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Turning Culture Differences into Advantages

Turning Culture Differences into Advantages . Prepared for SPACE International Conference Tallinn – April 23, 2009 Richard D. Lewis, Chairman RICHARD LEWIS COMMUNICATIONS. Culture is moving higher up the world agenda as a major challenge in business and politics.

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Turning Culture Differences into Advantages

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  1. Turning Culture Differences into Advantages Prepared for SPACE International Conference Tallinn – April 23, 2009 Richard D. Lewis, Chairman RICHARD LEWIS COMMUNICATIONS

  2. Culture is moving higher up theworld agenda as a major challenge in business and politics

  3. Areas ofCross Cultural Misunderstanding • Values • core beliefs • national characteristics • attitudes and world view • Communication • speech styles • listening habits • Attitude to Authority and Leadership

  4. Layers of Culture National Regional Educational Professional Gender Class Religious Generational Ethnic Corporate Personal

  5. Stereotyping(or generalisation) • A valuable tool but: (i) it must be consciously held (ii) it should be descriptive rather than evaluative (iii) it should be managed

  6. Categorisation of Cultures

  7. © 1998, 2007 Richard D Lewis

  8. © 2001 Richard D Lewis © 2001 Richard D Lewis

  9. © 2001, 2008 Richard D Lewis

  10. © 2001, 2008 Richard D Lewis

  11. Human Mental Programming

  12. Human Mental Programming – USA –

  13. Human Mental Programming – UK –

  14. Human Mental Programming – Germany –

  15. Human Mental Programming – Estonia –

  16. Life Within Horizons

  17. French – USA Horizons

  18. French – USA Horizons

  19. Communication Patterns

  20. National Communication Patterns – Italy –

  21. National Communication Patterns – Finland –

  22. National Communication Patterns – Germany –

  23. National Communication Patterns – USA –

  24. National Communication Patterns – UK –

  25. British Coded Speech (1) What is said What is meant Hm….interesting idea You could say that We must have a meeting about your idea We shall certainly consider it I’m not quite with you on that one I agree, up to a point What a stupid suggestion I wouldn’t Forget it We won’t do it That is totally unacceptable I disagree

  26. British Coded Speech (2) What is said What is meant Remind me once more of your strategy We must wait for a politically correct time to introduce this It has lots of future potential He works intuitively He’s our best golfer Let me make a suggestion I wasn’t listening last time Forget it It’s failed He’s completely disorganised We keep him out of the office This is what I’ve decided to do

  27. National Communication Patterns – Estonia –

  28. Listening Habits

  29. Listening Habits – USA –

  30. Listening Habits – Germany –

  31. Listening Habits – France –

  32. Listening Habits – Italy –

  33. Listening Habits – Estonia –

  34. Leadership Styles

  35. Leadership Styles • Managers in L/A cultures will: • Demonstrate and look for technical competence • Place facts before sentiments, logic before emotion • Be deal oriented, with a view to immediate achievement and results • Managers in M/A cultures will: • Rely on their eloquence and ability to persuade • Use human force as an inspirational factor • Complete human transactions emotionally • Managers in Reactive cultures will: • Will dominate with knowledge, patience and quiet control • Display modesty and courtesy • Create a harmonious atmosphere for teamwork • Be paternalistic

  36. Leadership style

  37. Leadership style - USA - - UK -

  38. Leadership Style Estonia

  39. Meetings

  40. Meetings • Linear-active cultures

  41. Meetings • Multi-active cultures

  42. Concepts of Time and Space

  43. Concepts of Time Linear-active Multi-active & reactive

  44. © 2001 Richard D Lewis

  45. © 2001 Richard D Lewis

  46. Macro and Micro-level Cultural Adaptation

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