Culture Perspective of Trompenaar Riding The Waves of Culture: Understanding Cultural Diversity in Business

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Culture Perspective of TrompenaarRiding The
Waves of CultureUnderstanding Cultural
Diversity in Business

• Lecture Material
• Djamaludin Ancok

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The Basis of Cultural Differences

• Source of differences
• Differences in relationship with other people
• Differences in perception of time
• Differences in relation to time

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What is your answer

• You are riding a car driven by a close friend. He
  hit a pedestrian. You know he was going at least
  35 miles an hour inn the city where the maximum
  speed is 20 miles. There are no witnesses. His
  lawyer says that if you testify under oath that
  he was only driving 20 miles per hour it may save
  him from serious consequences.
• What right has your friend to expect you to
  protect him.

• 1a. My friend has a definite right to
• expect me to testify to the lower
• figure .
• 1b. He has some right as a friends
• to expect me to testify to the lower
• figure.
• 1c. He has no right as a friend to
• expect me testify to the lower
• figure.
• What do you think you would do
• 1d. Testify that he was going 20
• miles an hour
• 1e. Not testify that he was going 20
• miles an hour

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Relationship with Other People (1)

• Universalism versus particularism.
• The universalists assume that what is good and
  right can be defined an always applies in every
  situation moment. The particularists assume
  that good and right depend upon the circumstances
  ( friendship is more important than applying
  a rule with rigidity).
• Should we focus on Rules or Relationship? For
  Universalist rules apply in every condition,
  while for Particularist depend on the condition.

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Car accident hit pedestrian. You Are riding a car
with a friend.
1a. My friend has a definite right to Expect me
to testify to the lower figure . 1b. He has
some right as a friends to expect me to testify
to the lower Figure. 1c. He has no right as a
friend to expect me testify to the
lower Figure. What do you think you would
do 1d. Testify that he was going 20 Miles an
hour 1e. Not testify that he was going 20 Miles
an hour
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Culture orientationUniversalism vs
Particularism(sourceTrompenaars,1993)

• Universalists
• Focus more on rules than relationships
• Legal contracts are readily drawn up
• A trustworthy person is the one who honours their
  word or contract
• There is only one truth or reality, that wchich
  has been agreed to
• A deal is a deal

• Particularists
• Focus is more on relationships than on rule
• Legal contracts are readily modified
• A trustworthy person is the one who honours
  changing mutualities
• There are several perspectives on reality
  relative to each participants
• Relationships evolve

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How to do business

• Universalists (for particularist)
• Be prepared for rational, professional arguments
  and presentations that push for your acquiescence
• Do not take impersonal, get down to business
  attitudes as rude
• Carefully prepare the legal ground with a lawyer
  if in doubt

• Particularist (for universalist)
• Be prepared for personal meandering or
  irrelevancies that do not seem to be going
  anywhere
• Do not take personal, get to know you attitudes
  as small talk
• Carefully consider the personal implications of
  your legal safeguard

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When managing and being managed

• Universalists
• Strive for consistency and uniform procedure
• Institute formal ways of changing the way
  business is conducted
• Modify the system so that the system will modify
  you
• Signal changes publicly
• Seek fairness by treating all cases in the same
  way

• Particularists
• Build informal networks create private
  understanding
• Try to alter informally accustomed patterns of
  activity
• Modify relations with you, so that you will
  modify the system
• Pull levers privately
• Seek fairness by treating all cases on their
  special merits

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Relationship with Other People (2)

• Individualism versus Collectivism, where people
  see themselves as an individual or as part of
  group. In the individualistic culture people
  think their individual need is more important
  than the group need, while in the collectivistic
  culture the other way around.

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You have just come from a secret meeting of the
board of directors of a company. You have a close
friend who would be ruined unless she can get out
of market before the boards decision become
known. You happen to be having a dinner at the
friends home in the evening. What right does
your friend have to expect you to tiff of.
1a. She has a definite right as a friend to tip
her off . 1b. She has a some right as a friend
to tip her off . 1c. She has no right as a
friend to tip her off .
Would you tip her off in view of Your obligations
to the company and your obligation to your
friends
1d. Yes 1e. No
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Has a secret information, would You release to a
lose friend.
1a. She has a definite right as a friend to
tip her off . 1b. She has a some right as a
friend to tip her off . 1c. She has no right
as a friend to tip her off .
Would you tip her off in view of Your obligations
to the company and your obligation to your
friends
1d. Yes 1e. No
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Individualism vs Collectivism

• Individualism
• More frequent use of I form.
• Decisions made on the spot by representatives.
• People ideally achieve alone and assume
  responsibility.
• Vacations taken in pairs, even alone.

• Collectivism
• More frequent use of We form.
• Decisions referred back by delegate to
  organization.
• People ideally achieve in groups which assume
  joint responsibility.
• Vacations in organized groups or with extended
  family.

