Helping
You Build a Leaderful Organisation®
Helping
You Build a Leaderful Organisation®
CLASH!
Could Cultural Difference Be An Issue Here?We differ from each other in MANY ways.
Even if we're not racist, we may experience problems when these differences are not recognised, understood and & appreciated, these differences can lead to frustrations, misunderstandings and conflict. The workplace can become stressful and unproductive.
On the flip-side, recognition, understanding and appreciation of the ways and reasons we differ enables harmony and synergy in our work relations.
But how can you tell when a lack of cultural understanding is a problem?
We've designed two questionnaires that may help you tell if culture is a factor in the difficulties you're encountering at work.
There are two questionnaires - use the first if the person with whom you clash reports to you; use the second if the person with whom you clash is a peer/teammate or someone to whom you report.
A. If you supervise or work in a peer or team relationship to this person:
Indicate whether the following statements are true for you
I find this person lacking in initiative - s/he won't act unless instructions/directions/requests are specific and detailed technically incompetent - everything has to be explained and s/he never suggests any solutions when problems arise over-reacts to feedback vague, putting off decisions or changing his/her mind even after a decision's made overly dependent - s/he's always coming to me for answers to questions s/he should know too formal & takes forever to get started/get to know wants everything in writing/puts everything in writing to cover her/his backside overly interested in/interferes in teammates' work & responsibilities overly concerned with 'staying in good' with his/her peers unassertive - won't speak up for him/herself unwilling or unable to think for him/herself sometimes surprisingly arrogant, abrupt, rude or demanding with those further down the pecking order than him/her obsessive about time - runs her life by the clock impossible to believe - yes means, maybe, no means maybe - wants to revisit & change any decision or agreement any time it suits her/him has formed a little clique with one or two others like her/him started off on the wrong foot and has never recovered a loose cannon - s/he authorises her/himself to do whatever s/he wants uncommunicative - I never know what s/he's up to unless I ask or I only find out AFTER what s/he's been up to doesn't respond to feedback not a team player- doesn his/her own thing and to heck with everyone else put everyone off by being rude at first meeting & has just gotten worse since refuses to reconsider anything once it's decided - closed book blunt and undiplomatic- lacking in respect for those more senior unmanageable - s/he seems to think s/he can do whatever s/he wants without consulting or checking with me makes up his/her own rules or bends ignores rules to suit doesn't seem to take written instructions/contracts seriously a gambler - s/he takes too many risks and doesn't seem to care about the consequences insensitive to and careless about her/his impact on colleagues 29 too assertive - even aggressive and undiplomatic when dealing with bosses constantly or frequently challenging, questioning and rebelling embarrassingly arrogant, abrupt, rude or demanding with those higher up the pecking order completely useless when it comes to time - consistently late and slow 33 doesn't attend to the niceties when introduced to people
34 generally unresponsive to a leadership/interpersonal style that works well in most of my other relationships 35 is a mystery to me - it's like s/he's from another planet - I don't know what makes her/him tick 36 has a different cultural/national/ethnic background to me B. If this person is your boss or if you are in some other sort of subordinate role to this person:
Indicate whether the following statements are true for you
I find this person YES NO is a micromanager - s/he wants me to report on every little thing I'm doing unwilling to listen or take advice - as if she knows everything; s/he's threatened or gets defensive/hostile when challenged or questioned stupid - makes decisions even when s/he doesn't know what s/he's talking about - it's like because s/he's the boss s/he's gotta be the one who knows/decides overly status conscious and formal a control freak - I can't do ANYTHING without his/her permission patronising - acts as if s/he's better than us, treats us as if we're kids or idiots terrified of risk - wants everything in writing with contracts, back-up plans and procedures for everything lacks guts - too concerned with covering her/his backside takes forever talking small talk before getting down to business acts as if we're stupid - s/he details everything we have to do and doesn't leave any room for us to think for ourselves inflexible & rule-bound - does everything by the letter of the law rather than recognising when and where to bend or go around the rules arrogant, abrupt, rude or demanding - a bully - to those further down the pecking order but always 'sucking up' and 'staying in good' with his/her boss generally unwilling to trust us or give us an opportunity to exercise initiative moralistic - into lecturing us and 'shoulding' on us lazy - spends most of her/his time schmoozing with clients & senior management but expects us to do the work wants everything in writing and in detail too concerned with titles and qualifications, what shcools people went to and who they know hopeless with time - always late and slow impossible to believe - yes means, maybe, no means maybe - wants to revisit & change any decision or agreement any time it suits her/him unprofessional - s/he doesn't manage - s/he leaves everything to us incompetent - s/he is constantly or frequently asking us what s/he should do about things unhelpful - when we ask for advice or direction s/he puts the question back to us to figure out gives me unexpected feedback careless & irresponsible - s/he doesn't seem to want to know what's going on and expects us to take the blame when things go wrong lacking in dignity - doesn't act like a boss unwilling to put anything in writing - I never know where I stand with things a gambler - s/he takes too many risks and leaves too many things to chance doesn't seem at all interested in getting to know us - just rudely rushes ahead undiplomatic - frequently puts individuals on the spot, embarrassing us in front of our peers and others casual to the point of being unprofessional doesn't show respect when interacting with his/her own bosses refuses to reconsider anything once it's decided - closed book obsessed by the clock and efficiency - driven and driving generally difficult to work with in contrast to other bosses I have had is a mystery to me - it's like s/he's from another planet - I don't know what makes her tick has a different cultural/national/ethnic background to me UNDERSTANDING THE QUESTIONNAIRE
The questionnaire you completed above is based on the observation that we all tend to be somewhat ethnocentric AND THAT we therefore tend to make certain predictable judgements, and to encounter certain predictable difficulties, when we interact with people whose national culture differs from ours.EthnoWHAT?
