The Culture Map: Breaking Through the Invisible Boundaries of Global Business

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The Culture Map: Breaking Through the Invisible Boundaries of Global Business

The Culture Map: Breaking Through the Invisible Boundaries of Global Business

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In this article, we’ll look at Erin Meyer’s culture map comprised of the eight axes of cultural difference. The Eight Axes of The Culture Map

Again, we could think that leading style and decision-making are overlapped, but it is not the case in several cultures. For example in Japan leading is hierarchical but decision-making is consensual. High-context cultures have layered and subtle communication styles, where one requires to employ a lot of reading between the lines. Countries such as Japan and Korea are high-context cultures mainly due to the homogeneity in population. These countries have a long history, giving them more time to develop nuances. For example, in Japanese ‘kuuki yomenai’ translates to ‘ someone who cannot read the air’, essentially meaning a person who doesn’t understand the ‘between-the-lines’. To evaluate where a culture lies on the disagreement spectrum, ask yourself: How much would openly disagreeing with someone harm your relationship? Ignore how emotionally open they are. Namely, the US is a low-context country (in fact, the lowest one), and the UK is a middle-context nation. In other words, Americans say everything they mean, and the British leave some of it to the context.Low-context cultures have precise and clear styles of communication where there are lesser chances of misinterpretation. Countries such as the US and Australia are low-context because their history is shorter, more recent, and has influences of immigrants that required communication to be precise. For each scale, the author offers examples of cultural differences and suggests how to approach these differences effectively. The eight scales are as follows: In The Culture Map, we read about a successful Norwegian manager who is biking to work every day. It is nothing out of the ordinary since Norwegia is an egalitarian country, and biking to work like everyone else perfectly fits to the culture.

In a high-context culture, the onus for communication is shared between the listener and the speaker. If a misunderstanding occurs, the fault lies with the speaker for not communicating effectively, but also with the listener for not interpreting the message correctly. Communication: Meyer defines the two extremes of communication as high-context and low-context. Meyer defines low-context cultures as cultures where people communicate and receive messages at face value. The speaker explicitly states all relevant information because it’s her responsibility to communicate her message clearly. In contrast, high-context cultures don’t communicate at face value—rather, you read between the lines. These people share cultural understandings about etiquette, so the speaker doesn’t need to be explicit; the listener is responsible for decoding the underlying meaning. While hierarchical cultures typically have a top-down decision-making process and egalitarian cultures typically have a consensual decision-making process, this is not always the case. Japan, for example, is a very hierarchical society, but decisions are being made collectively. 5. Trusting: relationship-based vs. task-based In an egalitarian culture, the power distance is low. In other words, everybody is equal​​—even in the workplace.

The Culture Map details “Eight Scales that Map the World’s Cultures” and points out that these scales are beyond our inherent preferences. The author points out that there is a relative value within each scale. This indicates that you can have two cultures on the same end of the scale, but one culture could be more or less given its relative value to its neighbor on the scale. There is also a concept of grouping where similar cultures are grouped within the scale. However, even though “The Culture Map” is explicitly written for leaders of international teams who want to rise above cultural clashes in the workplace, Erin Meyer’s exceptional book may help anyone who wants to improve his or her communications skills as well. About Erin Meyer Meyer suggests that decision-making styles range across two extremes: consensual (which we’ll call consensus) and top-down (which we’ll call individual). Leadership Journeys [129] – Moiz Arsiwala –“Don’t overthink, just take micro steps and trust the process” Flexible-time: Projects are approached with flexibility. Goals and deadlines are often changing (for example Kenya).



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