to talk to the team and define it for the future.
To make it easier the book includes a conceptual model The 8 Scale Model of Cultures, which consists of 8 scales of the ways people think, approach life and treat people from different countries. The model serves ready-to-implement methods of how to follow these ways in order to correctly deliver the message we articulate.
Thanks to her and her international business partners’ observations and mistakes, readers quickly pick up on how tricky and complex it could be to effectively lead or work as a member of cross-cultural projects involving people of different backgrounds, contexts, traditions, time management patterns, or communication styles.
The book’s valuable insights are not limited to the business world only, because the described situations that took place are the very examples of what we all, the people who travel or who host guests visiting one’s country, go through when cultures clash and the message between them does not get delivered correctly due to various cultural factors resulting in being lost in translation.
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KEY TAKEAWAY #1
The way we communicate is shaped by our cultural upbringing, and this can lead to misunderstandings. Each culture has its own habits, traditions and patterns of common perceptions of the world around. It is crucial to understand that upbringing, tradition, history and geopolitical location have a significant impact on the way people are, how they approach life and what they value and dislike. By understanding a culture, we will be able to avoid our misconceptions and misunderstandings when interacting with one another.
KEY TAKEAWAY #2
By understanding and respecting cultural differences and that everything is relative, we can build bridges of communication. All cultures are relative to each other. When being a member of an international project, you should know that one side of the story is how one culture perceives another, embracing all of the stereotypes, expectations and differences which can cause frustration. However, there is also the other side of the story and that is how the other culture perceives yours. Knowing that to the people of the collaborating cultures, each culture may seem equally as different and “unusual” is the key to understanding the impact of culture on human interactions.
KEY TAKEAWAY #3
People tend to group together cultures which are seemingly similar on the surface level, so as a result they are often described as “Western”, “Arabic”, “Asian” or “Southern” cultures. Little do we know, since as we find out later in the book, the seemingly contrasting cultures may have many similar ways of approaching different aspects of life in common. When at the same time seemingly common cultures could have very opposite approaches. When learning about the cultures, we can focus on both areas and use them in future interactions.
KEY TAKEAWAY #4
To avoid misunderstandings, we need to be aware of our own cultural biases and be sensitive to those of others. What is considered polite, appropriate, or desired behaviour in one country, could be insulting or ignorant in another. What is taken for honesty in one culture could be perceived as rude in another. We should keep it in mind not only when traveling somewhere as a guest, but also when we are hosting and want to pay respects to our guests, rather than make them feel uncomfortable and shocked. This is why the most beneficial action you can take is learning about your own culture and biases as well, so you change your perception. When you learn both yours and other cultures, when you communicate with the person you interact with, you can share your thoughts on what it is like in those cultures and what to expect from each other to align.
KEY TAKEAWAY #5
Culture could be a very sensitive and delicate topic because raising differences and putting someone on the spot could wake up the protective instinct of the person feeling judged and misunderstood. It is typical for us to criticize our own cultures, but be very defensive when someone else is openly speaking up about it and pointing out remarks.
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THE 8 SCALE MODEL
1. THE COMMUNICATION SCALE: LOW CONTEXT / HIGH CONTEXT
Low context cultures are effective communicators where the communication should be simple, explicit, and short, in order to effectively pass the message.
Examples: The US, (*Australia, Canada, Denmark, Germany)
High context cultures consider good communication as layered, where messages are both spoken and between the lines, as well as not fully expressed.
Multicultural teams should use low-context communication patterns in order to avoid missing out on any hidden messages.
Examples: China, (*Kenya, Japan)
What does it mean? The low context cultures usually don’t have a second meaning hidden between the lines and focus on clarity where the message transmission is placed on the communicator, while the high context cultures do read between the lines and read the atmosphere in the room. They pay attention to both what is spoken and unspoken, making sure both sides of the message transmission understand each other.
What is even more interesting, is that language reflects the way people communicate. To paint a picture, cultures like Japanese and Hindi have high-context languages with one word having multiple meanings depending on the context, which is reflected in their way of communication. If you come from a low-context culture, usually the language is also explicit and the context is more clear compared to the high-context language.
2. THE EVALUATING SCALE: DIRECT NEGATIVE FEEDBACK / INDIRECT NEGATIVE FEEDBACK
Direct Negative Feedback is provided frankly, honestly and directly. It can be given both individually and in front of a group or a team.
Examples: Netherlands, (*Germany, Denmark, France)
Indirect Negative Feedback is provided very softly and diplomatically. Positive messages are wrapped around the negative ones to make it easier for the person on the receiving end. Criticism is given only in private.
Examples: Thailand, (*Japan, Indonesia)
What does it mean? Giving direct negative feedback coming from a low-context culture usually is all about being clear (The United States is the exception), while in high-context cultures the negative feedback should not be a cause of one’s embarrassment, humiliation, or losing face in front of a group. This is why if you come from a low-context culture and are providing feedback to someone from a high-context culture, it is crucial to do so individually and be sensitive and delicate. Although most of the low-context cultures separate the people from the problem, most of the high-context cultures don’t and take feedback, especially negative, very personally.
