![]() ![]() The mapping process does not describe a culture. On each of these scales, there are two extremes countries are positioned up and down the scales, so you can see how two cultures fall in relationship to one another. It considers, for example, what it means to be a good communicator how trust is built differently in different parts of the world how to be persuasive in different cultures and how to make decisions or disagree without giving offense or causing harmful misunderstandings. Meyer: The Culture Map is eight dimensions, based on the types of behaviors that might occur throughout the workday. SHRM Online: What is the Culture Map and how is it used? That’s why the Culture Map is important: it allows you to consider what you’re doing in your daily interactions that may have an unintended negative impact on your employees or business partners in other countries. And if you put it in writing and send me what we discussed, that’s a clear sign that you don’t trust me.” So the American doesn’t know that he has offended the other person, but his action created a negative impression. A client from Indonesia told me that “when we have a discussion and make decisions verbally, that’s enough for me. But in many countries, that’s not true at all. The more you clarify, the more you put things in writing, the more professional. To Americans, that’s just a good business practice. we have this tendency at the end of a meeting to recap what has been decided and then recap it again in a memo sent to participants. But negative situations often arise because of it. ![]() Meyer: The vast majority of managers working across borders and cultures have little understanding of how culture is impacting their work. SHRM Online: How can poor cross-cultural competency negatively impact your workforce? Many of these differences, such as when to speak or stay quiet, the role of the leader, and what kind of negative feedback is the most useful, may seem small, but if you don’t understand them, it can lead to ineffective teams, demotivated employees and a frustrated workforce. Subtle differences in communication patterns, and complex variations of what is considered good business from one country to another, have a tremendous impact on how we understand each other, and on how we manage human capital. In today’s globalized economy we have to learn how to adapt our style to be effective managing populations from around the world. Fifteen years ago, the Dutch were mostly only managing Dutch people, and Mexicans were managing Mexicans, and Americans were primarily managing Americans. Doing that requires a high level of flexibility.įrom an HR perspective, helping people be effective leaders in a globalizing economy is both complex and important. We all have to learn to be much better at decoding which behaviors are cultural and which behaviors are personal. Meyer: As companies are globalizing, more and more people are working with colleagues who come from other countries. SHRM Online: What are some of the ways that culture impacts business and HR? Finally, she highlighted the types of cultural traps that are likely to affect HR. She sat down with SHRM Online to discuss how HR and business leaders can use her Culture Map tool to effectively manage global teams, and how to strengthen cross-cultural engagement. She is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business (PublicAffairs, June 2014). Meyer is an affiliate professor of organizational behavior, specializing in cross-cultural management at the international business school INSEAD outside Paris, France. Understanding those differences impacts global HR, cross-border teamwork and international assignment management. ![]() Professor Erin Meyer’s work has focused on decoding the complexities of cultural differences in multicultural business environments.
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