Introduction Culture & CRM Culture, defined Study …...Communicate meaning and information...
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Closing Culture & CRM Culture, defined Study models ASSESSING U.S. CULTURE Applicability Introduction ASSESSING U.S. CULTURE
Transcript of Introduction Culture & CRM Culture, defined Study …...Communicate meaning and information...
Closing
Culture &CRM
Culture,defined
Studymodels
ASSESSINGU.S.CULTURE
Applicability
Introduction
ASSESSINGU.S.CULTURE
Source:Wikipedia
MULTI-ACTIVE
LINEAR-ACTIVE
REACTIVE
Warm,emotional,loquacious,impulsive
Courteous,amiable,accommodating,compromiser,goodlistener
KEY:
Italy,Spain,Brazil,Venezuela,Argentina
Colombia,Peru,Bolivia,Mexico
Cool,factual,decisiveplanners
TheLMR(“Lewis”)ModelGreece,Portugal,Chile,Algeria
Russia,Slovakia,Croatia,Romania
France,Poland,Hungary,Lithuania
Belgium,Israel,SouthAfrica
Denmark,Ireland,Australia
Netherlands,Austria,CzechRepublic
U.S.A., Norway
Germany,Switzerland,Luxembourg
U.K.
Sweden,Latvia
Finland,Estonia Canada
Singapore
Taiwan,HongKong
Japan
Vietnam
China
Korea,Thailand
Indonesia,Malaysia,Philippines
India,Pakistan
Bulgaria,Turkey,Iran
SaudiArabia,Iraq,U.A.E.
Angola,Nigeria,Sudan,SenegalSource:RichardLewisCommunicationsLtd.
TalkshalfthetimeRarelyinterruptsConfrontswithlogicDoesonethingatatimePlansaheadstepbystepPolitebutdirectPartlyconcealsfeelingsDislikeslosingfaceJob-orientedUsesmainlyfactsTruthbeforediplomacySometimesimpatientLimitedbodylanguageRespectofficialdomSeparatesthesocialandprofessional
MULTI ACTIVE REACTIVE
TalksmostofthetimeOfteninterruptsConfrontsemotionallyDoesseveralthingsatoncePlansgrandoutlineonlyEmotionalDisplaysfeelingsHasgoodexcusesPeople-orientedFeelingsbeforefactsFlexibletruthImpatientUnlimitedbodylanguageSeeksoutkeypersonInterweavesthesocialandprofessional
ListensmostofthetimeDoesn’tinterruptNeverconfrontsReactstopartner’sactionLooksatgeneralprinciplesPolite,indirectConcealsfeelingsMustnotlosefaceVerypeople-orientedStatementsarepromisesDiplomacyovertruthPatientSubtlebodylanguageUsesconnectionsConnectsthesocialandprofessional
LINEAR ACTIVE
TheLMR(“Lewis”)Model
Source:RichardLewisCommunicationsLtd.
Source:Wikipedia
TheHofstede(“6-D”)Model
Source:TheHofstedeCentre
AdjunctProfessor,OrganizationalBehaviorINSEAD
ErinMeyer
8DimensionsofCulturalDifference
Source:ErinMeyer&HBR
Communicating Evaluating Persuading Leading
Deciding Trusting Disagreeing Scheduling
low context --------------high context direct negative feedback --- indirect negative feedback principles-first --------------applications first egalitarian --------------hierarchical
consensual -------------- top-down task-based --------------relationship-based confrontational --------------non-confrontational linear time ------------- flexible time
Source:ErinMeyer&HBR
COMMUNICATINGlow-context
EVALUATINGdirectnegativefeedback
PERSUADINGprinciples-first
LEADINGegalitarian
DECIDINGconsensual
TRUSTINGtask-based
DISAGREEINGconfrontational
SCHEDULINGlineartime
high-context
indirectnegativefeedback
applications-first
hierarchical
top-down
relationship-based
non-confrontational
flexibletime
There’sno“i” inteam
1 + +2 3
1 2 3
InlinewiththeAmericanindividuality,istheirHIGHCOMPETITIVENESS.
Personalcompetence,professionalism,andaccountabilityforINDIVIDUALPERFORMANCEarehighlyvaluedinAmericanbusinessculture;asaresult,HELPISONLYSOUGHTINESSENTIALSITUATIONS.
Cognitivetrust:Americanstrustpeoplebasedonwhattheycanaccomplish,theirprovenrecord,skills,reliability,consistency,intelligence,transparency.“TRUSTFROMTHEHEAD”
Source:http://www.cfmaeroengines.com/press/cfm-delivers-first-leap-1c-to-comac/820
Hardwork,aircraftdevelopment:accomplishmentandcontinuationoftheprogram
Management,professionalism,collaboration,friendship,smoothwork:harmony betweenteams
Communicatemeaningandinformationexplicitly.Conflictisdealtwithdirectlyandopenly.Thisdirect,robustdebateisseenpositivelyandasasignofprogress.Willnothesitatetosay“no”orcriticizeothersinpublic(remark:inabusinesscontextitbearsnorelationtopersonalfeelings).
Feedbackisalsogivendirectly.However,itisusually“sandwiched”bylotsofcomplimentsandsuperlatives(“fantastic”,“outstanding”,“excellent”,etc.),whicharenotsupposedtomeanmuch:itistheCRITICISM inthemiddlethatcounts.
“Timeisanorganization’sscarcestresource,don’twasteit”.“Americansdon’talwaysrealizethatothercultureswillrarely,ifever,sacrificestatusorprotocolforfinancialgain”(RichardLewis).
PROMPTNESS,PUNCTUALITY,UNINTERRUPTEDMEETINGFLOW,DEADLINES!
WORK isatthecenteroftheirlives;Americansmakecleardistinctionsbetweenworkcolleaguesandfriendsintheirsociallife.
Focusonpracticality,gains,results,application.Americansaremoreinterestedintheir futurethaninotherpeople’s past.
Closing
Culture &CRM
Culture,defined
Studymodels
AssessingU.S.culture
APPLICABILITY
Introduction
APPLICABILITY
SOMEPOINTSTOWATCHOUTFOR
PROSCONSQuickreactions Trialanderror;
Risktaker
PROSCONSSinglepilot?Noproblem! Reluctanttoaskforhelp;
“Rambo”
PROSCONSProblem-solverinthecockpit! “RamboII,TheSequel”
PROSCONSStickstowhatworks Oldnormsandcustomsare
hardtochange
PROSCONSStart&finish,nolooseends
Lovessimplification,seesmost“complications”asunnecessary
PROSCONS?! Failstoassesshim/herself;
Failstoassessothers;Failstoempathize
CLOSING
Culture &CRM
Culture,defined
Studymodels
AssessingU.S.culture
Applicability
Introduction
CLOSING
DevelopmentalModelofInterculturalSensitivity(DMIS)Source:Dr.MiltonBennett,IDRInstitute
DENIAL: “I don’t need to know about this culture stuff”DEFENSE: “It’s us and them and we’re better, they are weirdos”MINIMIZATION: “They are not much different; we’re all the same, inside”ACCEPTANCE: “I’m curious about other cultures, but it’s hard to say who’s right and who’s wrong”ADAPTATION: “I understand them, I’m able to empathize with them and feel the same way”INTEGRATION: “My identity is not primarily based on any one culture;I am a constant creator of my own reality”
ETHN
OCEN
TRIS
METHNORELATIVISM
Culturalself-assessment(ErinMeyer’smodel):hbr.org/assessments/culturalprofile
