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WEST meets EAST
A story of
American & Korean Engineers
By Wiggly Ears
Who form
Wiggly Ears?
Overview
• The Case
• Analysis
• Task-oriented vs. Relationship-oriented
• Monochronic vs Polychronic
• 6D model
• Politen...
The Case
The Case
Who?
Two American/Indian Engineers:
• Senior Staff Engineer
• Senior Engineer: Linux Kernel
Korean clients and En...
The Case
What?
• Solving issues related to kernel code (central part a
system) for a chipset.
• Working styles were very d...
Analysis
Polychronic vs
Monochronic
Relationship-Oriented vs
Task-Oriented
Relationship-Oriented vs Task-Oriented
Relationship-Oriented Task-Oriented
Emphasis on interaction facilitation Emphasis o...
Polychronic time vs Monochronic time
P- time M-time
Concentrate on an event happening around
them
Concentrate on a task se...
Hofstede’s 6D Model
Hofstede’s 6D model
Power
distance
Individualis
m
Masculinity
Uncertainty
avoidance
Long Term
orientation
Indulgence
US 40...
Trust
• Working effectively as a team requires trust
• Trust in a collectivist culture
• Individualistic culture has loose...
Korea
Obey rules
No small talk
Stick to time
Important power distance
Humble
Please crowd
Politeness
Forgetting
being poli...
Lingua Franca
Lingua Franca
• Lingua franca of the work group is English
• Koreans start English in age 10, but start speaking it later
...
Team formation & Commitment
Work
team
Work
group
Team Formation & Commitment
Facts:
• No previous communication
• No team bonding activities.
• Teams worked independently
...
Team Formation & Commitment
• Recognize themselves as a distinct unit or
department
• Actually work INDEPENDENTLY OF EACH
...
• Attitudinal Commitment
• Attitude towards the organization
• Identify with the goals and values of the organization
• Ma...
Conclusions
Conclusions
• There needs to be trust between team members
• Rules of engagement are desired to avoid conflicts
• Knowing ...
Thank you!
References
1. Anzalone, Chris. "Differences between Task-Oriented Leaders & Relational-Oriented Leaders". Demand Media.
Re...
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West meets East: A stort of American and Korean Engineers

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Final presentation for the Intercultural Communications Course. We analyzed conflicting relationships between an American and a Korean team and provided guidelines recommendations to

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West meets East: A stort of American and Korean Engineers

