Navigating the Korean Workplace

@walter_foreman
walter.foreman

Walter
Foreman
@walter_foreman
walter.foreman

Who knows more
about water…
fish or birds?

BIG “C” CULTURE: OBJECTIVE CULTURE
VISIBLE CULTURE
small “c” culture: subjective culture
‘hidden’ culture
Economic, Educational, Religious, Governmental, Legal,
and Political Institutions and Systems; Architecture,
Dance, Music, Literature, Culinary Arts, Fashion, Heroes,
Holidays, Popular Culture; Age, Ethnicity, Race, Gender
Meaning of Time, Space, Life, Death, Myths and Legends,
Behaviors, Verbal and Nonverbal Communication, Conflict
Resolution, Definition of Right and Wrong,
Immigration/Work Status, Marital/Parental Status,
Personality and Thinking Style, Education, Sexual
Orientation, Group or Individual Roles, Country of Origin

Imagine you are meeting a “foreigner” for the first time.
How would you explain your culture to that person?
Spend 5 minutes discussing in a group.
After 5 minutes, share your answers.

Share your answers.
How would you explain your culture to a “foreigner”?

What do “foreigners” know about Korea?

Divided DMZ
Kimchi Seoul
Confucianism

What do you think Koreans know about your culture?

When all you have is a
hammer… everything
looks like a nail.

Loyalty to your government & country
Respect for your parents
Fidelity & chastity to your mate
Confucian Principles

Righteousness and
justice between
governors and the
citizens
Distinction
(different roles)
between husband
and wife
Order (respect and
protection)
between young and
old
Closeness (love)
between parent and
child
Trust between
friend and friend
Confucian Codes

South Korea: internet penetration 2013-2016, by age group
Internet usage rate in South Korea from 2013 to 2016, by age group
Source: Korean Internet & Security Agency ID 226740
Note: South Korea; 2013 to 2016
80.1%
99.7% 99.9% 99.7%
96.8%
80.3%
41.8%
11.3%
78.8%
99.7% 99.9% 99.8%
97.5%
86.1%
50.6%
14.1%
79.8%
99.9% 99.9% 99.8% 98.8%
89.3%
59.6%
17.9%
82.9%
100% 99.9% 99.8% 99.4%
94.9%
74.5%
25.9%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
3-9 years 10-19 years 20-29 years 30-39 years 40-49 years 50-59 years 60-70 years 70 years and older
Percentageofpopulation
2013 2014 2015 2016
Further information regarding this statistic can be found on page 8.

South Korea: purpose of using the internet in 2016
Most popular internet usage reasons according to online users in South
Korea as of October 2016
Source: Korean Internet & Security Agency ID 226749
Note: South Korea; July 16 to October 14, 2016; 3 years and older; 25,000 households and 61,238 household members
91.6%
89.1% 89.1%
47.2%
43.6%
17.6%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Communication Leisure activities Getting info or data Homepage management Education & learning Job search
Percentageofrespondents

Online usage
23
Most popular online properties in South Korea in May 2017, by number of
unique visitors (in millions)
Korea: most popular web properties 2017
Note: South Korea; May 2017; Windows PC
Source: Nielsen ID 388348
29.71
22.47
17.34
12.96
11.6
11.13
10.32
10.28
9.11
8.67
0 5 10 15 20 25 30 35
Naver
Daum.net
Tistory.com
youtube.com
google.com
11st.co.kr
gmarket.co.kr
google.co.kr
auction.co.kr
zum.com
Number of unique visitors in millions

491,324
566,835
629,006
678,687
750,873 747,446
910,149
1,066,273
1,158,8601,168,477
1,261,415
1,395,077
1,445,103
1,576,034
1,797,618
1,899,519
2,001,828
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Non-Koreans in Korea (2000-2016) Source: MOJ

1,012,272
155,495
143,394
China
USA
Vietnam

Japan
37,960
Thailand
92,406
Philippines
54,019
Uzbekistan
52,793
Indonesia
44,387
Mongolia
33,931
Cambodia
45,597
Canada (14th)
25,177 (in 2015)