Ethnocentrism is the tendency to regard our own culture as superior to others.This tendency to judge everybody against OUR cultural values and norms causes problems because it can lead us to:
- make false predictions about behaviour based on cultural stereotypes (You can't put XXXXXX's in those roles - they're too xxxxxxx )
- overlook or ignore the cultural basis of behaviour and so judge others as rude, insincere, lazy or dumb (Typical - What do you expect from a XXXXXXX.they're all xxxxxxxxx )
- devalue or criticise practices which members of other cultures consider worthwhile
- take personal offence at actions not intended to offend, and expected or normal in another culture
- insist that OUR way is the one right way
- expect - even demand - that people of ALL cultures to 'know' what is expected without us having to communicate, explain and/or negotiate expectations
- take a one'size fits all' approach to leading and following (you may have noticed that this doesn't work - for example American management styles have been notoriously unsuccessful in other, different cultures - including Australia - while Australian managers run into problems managing Asian staff and working for Asian or Middle Eastern bosses).
Given the increasing diversity of our world,
acting and interacting as if there is ONE RIGHT set of values or ONE RIGHT way is bound to cause frictions and conflicts.On the other side, recognising the SIGNS & SYMPTOMS of ethnocentrism in our relationships, can provide a starting point for building better working relationships.
If you answered YES to a number of questions AND the person SHARES YOUR CULTURAL BACKGROUND... then ethnocentrism is probably not a problem in this relationship.
On the other hand, RELIGIOUS, EDUCATIONAL or PERSONALITY differences combined with EGOCENTRISM may be contributing to your frustrations and diffculties with this person (Egocentrism is the tendency to believe that MY WAY is the ONLY and the RIGHT WAY). Doing some peronal development using FIRO-B or MBTI will probably be of great benefit to you.
If you answered YES to a number of questions AND the person you focused on has a DIFFERENT CULTUTRAL BACKGROUND to you, it is likely that ETHNOCENTRISM may be contributing to your frustrations and diffculties with this person.
The more YES answers, the more likely.Statements 1 - 16 about the Subordinate
1- 20 about the Boss
These represent common Ethnocentric- Anglo-Australian perceptions/experiences/judgments of culturally different other
Statements 17 - 33 about the Subordinate
21- 33 about the Boss
These represent common ethnocentric perceptions/experiences/judgments culturally different others hold in regard to Anglo-Australians.
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WANT TO LEARN MORE?
Book for our seminar:
Next seminar TBA
and read on...
Cultural relativism - Understanding that ALL VALUES and JUDGMENTS are right/wrong, good/bad ONLY within a culture and NOT across cultures - is VITAL first step in bridging the cultural divide - in managing and working across cultures.
Discovering how differently others see the world, how different their assumptions, norms and values are can be surprising, perplexing, delightful or disconcerting... it can be the start of rich learning - IF we are willing to acknowledge our ethnocentricity and manage it!
We draw on the work of work of Hofstede (1980, 1997), Hall (1990), Heslin (2000) Laroche (2003) and others to explore key dimensions of difference and to develop practical suggestions for helping you work across the cultural divide.
Here's a sample:
POWER DISTANCE
Power distance refers to the amount of inequality of wealth, status and power regarded as normal and appropriate.In low power distance cultures (such as Sweden, Norway, Finland, Netherlands, Australia), people are treated pretty much as equals.
In high power distance cultures (such as Philippines, Singapore, Japan, India, Thailand), extreme inequality is expected and accepted, even by those without power.
