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The Culture Map Intro
2,283
The Culture Map
by Erin Meyer
Introducing
The Culture Map
The Book
“In this book, I provide a systematic, step-by-step approach to understanding the most common business communication challenges that arise from cultural differences, and offer steps for dealing with them more effectively.”
-Erin Meyer
The Author
- Meyer was born and raised in Minnesota. She has spent most of her adult life in Europe and Africa.
- Meyer is a professor at INSEAD, an international business school with campuses in France, Singapore and Abu Dhabi.
- She is a regular contributor to Harvard Business Review.
- She currently lives in Paris with her husbands and two sons.
Erin Meyer
The Framework
Meyer introduces the reader to eight cultural scales:
Communicating (high/low-context)
Evaluating (direct/indirect negative feedback)
Persuading (principles/application first)
Leading (egalitarian/hierarchical)
Deciding (consensual/top-down)
Trusting (task/relationship-based)
Disagreeing (confrontational/avoids confrontation)
Scheduling (linear/flexible time)
The Framework
“When you are in and of a culture – as fish are in and of water – it is often difficult or even impossible to see that culture”
Communicating
#1
Low-Context
- Good communication is precise, simple, and clear.
- Messages are expressed and understood at face value.
- Low-context cultures tend to be those with a shorter shared history.
"Tell them what you are going to tell them, then tell them, then tell them what you’ve told them."
- Examples: US, Canada, Australia, Netherlands.
#2
High-Context
- Good communication is sophisticated, nuanced, and layered.
- Messages are both spoken and read between the lines.
- Marriage is an example.
- There are seven-times more words in English than in French.
- Examples: Kenya, China, Japan, Korea, Indonesia.
#3
#4
Perceptions
Low to High
- Secretive
- Lacking transparency
- Unable to communicate effectively
High to Low
- Inappropriately stating the obvious
- Condescending
- Patronizing
“You may be considered a top-flight communicator in your home culture, but what works at home may not work so well with people from other cultures.”
Evaluating
#1
Indirect Negative Feedback
Negative feedback to a colleague is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Downgraders are often used when criticizing. Criticism is given only in private.
Downgraders
Downgraders (in more indirect cultures) are words that soften criticism like kind of, sort of, a little, etc. Other times they are full phrases that convey other meanings like “we aren’t quite there yet” which may actually mean “this is nowhere near ready.”
#2
Direct Negative Feedback
Negative feedback to a colleague is provided frankly, bluntly, honestly. Negative messages stand alone, not softened by positive ones. Upgraders are often used when criticizing. Criticism may be given to an individual in front of a group.
Upgraders
Upgraders (in more direct cultures) are words used before or after a negative comment that make it stronger like absolutely, totally or strongly: “This is totally unprofessional.”
#3
#4
The US is a confusing case for other cultures.
We are low-context, but we tend to be more indirect in negative feedback. This can lead to serious confusion and mistaken expectations.
Why does this matter?
Application
Global Strategy
4 Countries
Nate Tatman
Italy/US