3. THE PERSUADING SCALE: PRINCIPLES FIRST / APPLICATION FIRST
Principles First is when people of a certain culture are taught from the beginnings, to develop a concept first before presenting a fact or an opinion in order to have tough arguments rather than untested assumptions.This is more of a theory-based approach.
Examples: France, (*Italy, Germany, Spain)
Application First cultures are trained to first develop a fact or a statement and then work on a theoretical concept to prove it. This is a more practical approach.
Examples: Denmark, Canada, (*Australia, Netherlands, The US, Sweden)
To provide you with an example, imagine coming from a principles-first culture where first you read books and articles. Then after developing and proving a concept, you become ready to put it in practice. And on the other hand, imagine the exact opposite situation, where you’re developing a method or a solution that you’re going to present in front of the class, to later assess whether it was the right outcome and try to develop a theoretical concept to it. If you come from a principles-first culture, you will most likely focus on facts first, while if you come from an application-first culture, it is more likely you will search for creative solutions.
Even though the Principles First cultures and the Application first cultures have different approaches to persuading, they are considered to be more specific cultures in comparison to the Holistic, Asian cultures.
Holistic cultures have holistic thought patterns, starting to look at the big picture from macro to micro, focusing on every detail, and believing that each is related to one another. Holistic Asian cultures are keen on taking all factors into consideration, sometimes not so obvious for Western cultures, which reflects in the decision-making process in business. It derives from religions and philosophies, stating that the universe works in harmony and its various elements depend upon one another.
4. THE LEADING SCALE: EGALITARIAN / HIERARCHICAL
Egalitarian cultures prefer to keep a small distance between supervisors and subordinates, where the boss is equal to the employees. The way the employees communicate with the boss is also informal.
Examples: Sweden, (*Denmark, Israel, Australia, Canada)
Hierarchical cultures keep a high distance between supervisors and subordinates, where the boss is a God-like figure followed by their authority, status, and importance.
Examples: Mexico, (*Poland, India, Korea, Japan)
If you come from an egalitarian culture, you probably call your boss or professor by their name, challenge their opinions and are quick to share your own. On the other hand, if you come from a hierarchical culture, it is probably more common to not come across as imposing critique to your boss, especially one a few levels higher than your direct supervisor. For example, if you are hired by a Danish company, you probably even eat lunch and drink beer with your boss or your boss’s boss. However, if you are hired by a Japanese company, you should follow a protocol in terms of showing your respect to the title and age seniority. As a supervisor or team member, it’s important to learn about the differences within the cultures you cooperate with because this will be helpful in fitting in and not stepping on anyone’s toes.
5. THE DECIDING SCALE: CONSENSUAL / TOP-DOWN
Consensual cultures are open to making decisions in groups through unanimous agreement, where each member has a right to speak up and share their opinions about it.
Examples: Japan, (*Sweden, Netherlands)
Top-down cultures are known for individuals making decisions for the group, while in a business setting it is usually the boss.
Examples: China, (*Italy, France, Nigeria)
What does it mean? If you are in a professional team meeting with a consensual culture, it is likely your boss will ask for your opinion and you will gladly share your thoughts on whether you support the idea or want to toss it. On the other hand, if you were in the same position but in a top-down culture, it is likely your boss wouldn’t bother asking for your opinion, but rather inform you about their idea and plan on how to execute whatever you work on. In such cultures it is usually the boss making the decisions, to save time or to have the final say and authority.
A very interesting exception of a high-context culture, however ultra consensual, is Japan with its RINGI method of group decision making. In Japan decisions tend to be made by group consensus thanks to the RINGI technique, where low-level managers come up with and discuss new ideas among themselves and come to a consensus before presenting the ideas to higher-level managers, who then repeat the whole process so the group decision is forwarded further through higher levels until finally reaching the CEO.
6. THE TRUSTING SCALE: TASK-BASED / RELATIONSHIP-BASED
Task-based cultures focus on business-related activities, where people develop work relationships as easily as they break them off, depending on the practicality of the relationship. If you enjoy working with someone, it does not mean you are close friends with a personal bond.
Examples: The United Kingdom, (*The US, Denmark, Finland).
Relationship-based cultures strive to build a personal relationship first by getting to know about someone’s hobbies, interests, values and spending time together “off work”. If you can like someone and rely on them, you then feel comfortable doing business together.
Examples: Italy, Japan, (*Spain, Mexico, Turkey, Thailand, China)
To put it into perspective, imagine two contrasting ways of getting to know your team: one, a task-based would be primarily focused on a short integration, so you break the ice at first, then immediately jump into work-related activities and tasks, so you mostly interact with someone at a professional level and via informal team-building activities, which build a surface-level relationship. As the author said, to “Trust from the head”. The other way, on the other hand, is focused on cutting out from the professional area, and jumping into an informal environment like a cozy dinner, possibly with differentiated activities like karaoke or games which enable the team members to relax and let go of work, only to be more keen on genuinely getting to know one another, building a connection based on mutual interests, hobbies and subjects to talk about. If you come from a task-based culture and meet a business partner or a client, you get down to business right away, while if you come from a relationship-based culture, you set the deal aside and take time to get to know someone. You value your business partner to become someone closer, a friend. Meyer described it as “Trust from the heart”.
