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.Sometimes the models consist of severalpairs of opposite characteristics that describe a continuum; othermodels measure a society as being high, medium, or low in certaindimensions.To study behavior and attitudes, researchers havemeasured all societies and come up with guidelines; thus, every societyfalls somewhere on the continuum.For example, if direct communi-cation is at one end of the dimension and indirect communicationis at the other end, you will find some cultures clustered at either end(for example, Germany, Switzerland, and the Netherlands at one52S O L O M O N - S C H E L Lextreme and Japan, Thailand, and India at the other) and other coun-tries dispersed between the extremes.3As was mentioned in Chapter 2, the CW Model„ is adapted from theWindham International and ICAM„ models and also is steeped in thework of world-renowned thinkers, including Geert Hofstede, Fons Trompe-naars, and Edward T.Hall.4 The CW Model„ defines seven key characteristics and is an easy to-understand cultural template that takes thisamorphous subject and concretizes it, giving it distinct definitions, or whatare referred to commonly as cultural dimensions.The CW Model„ is a toolfor businesspeople who need to understand their own behaviors as well asthe people with whom they are working.Tailored to be easy to learn, itbuilds on familiar terms and experiences and is intended to be used in amobile, ever-changing business world where global professionals travelfrom culture to culture, work on multicultural teams, and need a readilyunderstandable working model.It has been used as a core component incross-cultural training and counseling programs for hundreds of expatri-ates and thousands of CultureWizard„ Web site users who need to under-stand and adjust to behavioral differences.Having a grasp of the CWModel„ is the master key to developing a global mindset.The Need to Generalize and the Risk ofStereotypingWe all have colleagues and friends who may have similar backgroundsbut who behave differently from us.For example, you may show up ata meeting exactly on time, pen in hand and ready to get right down tobusiness, whereas your partner may stand outside the door chattingwith others and ignoring the clock on the wall.You’re both from thesame culture and the same organization and even live in the sameneighborhood, but you know—and frequently can see—that you aredifferent from each other.(More about this later in the chapter.)M A N A G I N G A C R O S S C U L T U R E S53We need to create cultural generalizations to teach and learnculture, but keep this individuality in mind as you are reading thismaterial.However, although two people from the same culture mayhave a different sense of building relationships (versus being on timeto a meeting in this example), there still is an accepted national norm.Although you may see yourself as being different from your partner, topeople from other cultures both of you appear to approach things in asimilar way.In other words, if they are to learn about your culture, theyhave to generalize about your behaviors.Furthermore, there are subcultures within each national culturethat have their own distinct values and beliefs.For example, a Texan anda New Yorker see themselves as extremely different from each other(and in fact, when working together, they need to be aware of the culturaldifferences between them), but someone from another culture willsee them as being quite similar and representative of American culturalvalues.Using the CW Model„: The Seven KeysThis model defines seven key characteristics or dimensions:1.Hierarchy and egalitarianism2.Group focus3.Relationships4.Communication styles5.Time orientation6.Change tolerance7.Motivation—work-life balance.54S O L O M O N - S C H E L LThe following chapters (4–10) will examine these seven culturaldimensions by identifying the surface behaviors you can see as well aswhat they mean to you.Using real-life business case studies, you’ll seethe power of culture and the ability to make use of the understandingyou’ll gain when you can decipher interrelated and complex culturalcharacteristics.Taken together, these dimensions account for almostthe entire spectrum of the behavior you’ll encounter (see Figure 3-4).Figure 3-4Recognizing cultural differences through a globalmindset filterIndirectChangeHierarchicalGroupInterpersonal Communication High Time*ToleranceStatusEgalitarianIndividualTransactionalDirectLow Time†ChangeBalanceCommunicationAverseUnited StatesChinaItaly* High Time refers to cultures where time is controllable and thought of as a commodity that can be saved and spent like money.† Low Time is where time is thought of as being fluid and therefore is not really controllable and can only be moderately managed.What makes this process even more complicated is the fact thatcultural behaviors are layered in multidimensional ways.On one level,you can look at culture’s layers by nationality, but within any countrythere are subcultures that have distinguishably different values andbehaviors.Also, there are also personality differences and personal styles.M A N A G I N G A C R O S S C U L T U R E S55The ability to read these behaviors and appreciate their impactis a skill you will gain on your way to acquiring a global mindset.As you learn about culture and its manifestations, you’ll learn torecognize, distinguish, and adjust in order to be productive andeffective [ Pobierz całość w formacie PDF ]