Power distance influences key aspects of working relationships and is one of the most common causes of 'clashes' between staff and managers from different cultures:
- managerial style (directive vs delegative)
- how hierarchical an organisation is
- how much formality & structure there is in relationships between the manager and staff member
- amount of initiative expected of and allowed in subordinates
In low power-distance cultures
Managers
- are informal (first name basis), egalitarian, participative and consultative
- leave many technical decisions to the discretion of subordinates
- respect must be earned and is based on relevant expertise & knowledge- these matter more than qualifications, seniority and titles
- act as coaches using influence, negotiation & problem solving - they don't tend to rely on rank or disciplinary measures
- and staff share similar ‘perks’, facilities and rights
- believe that decentralisation is most efficient and best - so they give teams and individuals input and authority to make decisions
- are expected to play down their power - to appear less powerful than they are
- expect staff to be motivated/motivate themselves and may consult with them – staff expect to be consulted
- expect to be challenged & questioned by staff
- are comfortable with matrix structures, shared leadership & self-managing teams
- expect less information and fewer reports (usually verbal) from employees
- tend to expect mistakes as a normal part of life and, when things go wrong, seek solutions rather than blame
Staff
- expect to be consulted
- resent close supervision - it is seen as distrust or an excessive need for control
- will challenge and question
- will communicate in an informal style
- will delegate responsibilities and staff delegate upward
- take the initiative
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In high power-distance cultures
Managers
- are formal (people use respectful titles when talking to them)
- seniority, qualifications and titles matter and are respected - they expect to have important titles
- the boss is the boss is the boss - they will use their rank and authority to direct & disciplinary measures to control & coordinate
- believe that centralisation is usually efficient and best - so they make the decisions and they play a pivotal role in all subordinate activities (that’s what they are paid for & expected to do – if they don’t, it could only be because of incompetence or a hidden agenda)
- provide explicit and detailed direction, leaving little to the employee's discretion
- and staff are different with managers being expected to know more and be more skilled and qualified, and receiving in return, more ‘perks’ and better quality facilities
- are expected to look as powerful as possible
- do not expect staff to motivate themselves and issue directions without consulting them
- are comfortable with command & control culture and pyramid structure
- assign tasks
- expect more information and reports (usually written) from employees
- are on the lookout for mistakes & assign blame when things go wrong
Staff
- do not expect to be consulted - they are uncomfortable and insecure with bosses who consult
- expect and appreciate close supervision - it's seen as part of the manager’s role
- defer to the boss who is expected to make decisions and lead actively from the front
- are unwilling to confront or challenge - this would be seen as disrepectful and arrogant
- keep the manager informed
- ask for and put a lot more in writing so they do not get blamed
When interacting
- 'High PD managers' may see 'LOW PD staff' as unmanageable, insubordinate, loose cannons
- 'Low PD managers' may see 'High PD staff' as unmotivated, lacking intitiative, unitelligent, technically incompetent
- 'High PD staff' may see 'LOW PD managers' as lazy, incompetent, indecisive, 'trap-setters' who expect staff to do THEIR job
- 'Low PD staff' may see 'High PD managers' as micromanging control freaks
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Managing those from High Power Distance Cultures
Speak and act with authority
Give explicit directions and take disciplinary action without compunction
Be decisive & lead from the front
Express deference and formality to those more senior - show loyalty and respect
When giving instructions - provide detail and structure
Follow up and supervise frequently and closely
Expect to be asked for explicit direction & instruction before action is taken
Expect to be copied in on more emails as employees protect/defend against blame
Do not be casual or overly friendly with subordinatesReporting to a Manager from High PD culture
Show respect for qualifications, status and seniority
Defer to older, wiser and more senior people for decisions
Express deference and formality
Do not expect to be consulted - one way communication is common
Show loyalty and respect - do not question or challenge
Keep the boss informed and do so in writing and formal reports
Seek permission before acting
To influence - offer a choice of options along with information on pros & cons, then and ask for the managers’ decision/advice on how to proceed rather than saying what you will do
Managing those from Low Power Distance cultures
Show respect for knowledge, ability & expertise Give teams resources, information and authority to make decisions on your behalf
Be informal - make requests rather than using commands
Do not rely on rank & discipline – use these sparingly - negotiate and problem solve with people
Make time for informal, two-way communication Expect to ‘discover’ what is happening during informal interactions rather than getting reports.
Expect to be questioned and challenged
Delegate and decentralise decision making
Give people room to move - expect that they will act as professionals - if they don't find out why and negotiate a solution rather than taking immediate disciplinary action
Do not micro-manage or give detailed instructions - set goals and agree on results to be achieved then leave room for employees to exercise judgement & discretion
Expect employees to take initiativeReporting to a Manager from a LOW PD culture
Demonstrate your knowledge and expertise by suggesting and initiating solutions rather than reporting problem and asking for directions
Demonstrate initiative - act first and be prepared to seek forgiveness rather than permission
Expect responsibility to be delegated to you - expect to be given a broad goal or outline rather than detail - the boss respects your knowledge and experience and expects you to use it on behalf of the organisation
Make time for informal, friendly two way communication - use these opportunities to let the boss know in general terms what you're doing
expect to be left to do your own thing and to get on with things without specific direction or close supervision - take responsibility
Ask for what you need, raise questions and challenge - the only question you should keep to a minimum is What should I do? Much better, if you're unsure to say I'm thinking of doing this...do you see any problems with that?
Expect a casual air & informality in the relationship but don't confuse this with carelessness or indifference to standards/performance
Other dimensions we explore in the seminar include:
Collectivism - Individualism
Uncertainty Avoidance
High-Low Context
Time (Chairos and Chronos)
Locus of Control
Come and join us - it's worth the effort to cross the cultural divide... you may even find you and your organisation are richer for it.You are person number
to read this article since 20-10-2003!
Remember to exercise judgment and discretion in choosing whether, when and how to use any of these concepts and suggestions to inform your consideration of issues.Nothing in this article constitutes advice for specific matters or issues you may be considering - so please ensure that you source appropriate, professional advice on specific matters you confront.
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