第1个回答 2013-12-28
Why do cultures clash? Culture clashes occur when we judge the behaviour of a person from another culture using our own values.
For example, a British approach to time may be that there is never enough and so we use it carefully and make sure we don't waste it. Another culture may see time as something they don't need to control so strictly and see a flexible response to things as more useful. These two different approaches can quickly lead to clashes in a business setting.
So how can I avoid culture clashes?
Well, you can either choose to live the life of a recluse and avoid all contact with other people who are different to you … Or you can look at raising awareness of your own culture, such as what values you have around things like time management and so on.
By understanding your own preferences, you will be better prepared when you meet different ways of doing things. Also, keep an open mind, people have reasons to act the way they do – find out what it is and find a way to work with it.
How can I become more effective across cultures?
Know self - This includes knowing about your own culture (national & regional) and knowing how you as an individual fit the national generalisation (are you typical?). In addition, other aspects to take into consideration are your professional culture (Legal, HR, Accountancy, etc.) and your organisational culture (hierarchical? task-driven? people-centred?).
You can either choose to live the life of a recluse and avoid all contact with other people who are different to you … Or you can look at raising awareness.
Know others - This includes knowing the other culture or cultures you are working with. When you 'know' them then you can begin to understand why they do what they do and think as they do. Part of this is of course the country background (history, language, customs, place in the world, etc.) but more importantly, it must take into account the ways and practices of doing business.
This includes the general communication style (direct, indirect), the attitude towards issues involving the use of time as we mentioned it earlier, attitudes towards hierarchy, group or more individualist orientation preferences, attitude towards tasks vs. relationship orientation and how they deal with emotions in the workplace (freely and visible or unacceptable?) and finally the attitude towards rules and regulations, is it hard and fast (the law is the law regardless of circumstances) or is it much more dependent upon the context and prevailing circumstances?
Taking people with you - Now you have the above you can begin to formulate a way forward that acknowledges the place you are coming from (self) and where the people you are working with are (others). Whose way is best? Ours? Theirs? A combination? Or neither?
These are good questions to ask yourself. The key is - what is the objective? Once you have that clear you can work backwards from there to developing a change process that will be effective.
Process check - A key point to keep in mind is to be aware of the 'happy compromise'. Do not use a notion of 'fairness' to develop business processes – only use ways that draw on the best that is on offer from all sides that will be effective whilst at the same time paying due respect on all sides.
If you still opt to introduce 'your' way after due consideration of all aspects of the situation ensure that you 'sell' it into the various cultural contexts in a way that shows understanding and respect whilst at the same time providing a good inter-culturally aware learning and development plan specifically for it.
If you are interested in trialling a demo of our revised Managing across Cultures eLearning module, then get in touch with us using the information below.