Introduction Culture & CRM. Culture, defined. Study models ASSESSING U.S. CULTURE. Applicability. Closing

Transcription

1 Introduction Culture & CRM Culture, defined Study models ASSESSING U.S. CULTURE Applicability Closing

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3 Source: Wikipedia

4 KEY: Warm, emotional, loquacious, impulsive Italy, Spain, Brazil, Venezuela, Argentina Greece, Portugal, Chile, Algeria Russia, Slovakia, Croatia, Romania MULTI- ACTIVE Colombia, Peru, Bolivia, Mexico Angola, Nigeria, Sudan, Senegal Saudi Arabia, Iraq, U.A.E. The LMR ( Lewis ) Model Source: Richard Lewis Communications Ltd. Courteous, amiable, accommodating, compromiser, good listener France, Poland, Hungary, Lithuania Belgium, Israel, South Africa Bulgaria, Turkey, Iran India, Pakistan Cool, factual, decisive planners Denmark, Ireland, Australia Indonesia, Malaysia, Philippines Netherlands, Austria, Czech Republic Korea, Thailand U.S.A., Norway Sweden, Latvia Taiwan, Hong Kong China Germany, Switzerland, Luxembourg LINEAR- ACTIVE U.K. Finland, Singapore Estonia Canada Japan REACTIVE Vietnam

5 The LMR ( Lewis ) Model Source: Richard Lewis Communications Ltd. Talks half the time Rarely interrupts Confronts with logic Does one thing at a time Plans ahead step by step Polite but direct Partly conceals feelings Dislikes losing face Job-oriented Uses mainly facts Truth before diplomacy Sometimes impatient Limited body language Respect officialdom Separates the social and professional LINEAR ACTIVE Talks most of the time Often interrupts Confronts emotionally Does several things at once Plans grand outline only Emotional Displays feelings Has good excuses People-oriented Feelings before facts Flexible truth Impatient Unlimited body language Seeks out key person Interweaves the social and professional MULTI ACTIVE Listens most of the time Doesn t interrupt Never confronts Reacts to partner s action Looks at general principles Polite, indirect Conceals feelings Must not lose face Very people-oriented Statements are promises Diplomacy over truth Patient Subtle body language Uses connections Connects the social and professional REACTIVE

6 Source: Wikipedia

7 The Hofstede ( 6-D ) Model Source: The Hofstede Centre

8 Erin Meyer Adjunct Professor, Organizational Behavior INSEAD

9 Source: Erin Meyer & HBR 8 Dimensions of Cultural Difference Communicating Evaluating Persuading Leading low context high context direct negative feedback --- indirect negative feedback principles-first applications first egalitarian hierarchical Deciding Trusting Disagreeing Scheduling consensual top-down task-based relationship-based confrontational non-confrontational linear time flexible time

10 Source: Erin Meyer & HBR COMMUNICATING low-context EVALUATING direct negative feedback PERSUADING principles-first LEADING egalitarian DECIDING consensual TRUSTING task-based DISAGREEING confrontational SCHEDULING linear time high-context indirect negative feedback applications-first hierarchical top-down relationship-based non-confrontational flexible time

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14 There s no i in team

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17 In line with the American individuality, is their HIGH COMPETITIVENESS.

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19 Personal competence, professionalism, and accountability for INDIVIDUAL PERFORMANCE are highly valued in American business culture; as a result, HELP IS ONLY SOUGHT IN ESSENTIAL SITUATIONS.

20 Cognitive trust: Americans trust people based on what they can accomplish, their proven record, skills, reliability, consistency, intelligence, transparency. TRUST FROM THE HEAD

21 Source: Management, professionalism, collaboration, friendship, smooth work: harmony between teams Hard work, aircraft development: accomplishment and continuation of the program

22 Communicate meaning and information explicitly. Conflict is dealt with directly and openly. This direct, robust debate is seen positively and as a sign of progress. Will not hesitate to say no or criticize others in public (remark: in a business context it bears no relation to personal feelings).

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25 Feedback is also given directly. However, it is usually sandwiched by lots of compliments and superlatives ( fantastic, outstanding, excellent, etc.), which are not supposed to mean much: it is the CRITICISM in the middle that counts.

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27 Time is an organization s scarcest resource, don t waste it. Americans don t always realize that other cultures will rarely, if ever, sacrifice status or protocol for financial gain (Richard Lewis). PROMPTNESS, PUNCTUALITY, UNINTERRUPTED MEETING FLOW, DEADLINES!

28 WORK is at the center of their lives; Americans make clear distinctions between work colleagues and friends in their social life.

29 Focus on practicality, gains, results, application. Americans are more interested in their future than in other people s past.

30 Introduction Culture & CRM Culture, defined Study models Assessing U.S. culture APPLICABILITY Closing

31 SOME POINTS TO WATCH OUT FOR

32 PROS Quick reactions CONS Trial and error; Risk taker

33 PROS Single pilot? No problem! CONS Reluctant to ask for help; Rambo

34 PROS Problem-solver in the cockpit! CONS Rambo II, The Sequel

35 PROS Sticks to what works CONS Old norms and customs are hard to change

36 PROS Start & finish, no loose ends CONS Loves simplification, sees most complications as unnecessary

37 PROS CONS?! Fails to assess him/herself; Fails to assess others; Fails to empathize

38 Introduction Culture & CRM Culture, defined Study models Assessing U.S. culture Applicability CLOSING

39 Developmental Model of Intercultural Sensitivity (DMIS) Source: Dr. Milton Bennett, IDR Institute ETHNOCENTRISM ETHNORELATIVISM ACCEPTANCE: ADAPTATION: MINIMIZATION: INTEGRATION: I m DEFENSE: I curious DENIAL: understand It s about They My us don t identity them, are other and need not them cultures, I m is much to not able and know primarily different; to but we re empathize about it s better, hard based we re this to culture they with on all say any them are who s stuff same, one weirdos and right culture; inside feel and the who s same wrong way I am a constant creator of my own reality

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41 Cultural self-assessment (Erin Meyer s model): hbr.org/assessments/culturalprofile

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