7. THE DISAGREEING SCALE: CONFRONTATIONAL / AVOIDS-CONFRONTATION
Confrontational cultures value a good debate and discussion which challenge the idea. They believe that it is healthy for the team and for the idea itself, because it will be judged honestly by everyone in the group.
Examples: Israel, France, Germany, (*Spain, Denmark, Australia, US)
Avoids-confrontation – Nonconfrontational cultures treat disagreement as stressful for the team and unnecessary for the company because it could break the group relationship dynamic.
Examples: India, China, (*Indonesia, Japan, Singapore, Mexico, Sweden)
If you come from a confrontational culture, from the very beginning of your life and education, you are trained to challenge others and be challenged. There is no shame and fear in asking questions or challenging your academic professor in front of the whole class because it means you are interested in the subject. Moreover, if you keep on agreeing with the teacher, or a boss all the time, it may come across as you being uninvolved and disengaged from the process, and sharing your thoughts on the subject or challenging it is the perfect way to show your engagement in the case. While on the contrary, coming from a non-confrontational culture, it is typical to be trained from a very young age to obey and not stand out by confronting someone, especially a superior. If you run a team including representatives from both types of cultures, you should be aware that the communication dynamics during calls, meetings, presentations or any other activity requiring speaking up, will be based on their confrontation approach.
8. THE SCHEDULING SCALE: LINEAR-TIME / FLEXIBLE-TIME
Linear-time cultures approach time as a schedule with each activity to be completed in a certain time frame. One task is completed after another so everyone is organized and knows exactly what the status of a certain task is.
Examples: Switzerland, Germany, (*Japan, Sweden, US, UK, Denmark, Poland, Czech Republic)
Flexible-time cultures approach the timeline as fluid, where people are flexible and adapt to new circumstances constantly.
Examples: Spain, Brazil, (*Mexico, China, India, Turkey, Italy)
Does being late 1 minute or 45 minutes make a difference if you come from a linear-time or flexible-time culture? Yes, it does. Have you ever heard a saying that something runs like a Swiss watch? Well, it certainly makes sense, since Swiss culture is a linear-time culture, which means that people are very precise when planning and executing schedules and time-based tasks. Punctuality is key when living and working in a linear-time culture. A great example would be public transportation in Japan being exact with arrivals and departures to a split second, so being late by 1 minute would certainly leave you waiting for the next train. On the contrary, in Nigeria or India, it would probably not make a difference and you could still catch the train even though you were 15 or more minutes late.
Linear-time cultures value the time they spend and depend on the clock as a tool of time measurement rather than other environmental factors like the sun, the moon or a rooster waking up the whole neighborhood when the time is right. On the contrary, flexible-time countries are more adaptable, open, and ready for a change to come their way during the day. Such cultures approach time flexibly, because of constantly changing circumstances that influence their everyday lives. They can be major ones like politics and economics influencing businesses, as well as more individual ones like for example if you’re a farmer and it rains cats and dogs for an hour, it influences your work schedule as well, but you can still do what you have planned sometime later that day. Such cultures are used to accepting interruptions and obstacles.
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WERONIKA’S GENERAL THOUGHTS ON THE CULTURE MAP
I recommend reading this book for someone who is actively taking part in international business projects, or who travels abroad or hosts guests from abroad. The book is like a crash course of dos and don’ts of cross-cultural, business interactions. It helps navigate through unexpected and challenging situations.
Anyone who doesn’t want to step on somebody’s toes, be offensive or come across as ignorant, should read this book. The same goes for everyone who wants to learn about cultural factors, communication styles and wants to understand other people’s intentions which stand behind their behavior.
Those who struggle at work running multicultural projects and those who struggle understanding their spouse’s family traditions will find this book valuable.
Reading The Culture Map was a pleasure. I read about various examples of culture clashes experienced by other people, however, I could easily remember all of the similar situations I experienced personally. The experience and culture models included in this book are a reflection of what most of us went through multiple times when communicating with other cultures.
OTHER EXECUTIVE SUMMARIES
By Duncan Clark | In less than two decades, Jack Ma has built the equivalent of e-Bay, Amazon, Paypal, and other online businesses for the Chinese market. Duncan Clark provides a fantastic context into understanding what makes Jack Ma the huge success he is today.
By Walter Isaacson | It’s rare to find a book and a personality that has been endorsed by prominent people such as Warren Buffett, Charlie Munger, and Elon Musk. Read more to know how Benjamin Franklin contributed to forge a unique identity for America.
By Michael Lewis | This book had a few great pointers that made you think about the complexity and the inefficiency of the global economic system. Read more about Lewis’ description of the new Third World in Boomerang: Travels in the New Third World.
By Roger Lowenstein | Together with the “Snowball”, this is the most comprehensive biography ever written about Warren Buffett's life story. In this book, Roger Lowenstein unravels how Warren Buffett leads his life.