Asian Financial Crisis (IMF) 1997

In English?
Powers of
observation

“We are a homogeneous people and don’t have
to speak as much as you do here. When we say
one word, we understand ten, but here you
have to say ten to understand one.
A well-known story of a Japanese manager
explaining Japan’s high-context culture to a visiting
American says:

Comparison between High & Low Context Culture
High Context Culture Low Context Culture
Indirect and implicit messages Direct, simple and clear messages
Polychronic Monochronic
High use of non-verbal communication Low use of non-verbal communication
Low reliance on written communication High reliance on written communication
Use intuition & feelings to make decisions Rely on facts and evidence for decisions
Long-term relationships Short-term relationships
Relationships > than schedules Schedules < relationships
Strong distinction between in- & out-group Flexible and open

Comparison between High & Low Context Culture
High Context Culture Low Context Culture
Indirect and implicit messages Direct, simple and clear messages
High use of non-verbal communication Low use of non-verbal communication
Low reliance on written communication High reliance on written communication
Use intuition & feelings to make decisions Rely on facts and evidence for decisions
Long-term relationships Short-term relationships
Relationships > schedules Schedules > relationships
Strong distinction between in- & out-group Flexible and open

High context situations can be difficult to enter if
you are an outsider because you don't carry the
context information internally, and because you
can't instantly create close relationships.
Low context situations are relatively easy to
enter if you are an outsider because the
environment contains much of the information
you need to participate, and because can you
form relationships fairly soon.

Comparison between Polychronic & Monochronic
Time is flexible Time is linear and fixed
Not worried about deadlines Hates missing deadlines
Follow what happens, change the
plan
Follow the plan
Focus on many tasks at once Focus on one task at a time
People oriented Task oriented
Follow rules of relationships Follow rules of privacy

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

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

Richard Lewis:
When Cultures Collide

What do you think Korea’s pattern looks like?
Discuss in a group and draw a picture.

Designer Yang Liu
Born in China but living in Germany
since she was 14, Liu has a unique grip
of cultural duality — and she channels it
with great wit and eloquent minimalism
in graphics that say so much by showing
so little.

How many bottle of soju
were sold last year?
3.4 million 3.4 billion
34 million 34 billion

Business Protocol
Typical Aspects of Business Protocol
Greetings and introductions Acceptable and proper gestures
Use of names and titles Gift giving
Business card etiquette Conducting business meetings
Manners Table manners
Type of dress
Visiting the home of a business
associate

150
Opening a meeting
Germany Formal intro. Sit down. Begin.
Finland Formal intro. Cup of coffee. Sit down. Begin.
USA
UK
France
Japan
Spain/
Italy
Number
of minutes
Informal intro. Cup of coffee. Jokes. Begin.
Formal intro. Cup of tea.
10 min small talk. Casual beginning.
Formal intro. 15 min small
talk. Begin.
20/30 min small talk while others arrive. Begin when all are
there.
5 10 15 20 25
Adapted from Richard D. Lewis
Formal intro. Protocol seating. Green tea. 15/20 min
small talk. Signal from senior member. Begin.

Country Days Offered Days Taken
Australia 20 15
Hong Kong 14 14
India 20 15
Japan 20 10
Malaysia 14 10
New Zealand 20 15
Singapore 16 14
South Korea 15 7
Thailand 11 10
UAE 30 30

“You left early and abandoned us”
“You don’t work as hard as I do”
“You don’t sacrifice for the company”
“You don’t care about our results”
“I am jealous of you”

1. Rigid Structures and Hierarchy
2. Communication Issues
3. Mobile Phones and Office Communicators
4. Stressed / Hung-over Workers = Lazy Workers
5. Perception is King
6. Poorly Equipped Graduates
7. The Art of Looking Busy
8. Parkinson's Law of Time
http://thesawon.blogspot.kr.

1. Investment in Education
2. Supporting Staff Hobby and Sporting Groups
3. Free Lunch
4. Staff Dinners / Drinks
5. Company Events
6. Regular Staff Awards
http://thesawon.blogspot.kr.

