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[Workshop] Cultural Compass Navigating Diversity in the Workplace
The document discusses navigating cultural diversity in the workplace through a framework called the culture map, which highlights various cultural differences across eight scales such as communication styles, trust-building methods, and approaches to feedback. It emphasizes understanding these cultural influences to foster better collaboration and avoid conflicts within diverse teams. Practical exercises and strategies are proposed to bridge gaps between different cultural perspectives to enhance team performance.
[Workshop] Cultural Compass Navigating Diversity in the Workplace
- 1. Cultural Compass Cultural Compass GözdeBerberoğlu Özen Gözde Berberoğlu Özen Navigating Diversity Navigating Diversity in the Workplace in the Workplace
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- 3. Move around theroom until you hear the bell Form groups of 3 people I’ll reveal the question Every person will have 30 seconds to answer the question When you see my hand is raised it means that time is up! Repeat the same steps until we finish the questions Pro tip: Find someone you haven’t met before or rarely spoke
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- 9. The Culture Mapenables an easy visual comparison of the various cultures represented in your team Pointing out similarities and differences will help you identify invisible boundaries As you build your own awareness, you will be better able to act as a cultural bridge The cultural and individual diversity can become your team's greatest asset
- 10. 8 Scales tohelp 8 Scales to help understand and understand and navigate cultural navigate cultural differences differences Each scale represents a spectrum of behaviors and preferences that can vary significantly across cultures.
- 11. Good to knowabout the scales Good to know about the scales Don't assume behavior based on culture, but recognize its impact on worldview. These aren’t graded low to high. Each endpoint has a value from its own perspective. Understanding these scales helps decode cultural influence on international collaboration and avoid conflicts.
- 12. Exercise: Culture Mapping Exercise:Culture Mapping As I explain each scale, add your initials on the scale We’ll debrief everything at the end There is no right or wrong, it’s your perspective ;) TIMEBOX 15 MINS
- 13. Communication Communication Low-Context High-Context Good communicationis precise, simple and clear. Messages are straightforward and explicit. Repetition is appreciated if it helps clarify the communication. Good communication is sophisticated, nuanced and layered. Messages are both spoken and read between the lines. Messages are often implied but not plainly expressed.
- 14. High-Context Low-Context “Say what you meanand mean what you say” “Listen to the air” Low-Context culture, usually Has a few hundred years of shared history More individual Shaped by immigrants - different histories/languages/backgrounds May receive a high-context communicator as secretive and lacking transparency High-Context culture, usually Has a long shared history Relationship-oriented societies Generation-to-generation shared context May receive a low-context communicator as inappropriately stating the obvious and patronizing “Say something without saying it”
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- 16. Evaluating Evaluating Directnegativefeedback Indirectnegativefeedback Provided frankly,bluntly, honestly. Stand alone, not softened by positive ones. Criticism is clear and specific. Criticism may be given to an individual in front of a group. Negative feedback to a colleague is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Criticism is given only in private.
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- 18. Leading Leading Egalitarian Hierarchical The idealdistance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organizational structures are flat. Communication often skips hierarchical lines. The ideal distance between a boss and a subordinate is high. The best boss is an authority figure, status is important. Organizational structures are multilayered and fixed. Communication follows set hierarchical lines.
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- 20. Deciding Deciding Consensual Top-down Decisions aremade through group consensus and collaboration, with an emphasis on group agreement. Decisions are made by individuals in authority, and instructions are expected to be followed with less group input.
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- 22. Trusting Trusting Task-based Relationship-based Trust isbuilt through professional competence, accomplishments, and reliability. You do good work consistently, you are reliable, I enjoy working with you, I trust you. Trust is built through personal relationships, social connections, and shared experiences. I've seen who you are at a deep level, I've shared personal time with you, I know others well who trust you, I trust you.
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- 24. Disagreeing Disagreeing Confrontational Avoidsconfrontation Disagreement anddebate are positive for the team or organization. Open confrontation is appropriate and will not negatively impact the relationship. Disagreement and debate are negative for the team or organization. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship.
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- 26. Scheduling Scheduling Linear-time Flexible-time Project stepsare approached in a sequential fashion, completing one task before beginning the next. One thing at a time. No interruptions. The focus is on the deadline and sticking to the schedule. Project steps are approached in a fluid manner, changing tasks as opportunities arrive. Many things are dealt with at once and interruptions accepted. The focus is on adaptability, and flexibility is valued over organization.
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- 28. Persuading Persuading Principles-first Applications-first Start withtheories, concepts, and general principles before moving to practical applications, facts, statements, or opinion. Start with practical examples, concrete cases, and data before moving to underlying principles and theories.
