Transcript Session 2 Culture Trompenaar Final

Culture Perspective of
Trompenaar
Riding The Waves of Culture:
Understanding Cultural Diversity in Business
Lecture Material
Djamaludin Ancok
The Basis of Cultural Differences
Source of differences:
– Differences in relationship with other people
– Differences in perception of time
– Differences in relation to time
What is your answer
You are riding a car driven by
a close friend. He hit a
pedestrian. You know he was
going at least 35 miles an hour
inn the city where the
maximum speed is 20 miles.
There are no witnesses. His
lawyer says that if you testify
under oath that he was only
driving 20 miles per hour it
may save him from serious
consequences.
What right has your friend to
expect you to protect him.
1a. My friend has a definite right to
expect me to testify to the lower
figure .
1b. He has some right as a friends
to expect me to testify to the lower
figure.
1c. He has no right as a friend to
expect me testify to the lower
figure.
What do you think you would do:
1d. Testify that he was going 20
miles an hour
1e. Not testify that he was going 20
miles an hour
Relationship with Other People (1)
Universalism versus particularism.
– The universalists assume that what is good
and right can be defined an always applies in
every situation & moment. The particularists
assume that good and right depend upon the
circumstances ( friendship is more
important than applying a rule with rigidity).
– Should we focus on Rules or Relationship?
For Universalist rules apply in every condition,
while for Particularist depend on the condition.
Car accident hit pedestrian. You
Are riding a car with a friend.
1a. My friend has a definite right to
Expect me to testify to the lower
figure .
1b. He has some right as a friends
to expect me to testify to the lower
Figure.
1c. He has no right as a friend to
expect me testify to the lower
Figure.
What do you think you would do:
1d. Testify that he was going 20
Miles an hour
1e. Not testify that he was going 20
Miles an hour
Culture orientation
Universalism vs Particularism
(source:Trompenaars,1993)
Universalists
Focus more on rules than
relationships
Legal contracts are
readily drawn up
A trustworthy person is
the one who honours
their word or contract
There is only one truth or
reality, that wchich has
been agreed to
A deal is a deal
Particularists
Focus is more on
relationships than on rule
Legal contracts are
readily modified
A trustworthy person is
the one who honours
changing mutualities
There are several
perspectives on reality
relative to each
participants
Relationships evolve
How to do business
Universalists (for
particularist)
Be prepared for rational,
professional arguments
and presentations that
push for your
acquiescence
Do not take impersonal,
“get down to business”
attitudes as rude
Carefully prepare the
legal ground with a
lawyer if in doubt
Particularist (for
universalist)
Be prepared for personal
“meandering” or
“irrelevancies” that do not
seem to be going
anywhere
Do not take personal,
“get to know you”
attitudes as small talk
Carefully consider the
personal implications of
your “legal safeguard”
When managing and being managed
Universalists
Strive for consistency and
uniform procedure
Institute formal ways of
changing the way business is
conducted
Modify the system so that
the system will modify you
Signal changes publicly
Seek fairness by treating all
cases in the same way
Particularists
Build informal networks &
create private understanding
Try to alter informally
accustomed patterns of
activity
Modify relations with you, so
that you will modify the
system
Pull levers privately
Seek fairness by treating all
cases on their special merits
Relationship with Other People (2)
Individualism versus Collectivism,
where people see themselves as an
individual or as part of group. In the
individualistic culture people think their
individual need is more important than the
group need, while in the collectivistic
culture the other way around.
You have just come from a secret meeting of the board of
directors of a company. You have a close friend who would be
ruined unless she can get out of market before the board’s
decision become known. You happen to be having a dinner at the
friend’s home in the evening.
What right does your friend have to expect you to tiff of.
1a. She has a definite right as a friend to tip her off .
1b. She has a some right as a friend to tip her off .
1c. She has no right as a friend to tip her off .
Would you tip her off in view of Your obligations to the company
and your obligation to your friends
1d. Yes
1e. No
Has a secret information, would
You release to a lose friend.
1a. She has a definite right as
a friend to tip her off .
1b. She has a some right as
a friend to tip her off .
1c. She has no right as
a friend to tip her off .
Would you tip her off in view of
Your obligations to the company
and your obligation to your friends
1d. Yes
1e. No
Individualism vs Collectivism
Individualism
More frequent use of “I”
form.
Decisions made on the spot
by representatives.
People ideally achieve alone
and assume responsibility.
Vacations taken in pairs, even
alone.
Collectivism
More frequent use of
“We” form.
Decisions referred back
by delegate to
organization.
People ideally achieve in
groups which assume
joint responsibility.
Vacations in organized
groups or with extended
family.
Tips for doing business
Individualist (for collectivists)
Prepare for quick decisions and
sudden offers not referred to
HQ.
