The Diversity Dashboard: A Manager’s Guide to Navigating in Cross-Cultural Turbulence

Citation

(2014), "The Diversity Dashboard: A Manager’s Guide to Navigating in Cross-Cultural Turbulence", Human Resource Management International Digest, Vol. 22 No. 1. https://doi.org/10.1108/HRMID.04422aaa.003

The Diversity Dashboard: A Manager’s Guide to Navigating in Cross-Cultural Turbulence

Article Type: Suggested reading From: Human Resource Management International Digest, Volume 22, Issue 1

Deborah Swallow and Eilidh Milnes,
2013, ISBN: 9781908984197

Deborah Swallow and Eilidh Milnes, in The Diversity Dashboard, provide ideas, insights and anecdotes on diversity.

The book outlines the journey to intercultural competence through six stages and lists 15 instruments to assess cross-cultural differences in the workplace. It provides ten strategies for clear cross-cultural communication. It also outlines three communication gems. At the end the book offers ten tips to ensure that meetings run well, ten teleconferencing tips and ten business-card tips.

People from egalitarian “I” and “me” cultures prefer clarity in their conversations in order to communicate more effectively and directly. Directness is seen as honest and showing respect by treating others as equals.

People from status-conscious cultures, especially those from the Far East,

are particular about where they sit in relation to their subordinates and the senior person from the other side.

In egalitarian cultures, people are trained to be competent in their role and delegation of responsibility can therefore be passed down the ranks. The Finns, Norwegians, Swedes and Dutch are among the most egalitarian cultures, with extremely flat management structures.

Since the Japanese work in groups, the business decision-making process is slow. Unlike American business people, who have often been authorized to make business decisions within the capacity allowed by upper-level management, Japanese business people are not normally given authorization to make a decision alone.

To influence and persuade people from other cultures their hearts and minds must be won. It is like the two blades of a pair of scissors where one blade cuts more sharply but both are needed for the job to be done.

In Asian cultures, mind and body are as one. Knowledge is not individualized, but readily shared with a network to create a body of knowledge. “Heart” cultures prefer tacit, intuitive, relationship-based knowledge. Tacit knowledge is highly revered. People from heart cultures tend to come from relationship-based societies and value group membership as a central aspect of identity, sacrifice for the common good and harmonious relationships with others. Their decisions support those values over logic and speed.

The Americans will sell an idea from a drawing board. The British will try to make one, and then try to sell it. The Europeans will go for the ultimate specification and seem to take forever to get there. Germans are particularly meticulous planners and the French need to think about all contingencies.

People from more relationship-orientated cultures, such as India, are more ad hoc when it comes to planning. That is not to say they are not competitive or ambitious – modern India certainly is – but the relationships they develop along the way are important.

Deadline-driven cultures tend to:

• do one thing at a time;

• concentrate on the job;

• take time commitments seriously;

• be committed to the job;

• show respect for private property;

• rarely borrow or lend; and

• be accustomed to short-term relationships.

In contrast, people from “sometimes” cultures tend to do many things at once. They are easily distracted. They consider time commitments casually and are committed to people more than to tasks. They borrow and lend things often and tend to build lifetime relationships.

Business in Japan makes detailed analysis of risks. When considering a new business venture, especially with foreigners, there is a deep investigation of facts and figures before making a decision or before any project can start. The Japanese tend shy away from anything unexpected or unpredictable.

For Danes, what is different is attractive. On the other hand, Chilean culture is more cautious about risk and has a strong need for structure in the workplace. Chileans tend to rely on and promote existing employees, as they know that they understand the structures in place. They are uncomfortable with change and uncertain or ambiguous situations.

The book contains many new insights and ideas. It broadens readers’ mind-sets and equips them with a toolset and skill set on cross-cultural issues. It is useful for readers who want to work in a global business environment and grow as global leaders.

Professor M.S. Rao

Book reviewer, Human Resource Management International Digest