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Managing People and Organisations - Coggle Diagram
Managing People and Organisations
8 Scale Tool for Mapping Cultural Differences
(Erin Meyer)
Appreciation
for different cultures
Respect
for individual differences
Cultural patterns of behviour and belief
impact our
Perceptions
(what we see)
Cognitions
(what we think)
Actions
(what we do)
Culture is relative
A
Tool
that helps to
decode Cultural Patterns
8 Scales representing the
Management Behaviour
where
Cultural Gaps
are most common
Communicating
Low-context Cultures
Precise
Simple
Explicit
Clear
High-Context Cultures
Sophisticated
Nuanced
Layered
Less in writing, more in interpretation
Evaluating
Criticism
should be given
Constructively
It varies from
frank
vs
diplomatic
Persuading
How to balance
holistic
and
specific thought patterns
Westerns
deductive arguments
+
principles-first arguments
Specific thinking
Break down a sentence into a sequence of distinct components
British & Americans
Inductive Logic
+
applications-first Logic
Asians
Holistic view
Tend to show how the components all fit together
Leading
Degree of
respect
and
deference
show to autority
From
egalitarian
to
hierarchical
Based on the concept of
power distance
Deciding
Degree of a culture to be
consensus-minded
Not always
the most
egalitarian
are the most
democratic
e.g. Germans are more hierarchical than Americans but they try to make group agreement before making decisions
Trusting
Cognitive trust
(head) vs
Affective trust
(heart)
Task-based Cultures
Trust built cognitevely through
work
Relations-based Cultures
Trust as a
strong affective connection
Disagreeing
A
little open disagreement
is
healthy
Each Culture has its
Tolerance
,
helpful
vs
harmful
Scheduling
How much a Culture
adhere
to timetables**
Structured
, linear fashion (
Monochronic
)
Being
flexible
and
reactive
(
Poluchronic
)
Don't Let Power Corrupt You
(Julie Battilana & Tiziana Casciaro)
The Danger of
Hubris
(arroganza) and
Self-Focus
Cultivate Humility
Make acceptable to say "I don't know"
Establish ways to obtain honest input
Create reminders to remember that success is fleeting
Measure and reward humility
Cultivate Empathy
Immerse yourself in other people jobs
Use storytelling to make things personal
Embed interdependence in org systems
Step out of your company into real world
The best way to "exercise power" is to have a very
constructive discomfort with it
If you have power
your job is to
empower somebody else