Negotiator can commit those who
sent him or her and is very
relucatant to go back on an
undertaking
The toughest negotiations were
probably already done within the
organization while preparing for
the meeting. You have a tough job
selling them the solution to this
meeting.
Conducting business alone means
that this person is respected by
his or her company and has its
esteem.
The aim is to make a quick deal.
Collectivists (for individualist)
Show patience for time taken to
consent and to consult.
Negotiator can only agree
tentatively and may withdraw an
undertaking after consulting with
superiors.
The toughest negoatiations are
with the collectivists you face.
You must shomehow persuade
them to cede to you points which
the multiple interest in your
company demand.
Conducting business when
surrounded by helpers means that
this person has high status in his
or her company.
The aim is to build lasting
relationships.
When managing and being managed
Individualists
Try to adjust individual
needs.
Introduce methods of
individual incentives like payfor-performance, individual
assessment, MBO.
Expect job turn over and
mobility to be high.
Seek out high performers,
heroes and champions for
special praise.
Give people the freedom to
take individual initiatives.
Collectivists
Seek to integrate personality
with authority within the group.
Give attention to esprit de
corps. Morale and
cohesiveness.
Have low job turnover and
mobility.
Extol the whole group and avoid
showing favoritism.
Hold up superordinate goals for
all to meet.
Relationship with Other People (3)
Neutral or Emotional. Should a person
be involved emotionally in a relationship or
should it be objective. In USA business
relationship is just achieving the objective.
While in Asian countries business is
human affair that involve emotion
Feelings and relationships
Neutral
Do not reveal what they are
thinking or feeling.
May (accidentally) reveal
tensions in face and fosture.
Emotions often dammed up
occasionally explode.
Cool and self-possessed
conduct is admired.
Physical contact, gesturing, or
strong facial expressions
often taboo.
Statements often read out in
monotone.
Affective
Reveal thoughts and feelings
verbally and non-verbally.
Transparancy & expressiveness
release tensions.
Emotions flow easily, effusively,
vehemently and without
inhibition.
Heated, vital, animated
expressions admired.
Touching, gesturing and strong
facial expressions common.
Statements declaimed fluently
and dramatically.
Tips for doing business with
Neutral (for affectives)
Ask for time-outs from meeting
and negotiations where you
can patch each other up and
rest between games of poker
with the Impassive ones
Put as much as you can on
paper beforehand
Their lack of emotional tone
does not mean they are
disinterested or bored, only
that they do not like to show
their hand.
The entire negotiation is
typically focused on the object
or proposition being discussed,
not so much on you as a
person.
Affectives (for neutral)
Do not be put off your stride
when they create scenes and
get histrionic; take time-outs
for sober reflection and hard
assessment.
When they are expressing
goodwill, respond warmly
Their enthusiasm, readiness to
agree, or vehement
disagreement does not mean
that they have made up their
minds.
The entire negotiation is
typically focused on you as
persons, not so much on the
object or proposition being
discussed.
When managing and being managed
Neutrals
Avoid warm, expressive or
enthusiastic behavior. These are
interpreted as lack of control over
your feelings and inconsistent with
high status.
If you prepare extensively
beforehand, you will find it easier
to “stick to the point”, that is, the
neutral topic being discussed.
Look for small cues that the
person is pleased or angry and
amplify their importance.
Affectives
Avoid detached, ambiguous and
cool demeanor. This will be
interpreted as negative evaluation,
as disdain, dislike, and social
distance. You are excluding them
from “the family”.
If you discover whose work,
energy and enthusiasm has been
invested in which projects, you are
more likely to appreciate
tenacious positions.
Tolerate great “surfeits” of
emotionally without getting
intimidated or coerced and
moderate their importance.
Relationship with Other People (4)
Specific versus Diffuse.
How far we get involved emotionally with
business partner is the core issue of specific vs
diffuse.
People in the specific culture talk about business
directly to the point disregarding personal
relationship. Meanwhile people in the diffuse
culture talk about personal matter & get in touch
personally before starting business deal.
American is an example of the specific culture, &
Swedish is an example of diffuse culture.
What is your answer
A boss asks a
subordinate to help him
paints his house. The
subordinate who does not
feel like doing it,
discusses the situation
with a colleague.
A. The colleague argues:
“You don’t have to paint if
you don’t feel like it. He is
your boss at work.
Outside he has little
authority.”
B. The subordinate
argues: “ Despite the fact
I don’t feel like it, I will
paint. He is my boss and
you can’t ignore that
outside work either.
Specific Relationship
Diffuse Relationship
Recognizing the differences
Specificity
Direct, o the point,
purposeful in relating
Precise, blunt, definitive
and transparent.
Principles and consistent
moral stands independent
of the person being
addressed.
