Benefiting from cultural diversity
Globalization has brought many benefits and opportunities, as well as risks. One of the greatest advantages is the ability to work with new people, cultures and perspectives. Management writer Fons Trompenaars highlights several principles to ensure success.
Managing cross-cultural relationships involves three stages:
1. Being aware of the origins, nature and influence of cultural differences
2. Respecting cultural differences in style and approach
3. Reconciling cultural differences by showing people how to use a variety of values and approaches.
Universalism versus particularism
• For universalists, rules and procedures are applied consistently
• For particularisms’, relationships and flexibility are more important.
Universalists assume that certain standards are right and attempt to change attitudes to match their own. Particularist societies are characterized by the bonds of relationships rather than rules.
Individualism versus communitarianism
Individualist cultures (such as Israel, Canada and the USA) are self-oriented, emphasizing individual freedom and responsibility. Communitarian cultures (such as Mexico, India and Japan) emphasize the group and common goals.
Neutral versus affective
This focuses on the extent to which people display emotions and the interaction between reason and emotion in relationships. In neutral cultures, people are taught that it is incorrect to display emotion. In affective cultures, people express their emotions.
Specific versus diffuse
This affects the way people approach situations and their involvement in relationships. People from ‘specific’-oriented cultures consider each element of a situation, analyzing parts separately before putting them back together. People from ‘specific’-oriented cultures separate work from personal relationships. In ‘diffuse’-oriented cultures people see elements as part of a bigger picture with individualism subsumed. Examples of diffuse societies include China, Nigeria and Kuwait.
Achievement versus ascription
This focuses on how personal status is assigned. Achieved status (as found in, for example, the USA, Australia and Canada) relates to an individual’s actions, whereas ascribed status (as found in, for example, Egypt, Argentina and the Czech Republic) is concerned with who you are.
Sequential versus synchronic
This is about perceptions of time. People in sequential cultures view time as a series of events, taking time and schedules seriously. Synchronic cultures view past, present and future as interrelated and do several things at once.
Internal versus external control
This has to do with the extent to which people believe that they’re in control or are affected by their environment. People who have an internally controlled view believe that they dominate their environment. Those with an externally controlled view focus on their environment rather than themselves.
Reconcile differences in the following ways:
• Look for opportunities and value from both perspectives.
• Define issues in terms of dilemmas or end results – what needs to be achieved – instead of focusing on the means. Find ways to avoid compromise as this is often the lowest common denominator.
• Reach out to colleagues of different orientations. Their perspectives and experiences are potentially interesting and advantageous.
• Be willing to invest effort in communicating across cultural boundaries.
• Respect and practice generic and local business customs.