![]() US is the most low-context culture followed by Australia, Canada, Netherlands, Germany, UK. Japan is the most high-context society due to long shared history, followed by Korea, China and Indonesia. In high-context the communication is implicit, the message is nuanced and layered, body language is crucial, so we need to learn to read between lines. Low-context societies communicate explicitly – what is said is meant, the message is simple and clear, they do not assume the same background, so repeat the message a few times which might be irritating for high-context cultures. ![]() Communicating: Low-context – High-context In this post I’m going to explain two of these 8 dimentions in more details. Scheduling: Linear-time – Flexible-time.Disagreeing: Confrontational – Avoids confrontation.Trusting: Task-based – Relationship-based.Persuading: Principles-first -Applications-first.Evaluating: Direct negative feedback -Indirect negative feedback.Communicating: Low-context – High-context.Very similar to Solomon & Schell, Intercultural Awarness Model (IMAC) covers 8 groups:Įrin Meyer’s 8 dimensions of Culture Map: Long term orientation versus Short term orientation.Hierarchy versus Equality/ EgalitarismLong Term Orientation versus Short Term Orientation.Strong versus Weak Uncertainty Avoidance.Examples of dimensions in culture differences Geert Hofstede divides cultures into 6 dimensions: Interested in how Erin explains it- watch the video in the additional material. Very often we are trapped in stereotyping, so become aware of the both cultural and individual differences help us in being more successful in a global environment. We can have totally opposite perception of the same culture because we see it through our lenses. The same culture can be described completely differently depends the perception. On the other hand Indians who are very flexible regarding time (flexible-time) find French too much rigid, structured, focused on punctuality. British are more time focused (linear-time) than French, so find French very disorganized and chaotic, always late. It opened my mind a lot and made me realized that not the place on the scale is important, but the gap between one culture and another. In the book Erin offers a practical framework to help leaders to navigate through cultural differences.Īlthough there are a few other culture typologies and a lot of books on this subject I found this 8 dimentions- model very useful and complimentary to others. Breaking Through the Invisible Boundaries of Global Business by Erin Meyeris a must-read for everyone who wants to be an effective manager. In this complex environment, The Culture Map. Additional to these a team creates its own culture. There are regional, generational, departmental, functional, organizational plus cultural differences, which increase with virtual world as more boundaries need to be crossed. The way a team functions is directly related to the organization, but challenges in teams also come about as a result of national cultural differences. ![]() We also need to be aware of cultural differences, which run deep. Being open to individual differences is important but not sufficient to succeed in today’s complex global business world. Managing global teams is both challenging and interesting. Globalization is a fact and whether you like it or not, today’s workplace is no longer defined by its bricks and mortar walls. She offers cutting-edge insight and practical strategies to improve the effectiveness of projects that span the globe. Her work focuses on how the world’s most successful managers navigate the complexities of cultural differences in a global environment. Erin is a professor at INSEAD, one of the leading international business schools. Inspired by her talk decided to read her book and share some thoughts with you. I have met Erin Meyer at Project Management (PMI)® Leadership Institute Meeting (LIM)® held in May in London.
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