Diffuseness
Indirect, circuitous,
seemingly “aimless”
forms of relating
Evasive, tactful,
ambiguous, even opaque.
Highly situational morality
depending upon the
person and context
encountered
Tips for doing business with
Specific-Oriented (for diffuse
individuals)
Study the objectives, principles
and numerical targets of the
specific organization with which
you are dealing
Be quick, to the point
Structure the meeting with time,
interval & agenda.
Do not use titles or
acknowledge skills that are
irrelevant to the issue being
discussed.
Do not be offended by
confrontations; they are usually
not personal.
Diffuse Oriented (for specific
Individuals)
Study the history, background
and future vision of the diffuse
organization with which you
expect to do business.
Take time and remember there
are many roads to Rome.
Let the meeting flow,
occasionally nudging ist
process.
Respect a person’s title, age,
background connections,
whatever issue is being
discussed.
Do not get impatient when
people are indirect or
circuitous.
When managing and being managed
Specific-Oriented
Management is the realization
of objectives and standards
with rewards attached
Private and business agendas
are kept separate from each
other.
Conflicts of interest are frowned
upon.
Clear, precise and detailed
instructions are seen as
assuring better compliance, or
allowing employees to dissent
in clear terms.
Begin report with executive
summary.
Diffuse oriented
Management is a continuously
improving process by which
quality improves.
Private and business issues
interpenetrate.
Consider an employee’s whole
situation before you judge him
or her.
Ambiguous and vague
instructions are seen as
allowing subtle and responsive
interpretation through which
employees can exercise
personal judgment.
End reports with a concluding
review.
Relationship with Other People (5)
Achievement versus Ascription: In the
culture of achievement people judge
individuals on the basis of their
achievement, while in the ascription
culture the judgment of people is based on
their family origin, family status and
connection.
Achieved status refers to “doing”, ascribed
status refers to “being”.
Test of Time Orientation
(Circle the following statements that fits to your value)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Live each day to the fullest
Do not put off until tomorrow what you can do today
If it was good enough this way for 10 years, then it is good
enough for another 10 years.
Don’t fix what is not broken
Tomorrow is another day.
A stitch in time saves nine
This too will pass
Haste makes waste
The early bird gets worm
With time everything get better.
Attitudes to time
The way people look at time differs:
– Future Oriented. In some culture people do not care
much about what has been achieved in the past, but
what people want to do in the future. Future orientedmanagers are more likely to consider long-term
impacts of planning (USA)
– Past Oriented. On the contrary in other culture people
are proud of the past. Past oriented values are more
likely to recreate past behavior for planning (French)
– Present Oriented. Present-oriented managers will
have short-term concerns in planning.
Monochronic & Polychronic
use of time
Monochronic—focus on a single activity and
then move on to the next activity
Polychronic—focus on multiple activities at the
same time
Shapes the schedule, dealing with interruptions,
time horizon, pace of activity, & punctuality
Associated with use of space, priority to task
accomplishment vs. relationships
Test your time style: Polychronic or Monochronic
( Please circle T or F)
T F 1. Time is cyclical
T F 2. Time can be wasted
T F 3. A friend’s feeling is more important than getting a job done.
T F 4. It is best to do one thing a a time.
T F 5. It is important to spend time in social activities.
T F 6. It is best to do one thing at a time finish it before starting on the next task.
T F 7. Spontaneity is a desirable trait.
T F 8. It is insulting to be kept waiting.
T F 9. A task can always be finished tomorrow.
T F 10. Time equal money.
Ganjil T, Genap F > P
Monochronic
Polychronic
Use of time
Task oriented & follow
through; can implement
time management
techniques
Being on time
Relationship oriented & less
likely to follow through;
unlike to implement time
management techniques
Flexible as to schedules
Respect others privacy Low barriers to privacy &
& private property (don’t private property (lend &
lend or borrow)
borrow)
Accept short term
relationships
Sustain long term
relationships
Attitudes to the Environment
Subjugation to nature where people view the nature as the source of life.
People would treat the nature as part of their sacred place which should be
protected from any harm. In the society who hold this view, any activity
which harm the sustainability of the nature is a sinful act. Nature should be
protected. Life in this context is viewed as predetermined, or preordained by
the supernatural power.
Harmony with nature People should live side by side with nature. People
may take benefits from the nature but without harming sustainability and
the important role of nature to support people’s life. How this orientation
may influence the way people do business may be seen in the following
examples. In building the railway, should not destroy the forest and hill, but
should adjust the building of railway to minimum alteration of nature.
Mastery over nature where people try to change the nature as required by
their own need. Referring to the previous example of building railway,
people who hold this value will alter the terrain by leveling the trees and the
hills. Therefore in the society where this value is the predominant value, the
resistance from society in cultivating culture for business activities is
acceptable.