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Tips for doing business

• Individualist (for collectivists)
• Prepare for quick decisions and sudden offers not
  referred to HQ.
• Negotiator can commit those who sent him or her
  and is very relucatant to go back on an
  undertaking
• The toughest negotiations were probably already
  done within the organization while preparing for
  the meeting. You have a tough job selling them
  the solution to this meeting.
• Conducting business alone means that this person
  is respected by his or her company and has its
  esteem.
• The aim is to make a quick deal.

• Collectivists (for individualist)
• Show patience for time taken to consent and to
  consult.
• Negotiator can only agree tentatively and may
  withdraw an undertaking after consulting with
  superiors.
• The toughest negoatiations are with the
  collectivists you face. You must shomehow
  persuade them to cede to you points which the
  multiple interest in your company demand.
• Conducting business when surrounded by helpers
  means that this person has high status in his or
  her company.
• The aim is to build lasting relationships.

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When managing and being managed

• Individualists
• Try to adjust individual needs.
• Introduce methods of individual incentives like
  pay-for-performance, individual assessment, MBO.
• Expect job turn over and mobility to be high.
• Seek out high performers, heroes and champions
  for special praise.
• Give people the freedom to take individual
  initiatives.

• Collectivists
• Seek to integrate personality with authority
  within the group.
• Give attention to esprit de corps. Morale and
  cohesiveness.
• Have low job turnover and mobility.
• Extol the whole group and avoid showing
  favoritism.
• Hold up superordinate goals for all to meet.

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Relationship with Other People (3)

• Neutral or Emotional. Should a person be
  involved emotionally in a relationship or should
  it be objective. In USA business relationship is
  just achieving the objective. While in Asian
  countries business is human affair that involve
  emotion

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Feelings and relationships

• Neutral
• Do not reveal what they are thinking or feeling.
• May (accidentally) reveal tensions in face and
  fosture.
• Emotions often dammed up occasionally explode.
• Cool and self-possessed conduct is admired.
• Physical contact, gesturing, or strong facial
  expressions often taboo.
• Statements often read out in monotone.

• Affective
• Reveal thoughts and feelings verbally and
  non-verbally.
• Transparancy expressiveness release tensions.
• Emotions flow easily, effusively, vehemently and
  without inhibition.
• Heated, vital, animated expressions admired.
• Touching, gesturing and strong facial expressions
  common.
• Statements declaimed fluently and dramatically.

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Tips for doing business with

• Neutral (for affectives)
• Ask for time-outs from meeting and negotiations
  where you can patch each other up and rest
  between games of poker with the Impassive ones
• Put as much as you can on paper beforehand
• Their lack of emotional tone does not mean they
  are disinterested or bored, only that they do not
  like to show their hand.
• The entire negotiation is typically focused on
  the object or proposition being discussed, not so
  much on you as a person.

• Affectives (for neutral)
• Do not be put off your stride when they create
  scenes and get histrionic take time-outs for
  sober reflection and hard assessment.
• When they are expressing goodwill, respond warmly
• Their enthusiasm, readiness to agree, or vehement
  disagreement does not mean that they have made up
  their minds.
• The entire negotiation is typically focused on
  you as persons, not so much on the object or
  proposition being discussed.

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When managing and being managed

• Neutrals
• Avoid warm, expressive or enthusiastic behavior.
  These are interpreted as lack of control over
  your feelings and inconsistent with high status.
• If you prepare extensively beforehand, you will
  find it easier to stick to the point, that is,
  the neutral topic being discussed.
• Look for small cues that the person is pleased or
  angry and amplify their importance.

• Affectives
• Avoid detached, ambiguous and cool demeanor. This
  will be interpreted as negative evaluation, as
  disdain, dislike, and social distance. You are
  excluding them from the family.
• If you discover whose work, energy and enthusiasm
  has been invested in which projects, you are more
  likely to appreciate tenacious positions.
• Tolerate great surfeits of emotionally without
  getting intimidated or coerced and moderate their
  importance.

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Relationship with Other People (4)

• Specific versus Diffuse.
• How far we get involved emotionally with business
  partner is the core issue of specific vs diffuse.
• People in the specific culture talk about
  business directly to the point disregarding
  personal relationship. Meanwhile people in the
  diffuse culture talk about personal matter get
  in touch personally before starting business
  deal. American is an example of the specific
  culture, Swedish is an example of diffuse
  culture.

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What is your answer

• A boss asks a subordinate to help him paints his
  house. The subordinate who does not feel like
  doing it, discusses the situation with a
  colleague.

• A. The colleague argues You dont have to paint
  if you dont feel like it. He is your boss at
  work. Outside he has little authority.
• B. The subordinate argues Despite the fact I
  dont feel like it, I will paint. He is my boss
  and you cant ignore that outside work either.

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Specific Relationship
Diffuse Relationship
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Recognizing the differences

• Specificity
• Direct, o the point, purposeful in relating
• Precise, blunt, definitive and transparent.
• Principles and consistent moral stands
  independent of the person being addressed.