  1. 1. WEST meets EAST A story of American & Korean Engineers By Wiggly Ears
  2. 2. Who form Wiggly Ears?
  3. 3. Overview • The Case • Analysis • Task-oriented vs. Relationship-oriented • Monochronic vs Polychronic • 6D model • Politeness • Lingua Franca • Team Formation & Commitment • Conclusions
  4. 4. The Case
  5. 5. The Case Who? Two American/Indian Engineers: • Senior Staff Engineer • Senior Engineer: Linux Kernel Korean clients and Engineers When and Where? December 2014 in Seoul, Korea
  6. 6. The Case What? • Solving issues related to kernel code (central part a system) for a chipset. • Working styles were very different and this created conflicts and weakened relationships. How? • American/Indian engineers felt undermined and unacknowledged. • Korean clients & engineers were only focused on prompt results. Animosity Indifference Bursts of anger
  7. 7. Analysis
  8. 8. Polychronic vs Monochronic Relationship-Oriented vs Task-Oriented
  9. 9. Relationship-Oriented vs Task-Oriented Relationship-Oriented Task-Oriented Emphasis on interaction facilitation Emphasis on work facilitation Focus on relationships, well-being and motivation Focus on structure, roles and tasks Foster positive relationships is a priority Produce desired results is a priority Emphasis on team members and communication within Emphasis on goal setting and a clear plan to achieve goals Communication facilitation, casual interactions and frequent team meetings Strict use of schedules and step-by-step plans, and a punishment/incentive system
  10. 10. Polychronic time vs Monochronic time P- time M-time Concentrate on an event happening around them Concentrate on a task set before them Are committed to people and relationships Are committed to the job and end results Change plans often and easily Dedicate themselves to plans Are more concerned with community and shared connections Are more concerned with privacy and individual ownership Have strong tendency to build lifetime, familial relationships Have strong tendency to build temporary, practical relationships
  11. 11. Hofstede’s 6D Model
  12. 12. Hofstede’s 6D model Power distance Individualis m Masculinity Uncertainty avoidance Long Term orientation Indulgence US 40 91 62 46 26 68 Korea 60 18 39 85 100 29 40 91 62 46 26 68 60 18 39 85 100 29 US Korea
  13. 13. Trust • Working effectively as a team requires trust • Trust in a collectivist culture • Individualistic culture has looser relationships “When the Koreans, visited India for a few weeks, they never even tried Indian food there. They found a Korean delivery and just ordered that.” “Not recognizing that they have a team of specialists here to help them and complete disregard to include us in the discussion”
  14. 14. Korea Obey rules No small talk Stick to time Important power distance Humble Please crowd Politeness Forgetting being polite easily affects the whole group “The American traveling with me would always try to make conversation with them during lunch and he was ignored after a few questions and they would continue talking in Korean amongst themselves” US Will bend rules if necessary Express themselves freely Tolerate
  15. 15. Lingua Franca
  16. 16. Lingua Franca • Lingua franca of the work group is English • Koreans start English in age 10, but start speaking it later • In Korea, university courses are in Korean, not in English (workplaces in Korean also) • In India, most of the courses in the universities are in English. And the Indian had been living in the US for six years • American person might have used expressions that are not familiar to the Koreans “How do you expect us to solve your problems when you're talking in a language we don’t understand...?”
  17. 17. Team formation & Commitment Work team Work group
  18. 18. Team Formation & Commitment Facts: • No previous communication • No team bonding activities. • Teams worked independently Disadvantages of multicultural teams [Adler (2002)] • Miscommunication • Less interaction • Language Problems • Stress Forming Storming Norming Performing • Meetings • Staff manager (Leader) • Clear goals • Disagreements but no solutions
  19. 19. Team Formation & Commitment • Recognize themselves as a distinct unit or department • Actually work INDEPENDENTLY OF EACH OTHER to achieve their organizational goals Work team Work group • May come from DIFFERENT DEPARTMENTS within a business • COLLABORATE TOGETHER to achieve some set purpose, goal or project.
  20. 20. • Attitudinal Commitment • Attitude towards the organization • Identify with the goals and values of the organization • Maintain their membership to the organization • Continuance Commitment • Calculative attitude towards the organization • Membership based on economic reasons, prior investments or lack of alternatives available Team Formation & Commitment “We were there to help the customers from our company, so we couldn't just get up and walk out saying ’I’m done’, specially when the customer VP asks you to stay a little longer...”
  21. 21. Conclusions
  22. 22. Conclusions • There needs to be trust between team members • Rules of engagement are desired to avoid conflicts • Knowing about the culture before going to a place is desired (smaller cultural shock) • Go through all the stages of the team formation process • Communicating and interacting more (before, during and after)
  23. 23. Thank you!
  24. 24. References 1. Anzalone, Chris. "Differences between Task-Oriented Leaders & Relational-Oriented Leaders". Demand Media. Retrieved 3 November 2012. 2. Manktelow, James. "Leadership Style". Mind Tools. Retrieved 2 November 2012. 3. Differences Between Group Work & Team Work http://smallbusiness.chron.com/differences-between-group-work-team- work-11004.html 4. Work team trust and effectiveness http://www.emeraldinsight.com/doi/full/10.1108/00483480310488360 5. Affective, Calculative and Normative Commitment: An Assessment of Relationship http://www.wrbrpapers.com/static/documents/September/2012/7.%20Tommy.pdf 6. The Hofstede Centre http://www.geert-hofstede.com 7. Trust and Reputation for Collectivist Cultures http://www.bic-trust.eu/files/2012/10/BIC-trust-and- culture-SA.pdf

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