161
Value Dimensions of Culture
Value
Dimensions
Power
Distance
Individualism or
Collectivism
Gender
Differentiation
Uncertainty
Avoidance
Short-term or
Long-term
orientation

162
In cultures with a large power distance among
individuals, supervisors are “always right.”

163
In individualistic countries, people tend to
take care of themselves and immediate
families first.
Examples include the United States and
Australia.

164
In cultures with a high degree of gender
differentiation, men tend to dominate
society and power structures.
Examples include Middle Eastern
countries.

165
In high risk-avoidance countries, managers
are less willing to take risks.
Examples include Mexico, Portugal,
Japan, and Korea.

166
The United States is an example of a
country with a short-term orientation.
Many Asian countries believe that placing
importance on short-term results causes a
company to ignore long-term results.

Power Distance…
…the degree to which inequality or distance
between those in charge and the less
powerful (subordinates) is accepted.
HIERARCHICAL ORIENTATION
PARTICIPATIVE ORIENTATIONEven better than respect is obedience.
The highest duty is to respect authority. Never tell people how to do things.
Tell them what to do and they will
surprise you with their ingenuity.
The key to
successful
leadership today
is influence, not
authority.
©2014 ITAP International, Inc. All Rights Reserved.

Individualism…
…the degree to which action is taken for
the benefit of the individual or the group.
INDIVIDUAL ORIENTATION
GROUP ORIENTATIONLook out for #1.
If you want
something done
right, do it
yourself.
Two heads are
better than one.
Many hands make
light work.

Certainty…
…the extent to which people prefer rules,
regulations and controls or are more
comfortable with unstructured, ambiguous
or unpredictable situations.
NEED FOR CERTAINTY
TOLERANCE
FOR AMBIGUITY
Do it by the book.
Better safe than sorry.
Rules are meant
to be broken.
Nothing ventured,
nothing gained.

Achievement…
…the degree to which we focus on goal
achievement and work or quality of life
and caring for others
ACHIEVEMENT ORIENTATION
QUALITY OF LIFE ORIENTATIONNice guys finish last.
Winning isn’t everything,
it’s the only thing.
All work and no play make
Jack a dull boy.
It is nice to be
important, but it
is more important
to be nice.

Time Orientation…
…the extent to which members of a society are
prepared to adapt themselves to reach a desirable
future, or the extent to which they take their
guidance from the past and focus on fulfilling their
present needs and desires.
SHORT TERM ORIENTATION
LONG TERM ORIENTATION
Dripping water
can eat through
a stone.
Diligence is the
basis of wealth,
and thrift the
source of riches.
One today is worth two tomorrows.
Keeping up with the Joneses…

174
HIERARCHICAL STYLE
POWER DISTANCE
Hierarchical Orientation versus Participative Orientation
60
54
40
35 35
0
10
20
30
40
50
60
70
80
90
100
Power Distance
Country
Sample Question: Employees should tell managers their views even if those views challenge those of the manager.
Score
South Korea Japan USA Germany United Kingdom

175
INDIVIDUALISM
GROUP
INDIVIDUALISM
Individual Orientation versus Group Orientation
91
89
67
18
0
10
20
30
40
50
60
70
80
90
100
Individualism
Country
Sample Question: The pursuit of individual goals is more important than maintaining harmony and consensus in the workplace.
Score
USA United Kingdom Germany Japan South Korea
46

176
STRUCTURE/RULES
CERTAINTY
Need for Certainty versus Tolerance for Ambiguity
85
65
46
35
92
0
10
20
30
40
50
60
70
80
90
100
Certainty
Country
Sample Question: One can be a good manager without having precise answers to most of the
questions that subordinates may raise about their work.
Score
Japan South Korea Germany USA United Kingdom

177
ACHIEVEMENT
Achievement Orientation versus Quality of Life Orientation
95
66 66
39
62
0
10
20
30
40
50
60
70
80
90
100
Achievement
Country
Sample Question: Competition between employees makes for a better organization.
Score
Japan Germany United Kingdom USA South Korea

178
TIME ORIENTATION
Long-Term Orientation versusShort-Term Orientation
100
83
26
88
51
0
10
20
30
40
50
60
70
80
90
100
Time Orientation
Country
Sample Question: Tomorrow'sprofitsare more important than today'sprofits
Score
South Korea Japan Germany United Kingdom USA

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