The Culture Map - Breaking through the invisible boundaries of global business - Erin Meyer

Culture can be a sensitive topic. Speaking about a person's culture often provokes the same type of reaction as speaking about his mother. Most of us have deep protective instinct for the culture we consider our own, and, though we may criticize it bitterly ourselves, we may become easily incensed if someone from outside the culture dares to do so. 

This is indeed an interesting read. My first experience in cross-cultural studies was when I enrolled in a Cross-Culture Management class by Dr. Asma Abdullah at Putra Business School (UPM) back in 2014. So this was a superb revision and a 'deeper-dive'. Covid has brought a halt to international travels, but the connection with international colleagues, cross-border projects and communication with overseas friends had not stopped. 

It was relieve to have had my first overseas business trip last month. It was great to fly after 2.5 years. 

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Erin Meyer is American and currently lives in Paris with her husband and 2 sons. She's got a wealth of experience and knowledge when it comes to explaining culture difference and bias. She is able to cover the traits of major cultures from around the world - American, British, French, Latin American, Northern and Southern European, Chinese, Indian, Japanese, Korean, Middle East, African, and even Thai and Indonesian. There are many stories and awkward lessons which are shared. 

Meyer breaks down the cultures into 8 main scales:

The key to using the scale is to ALWAYS consider the cultural relativity.

Say for example I am a Malaysian Chinese (no example in the book, but I'll just merge Indonesian + Chinese), and I will most likely be perceived as always prefer to give indirect feedback (#2) when communicating with a German. However, Japanese is likely to be placed to the right on the scale, which means a Japanese may see me has too direct. 

The above scale is able show the differences between the German and French. No wonder, we read lots of misunderstanding. Both are 'confrontational' when there is a disagreement, but the French are 'relationship-based' and adopts 'flexible time', quite opposite to the Germans. 

One way to begin gauging how a culture handles negative feedback is by listening carefully to the types of words used. More direct cultures tend to use 'upgraders' - absolutely, totally, strongly. 

By contrast, indirect cultures use more 'downgraders' - kind of, sort of, a little, maybe, slightly. Some examples are:

• We are not quite there yet = this is nowhere  close to complete.
• This is just my opinion = Anyone who considers this issue will immediately agree.

The British are masters of the art, with the result that their communications often the rest (of the world) bewildered. The figure below quite accurately points out the differences. Living in Malaysia and had in the past worked with many people from the UK, I could appreciate this:

Another important thing I learned from this book is that low-context (explicit) society may sometimes not accept direct negative feedback. We know that Dutch, German and Aussie culture is very direct, and they are able to take direct negative feedbacks. In fact they want a manager to provide negative feedback without 'hiding around the bush'. American, Brits and Canadian are also very low-context (explicit) but when giving negative feedbacks, you need to always start with something positive.  

In contrast, some high-context (implicit) cultures may value direct negative feedbacks in contrast. Spain, Italy, Russia, France prefer direct negative feedbacks although they are less direct. The high-context societies that we should always give indirect negative feedbacks are the East Asia cultures. 

Meyer went on lengths on how to build trust by explaining the difference between task-based versus relationship-based cultures. When it comes to Asia, getting to know someone during lunch, dinner or drinks is as important as the work itself. You most probably could get things done only after trust is established. 

For a start, it is always fine to joke about your own culture. Always try to follow our counterparts' style and suit to their way of life. "Let me play devil's advocate" is a useful way of trying to disagree on somethings rather than outright rejection. Germans are able to outright reject and 'spar' as they could disengage a discussion subject and the person itself. They view this as an intellectual debate and a sign of interest in the subject. 

The French are brought up to express their views passionately (openly and loudly). It doesn't mean that they are angry. The next minute, the two parties are best friends again. Nothing personal. They agree to disagree. This cannot happen in most Asian societies.  

When you look at your team's culture map, consider not just the difficulties that might arise from the gaps but also the strengths that the difference may provide. Managed with care, the cultural and individual diversity can become your team's greatest asset. 

PS1: Thank you so much APAC Book Club (FM) for introducing and sponsoring this book. 

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PS2: Collaboration or collaborator is not a good word in Europe, due to the legacy from WW2.