• Diffuseness
• Indirect, circuitous, seemingly aimless forms
  of relating
• Evasive, tactful, ambiguous, even opaque.
• Highly situational morality depending upon the
  person and context encountered

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Tips for doing business with

• Specific-Oriented (for diffuse individuals)
• Study the objectives, principles and numerical
  targets of the specific organization with which
  you are dealing
• Be quick, to the point
• Structure the meeting with time, interval
  agenda.
• Do not use titles or acknowledge skills that are
  irrelevant to the issue being discussed.
• Do not be offended by confrontations they are
  usually not personal.

• Diffuse Oriented (for specific Individuals)
• Study the history, background and future vision
  of the diffuse organization with which you expect
  to do business.
• Take time and remember there are many roads to
  Rome.
• Let the meeting flow, occasionally nudging ist
  process.
• Respect a persons title, age, background
  connections, whatever issue is being discussed.
• Do not get impatient when people are indirect or
  circuitous.

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When managing and being managed

• Specific-Oriented
• Management is the realization of objectives and
  standards with rewards attached
• Private and business agendas are kept separate
  from each other.
• Conflicts of interest are frowned upon.
• Clear, precise and detailed instructions are seen
  as assuring better compliance, or allowing
  employees to dissent in clear terms.
• Begin report with executive summary.

• Diffuse oriented
• Management is a continuously improving process by
  which quality improves.
• Private and business issues interpenetrate.
• Consider an employees whole situation before you
  judge him or her.
• Ambiguous and vague instructions are seen as
  allowing subtle and responsive interpretation
  through which employees can exercise personal
  judgment.
• End reports with a concluding review.

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Relationship with Other People (5)

• Achievement versus Ascription In the culture of
  achievement people judge individuals on the basis
  of their achievement, while in the ascription
  culture the judgment of people is based on their
  family origin, family status and connection.
• Achieved status refers to doing, ascribed
  status refers to being.

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Test of Time Orientation(Circle the following
statements that fits to your value)

• Live each day to the fullest
• Do not put off until tomorrow what you can do
  today
• If it was good enough this way for 10 years,
  then it is good enough for another 10 years.
• Dont fix what is not broken
• Tomorrow is another day.
• A stitch in time saves nine
• This too will pass
• Haste makes waste
• The early bird gets worm
• With time everything get better.
• 
  

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Attitudes to time

• The way people look at time differs
• Future Oriented. In some culture people do not
  care much about what has been achieved in the
  past, but what people want to do in the future.
  Future oriented-managers are more likely to
  consider long-term impacts of planning (USA)
• Past Oriented. On the contrary in other culture
  people are proud of the past. Past oriented
  values are more likely to recreate past behavior
  for planning (French)
• Present Oriented. Present-oriented managers will
  have short-term concerns in planning.

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Monochronic Polychronic use of time

• Monochronicfocus on a single activity and then
  move on to the next activity
• Polychronicfocus on multiple activities at the
  same time
• Shapes the schedule, dealing with interruptions,
  time horizon, pace of activity, punctuality
• Associated with use of space, priority to task
  accomplishment vs. relationships

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Test your time style Polychronic or
Monochronic( Please circle T or F)

• T F 1. Time is cyclical
• T F 2. Time can be wasted
• T F 3. A friends feeling is more important
  than getting a job done.
• T F 4. It is best to do one thing a a time.
• T F 5. It is important to spend time in social
  activities.
• T F 6. It is best to do one thing at a time
  finish it before starting on the next task.
• T F 7. Spontaneity is a desirable trait.
• T F 8. It is insulting to be kept waiting.
• T F 9. A task can always be finished tomorrow.
• T F 10. Time equal money.
• 
  
  
  
• 
  
  
  

Ganjil T, Genap F gt P
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Use of time
Monochronic Polychronic
Task oriented follow through can implement time management techniques Relationship oriented less likely to follow through unlike to implement time management techniques
Being on time Flexible as to schedules
Respect others privacy private property (dont lend or borrow) Low barriers to privacy private property (lend borrow)
Accept short term relationships Sustain long term relationships

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Attitudes to the Environment

• Subjugation to nature where people view the
  nature as the source of life. People would treat
  the nature as part of their sacred place which
  should be protected from any harm. In the society
  who hold this view, any activity which harm the
  sustainability of the nature is a sinful act.
  Nature should be protected. Life in this context
  is viewed as predetermined, or preordained by the
  supernatural power.
• Harmony with nature People should live side by
  side with nature. People may take benefits from
  the nature but without harming sustainability
  and the important role of nature to support
  peoples life. How this orientation may influence
  the way people do business may be seen in the
  following examples. In building the railway,
  should not destroy the forest and hill, but
  should adjust the building of railway to minimum
  alteration of nature.
• Mastery over nature where people try to change
  the nature as required by their own need.
  Referring to the previous example of building
  railway, people who hold this value will alter
  the terrain by leveling the trees and the hills.
  Therefore in the society where this value is the
  predominant value, the resistance from society in
  cultivating culture for business activities is
  acceptable.

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