The Culture Map (Map of cultural differences) (Category Management)
I read this ten-year-old bestseller from Erin Meyer on vacation and I liked it. In it, Erin, a professor at INSEAD, interestingly laid out her hypothesis about a map of the differences of different cultures, which can be perceived through eight separate, continuous scales that include a map of the differences of different cultures. 1. Communication (communication): low-context vs. high-context 2. Evaluation (valuation): direct vs. indirect negative feedback 3. Persuading (conviction): principles-first vs. applications-first 4. Leading (leadership): egalitarian vs. hierarchical 5. Decision-making (decision making): consensual vs. top-down 6. Trust (trust): task-based vs. relationship-based 7. Disagreement (disagreement): confrontational vs. avoidance 8. Scheduling (planning): structured vs. flexible24
Erin’s school of thought is that each of these scales has two extreme values, and then each country is positioned on the scale to reflect the median of acceptable behavior. But what is important is not the point itself, but rather the relative position of the countries among themselves, since everything is known by comparison. To do this, the author generously gives a very large number of examples, dissecting each axis. 1. Communication (communication)
- Low-context - (USA)The American manager will say directly, "The project deadline is next Friday." 17:00"
- High context. (Japan)A Japanese manager might say, "We should think about finishing soon," expecting the team to understand the implied urgency. 2. Evaluation (valuation
- Straight. (Netherlands): "This presentation is completely wrong and needs reworking."
- Indirect. (USA): "You have made some interesting remarks, but it may be worth considering alternative approaches." 3. Persuading (conviction)
- From principles. (Germany): The German manager will first explain the theoretical framework and methodology before presenting the conclusions.
- From practice. (USA)The American presenter will start with a conclusion or recommendation, then, if necessary, provide supporting data. 4. Leading (leadership)
- Egalitarian. (Denmark): Employees freely disagree with their boss in meetings and may skip hierarchical levels when communicating.
- Hierarchical. (China): Employees should follow proper channels and receive the approval of a direct supervisor before contacting senior management. 5. Decision-making (decision making) Consensus (Japan): Each department must review and approve the proposal before it goes up the chain of command. Top down. (Brazil)The boss makes his own decisions and the team members must make them without question. 6. Trust (trust) Based on objectives (USA): Confidence is built through stable results and deadlines. Relationship-based (China): Trust develops through shared lunches, face-to-face conversations, and building social connections outside of work. 7. Disagreement (disagreement): Confrontational (France)Team members openly debate and challenge each other’s ideas during meetings. Avoidant (Japan): Problems are discussed privately in small groups to maintain harmony and avoid public confrontation. 8. Scheduling (planning) Structured (Germany)Work follows fixed schedules with clear deadlines and precise time frames. Flexible. (India)Schedules are adaptable, with movable deadlines and adjustable working hours depending on the circumstances.
As a result, the book, through modeling and examples, helps readers to look at other cultures with an open mind and assess which misunderstandings arise from cultural differences rather than incompetence. It crosses cultural boundaries and can help a multicultural team manager. Identify potential areas of conflict between cultures Adapt management style to a specific culture/culture Improve communication in international teams
P.S. There's a good one. survey Books by Ruslan Fazlyev, CEO of Ecwid.
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