If you are an American, charged with leading a team in Latin America, you may be unaware of the rules that govern how people interact in that culture. Too often aspiring global leaders work under the assumption that all people play by the same rules and their cultural perspective is the only perspective. A framework of cultural dimensions may help you to see both the similarities and also the differences between your American assumptions and those of your Latin American team. Such knowledge may be the determining factor in your success in the cross-cultural setting.

1. Dr. Greg WaddellDr. Greg Waddell

2. Why different
groups think and
act so differently

3. What do We Mean by “Culture”?
“A pattern of shared basic assumptions
that the group learned as it solved its
problems of external adaptation and
internal integration”
‒ Schein,1992, p. 12

4. 4

5. Conflicts over goals
4

6. Conflicts over goals
Impatience or lack of time
4

7. Conflicts over goals
Impatience or lack of time
Conflicting values
4

8. Conflicts over goals
Impatience or lack of time
Conflicting values
4
Ambiguous structure

9. Conflicts over goals
Impatience or lack of time
Conflicting values
Lack of a Framework
4
Ambiguous structure

12. Power Distance1

13. Power Distance1
Individualism-Collectivism2

14. Power Distance1
Individualism-Collectivism2
Uncertainty Avoidance3

15. Power Distance1
Individualism-Collectivism2
Uncertainty Avoidance3
Time Orientation4

16. Power Distance1
Individualism-Collectivism2
Uncertainty Avoidance3
Time Orientation4
Human Nature5

17. Power Distance1
Individualism-Collectivism2
Uncertainty Avoidance3
Time Orientation4
Human Nature5
Being-Doing6

18. Power Distance1
Individualism-Collectivism2
Uncertainty Avoidance3
Time Orientation4
Human Nature5
Being-Doing6
Verbal-Contextual7

19. “The extent to which the less
powerful members of institutions and
organizations within a country expect
and accept that power is distributed
unequally.”
―Geert Hofstede
Power Distance1

20. Wedding Cake?

21. Wedding Cake?
or Pancake?

22. For Latin
Americans …
the group is more
important than
the individual.
2

23. For Latin
Americans …
the group is more
important than
the individual.
2
“In a collectivist society a relationship of trust should
be established with another person before any
business can be done” (Hofstede, 2005, pp. 102-103).

24. For North
Americans …
the individual is
more important
than the group.
2

25. For North
Americans …
the individual is
more important
than the group.
2
“To know that you prefer, instead of humbly saying
Amen to what the world tells you you ought to prefer,
is to have kept your soul alive”
─ Robert Louis Stevenson

26. 3 Lessons for the Manager
working in Latin America

27. 3 Lessons for the Manager
working in Latin America
• Relationships
• Relationships
• Relationships

28. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).

29. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).
Latin American culture
avoids uncertainty by . . .

30. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).
• Seeking consensus.Latin American culture
avoids uncertainty by . . .

31. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).
• Seeking consensus.
• Jumping into action.
Latin American culture
avoids uncertainty by . . .

32. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).
• Seeking consensus.
• Jumping into action.
• Hiring family
Latin American culture
avoids uncertainty by . . .

33. 3
“The degree to which
people ... prefer structured
over unstructured
situations” (Hofstede).
• Seeking consensus.
• Jumping into action.
• Hiring family
• Creating structure
Latin American culture
avoids uncertainty by . . .

34. 4
For Latin Americans,
heritage is very
important.

35. “Identify with virtues linked with an
orientation toward the past, such as
respect for tradition, avoiding shame,
and fulfilling social obligations.”
─ Geert Hofstede

36. 5
“In Spanish South America,
the dominant assumption
is that human nature is
mixed or evil.”
‒ Kumar & Nti, 2004

37. The Mystery of Human Nature
“A human being is mysterious and awesome to
contemplate. . . . The easy conformity at the top
of his mind may be a mask to hide his heart's
treason from himself and others.”
―H. Grady Davis

38. 6
In a Being culture “people, events, and ideas flow
spontaneously; people stress release, indulgence of
existing desires, and living and working for the
moment” ─ Nancy J. Adler

39. 6
Things that are a little
more difficult in a
being-oriented culture ...

40. 6
Things that are a little
more difficult in a
being-oriented culture ...
Punctuality

41. 6
Things that are a little
more difficult in a
being-oriented culture ...
Punctuality
Planning

42. 6
Things that are a little
more difficult in a
being-oriented culture ...
Punctuality
Planning
Evaluation

43. 6
Things that are a little
more difficult in a
being-oriented culture ...
Punctuality
Planning
Evaluation
Teams

44. 6
Things that are a little
more difficult in a
being-oriented culture ...
Punctuality
Planning
Evaluation
Teams
“How beautiful it is to do nothing, and then rest afterward.”
─ Spanish Proverb

45. 7

46. Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

47. Open your eyes.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

48. Open your eyes.
Read between the lines.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

49. Open your eyes.
Read between the lines.
Use more detail.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

50. Open your eyes.
Read between the lines.
Use more detail.
Assume misunderstanding.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

51. Open your eyes.
Read between the lines.
Use more detail.
Assume misunderstanding.
Check your interpretations.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

52. Open your eyes.
Read between the lines.
Use more detail.
Assume misunderstanding.
Check your interpretations.
Create a shared context.
Recommendations …
“Before you disturb the system in any way,
watch how it behaves.” ─ Donella Meadows

53. “The more synergistic and transformative leaders today realize that
while competition appears to work on the surface, underneath lies
the real secrets of adaptation and self-organization which make all
synergy systems work” (Stagich, 2001, p. 179).

54. Horses galloping (IMG_6411_x.JPG) by Mary R. Vogt. Accessed September 3,
2007 from http://www.morguefile.com/archive/?display=154233&
Horse galloping (IMG_2271.g.JPG) by Mary R. Vogt. Accessed September
3,2007 from http://www.morguefile.com/archive/?display=148432&
Circus Acrobats (Circus Beija-Flor - 33) by carf. Accessed September 4, 2007
from http://www.flickr.com/photos/beija-flor/7066025/in/photostream/
The following photos are my own:
Monastery Door
Gaucho playing guitar
All other photos from the Microsoft Office Online collection

55. Hofstede, G. & Hofstede, G. J. (2005). Cultures & organizations, software of
the mind (2nd ed.). New York: McGraw-Hill.
Kumar, R. & Nti, K. O. (2004) National cultural values and the evolution of
process and outcome discrepancies in international strategic alliances.
The Journal of Applied Behavioral Science 40(3), 344-361. Retrieved
March 12, 2005,
Henry Grady Davis, Design for Preaching. (Philadelphia: Fortress Press, 1958),
Adler, N. J. (1997). International dimensions of organizational behavior (3rd
ed.). Cincinnati, OH: South-Western College.
Meadows, D. (Winter, 2001). Dancing with systems: What to do when systems
resist change. Whole Earth Magazine. [Excerpt from an unpublished
manuscript] Accessed August 26, 2005 from
http://www.wholeearthmag.com/ArticleBin/447.html
Stagich, T. (2001). Collaborative Leadership and Global Transformation.
Bloomington, IN: Authorhouse.

56. It is not my intention to offend anyone by these
observations and recommendations. Nor do I
mean to contribute to unwarranted stereotypes. I
recognize that there are exceptions to these
generalities and that individuals are personalized
beings full of surprises. My only intention here is
to promote understanding that might aid a
manager working in a cross-cultural setting.
Disclaimer

57. Dr. Greg Waddell
Professor of Leadership Studies &
Course Designer
DrGregWaddell@gmail.com