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- 32. Communication Communication Workingwithpeoplefrom“Low- Context”cultures Workingwithpeoplefrom“High- Context”cultures Be transparent, clear,and specific. Avoid reading between the lines; ask for clarification when needed. Recap agreements to ensure mutual understanding. Don’t be overly polite; ask necessary questions to grasp the context. Practice listening more carefully. Listen to what is meant, not only said. Pay attention to body language. Ask open-ended questions Clarify when you are not sure you understood the message. Don’t assume bad intention
- 33. Evaluating Evaluating Workingwithpeoplefrom“Direct negativefeedback”cultures Workingwithpeoplefrom“Indirect negativefeedback”cultures Be clear, concise,and direct. Avoid sugar-coating your message. Keep criticism focused on work- related issues, not personal attributes. Highlights areas for improvement and provides constructive suggestions. Use a more diplomatic and tactful approach. Soften your language. Cushion the negative feedback by starting with a positive one. Be aware of and sensitive to non- verbal signals,
- 34. Leading Leading Workingwithpeoplefrom “Egalitarian”cultures Workingwithpeoplefrom “Hierarchical”cultures Go directly tothe source if. you need information. No need to talk to the boss. Think twice before copying the boss Easily skip hierarchical levels. Recognise and respect the hierarchy. Understand and follow the etiquette No level-hoping Communicate with people at your level.
- 35. Deciding Deciding Workingwithpeoplefrom “Consensual”cultures Workingwithpeoplefrom “Top-down”cultures The process willtake longer Be patient and committed to the group decision Focus on the quality and completeness of the information Remember that decisions made are difficult to change. The boss will make the decisions Follow the decision, even if you were not consulted or your idea was rejected. If you are in charge strive for a fast decision. As more information emerges decisions will be adjusted
- 36. Trusting Trusting Workingwithpeoplefrom “Task-based”cultures Workingwithpeoplefrom “Relationship-based”cultures Keep professional andpersonal lives separate. Show consistency in your accomplishments Don’t spend too much time on non- professional events Don’t assume a deep conversation is indicative of a deep relationship. Build on common interests. In social situations, don’t be afraid to get personal and share stories about your life. Be authentic. Join the crowd. When your team is relaxing and letting go, join in. Sharing meals and drinks can get you a new business partner.
- 37. Disagreeing Disagreeing Workingwithpeoplefrom “Confrontational”cultures Workingwithpeoplefrom “Avoidsconfrontation”cultures Don’t assume thatdisagreement with an idea equals disagreement with you. Challenging your ideas doesn’t mean that people don’t respect or appreciate you. If you’re the boss, don’t join the meeting. Conduct meetings before the meeting where you present your idea. Avoid upgraders (“Absolutely”, “totally”, “completely“) and employ downgraders (“sort of”, “kind of”, “slightly”, “partially“).
- 38. Scheduling Scheduling Workingwithpeoplefrom “Linear-time”cultures Workingwithpeoplefrom “Flexible-time”cultures Respect deadlines, andarrive on time for meetings and prioritize tasks accordingly Provide clear agendas in advance Consistently follow through on commitments within the agreed- upon timeframes to build trust and reliability. Allow spontaneity and flexibility in plans and timelines. Be open to last-minute changes Prioritize building relationships, and valuing personal connections. Practice Patience Value Quality over Speed
- 39. Persuading Persuading Workingwithpeoplefrom “Principles-first”cultures Workingwithpeoplefrom “Applications-first”cultures Spend some timeexplaining your hypothesis, methodology, even some details on the research you did Assume that incidences in one situation don’t necessarily apply to other situation. Start with practical examples, case studies, or real-life applications Support your argument with empirical data, statistics Provide Step-by-Step Guidance Engage in Hands-On Demonstrations
- 40. Persuading Persuading Ifyouhaveamixedaudience Cycle back andforth between theoretical principles to practical examples ThisscaleappliestoWesternenvironments.AsianculturesareconsideredasHolistic Take time to explain the big picture, Show how the pieces fit together, make sure everyone understands what others are working on. Focus on the team goal, rather than individual goals and incentives.
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- 42. Imagine that yourteam members from Spain, India and Turkey. Your manager is from Germany. You spent 2 hours during the lunch. What are the possible consequences?
- 43. If you needto give negative feedback to your Chinese colleague as a Danish, what would you do?
- 44. A corporate culturecomparison of Microsoft Xbox, Mercedes-Benz R&D, Netflix, and Google based on personal experience, using the Culture Map framework by Erin Meyer. (*) (*) https://www.i4design.com/chickenscratch/2018/3/18/corporate-culture-map
- 45. Last words Last words Findthe strengths in the cultural differences: how can you learn from the other system and work best with it Adapting the behavior based on whom you talking to does not mean compromising yourself, it means choosing the appropriate reaction from the behavior library and reacting accordingly Encourage dialogue by asking open-ended questions that allow the other person to express their thoughts and concerns
- 46. Thank you for Thankyou for listening! listening! Gözde Berberoğlu Özen Gözde Berberoğlu Özen
- 47. Credits Credits References Erin Meyer’s CultureMap i4design.com Increase Your Team’s Performance with The Culture Map Images: Freepik Canva