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The recent American business literature certainly confirms this viewpoint. But different cultures actually have very different ideas about how productive confrontation is for a team or an organization.

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This scale measures tolerance for open disagreement and inclination to see it as either helpful or harmful to collegial relationships. This is my own work. All businesses follow agendas and timetables, but in some cultures people strictly adhere to the schedule, whereas in others, they treat it as a suggestion.

This scale assesses how much value is placed on operating in a structured, linear fashion versus being flexible and reactive. The Culture Map shows positions along these eight scales for a large number of countries, based on surveys and interviews. These profiles reflect, of course, the value systems of a society at large, not those of all the individuals in it, so if you plot yourself on the map, you might find that some of your preferences differ from those of your culture. Aaron used the map to uncover the roots of his difficulties managing his Moscow team.

For example, both value flexible rather than linear scheduling, both accept and appreciate open disagreement, and both approach issues of trust through a relationship lens.

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But there are also big gaps. For instance, Russians strongly value hierarchy, whereas Israelis are more egalitarian. This Culture Map plots the Israeli red and Russian yellow business cultures on eight behavior scales. The profiles are drawn from surveys and interviews of managers from the two countries. While there are many points of similarity, Russians and Israelis diverge with respect to the ways in which they persuade, lead, and decide. Click the image below to view the companion interactive:. Aaron found that simply stopping the direct e-mails and going through official channels had a big impact.

Management styles stem from habits developed over a lifetime, which makes them hard to change. One of these is Carlos, the director of marketing for the Dos Equis brand, who admits that he struggled during his first year in the position:. Sometimes I just watch them astounded. Where is the respect?

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Succeeding would depend on taking an entirely different approach and making ongoing adjustments over the long term. You need to understand how the Koreans perceive the Indians, how the Indians perceive the Brazilians, and so on, and manage across the map. As you learn to look through multiple lenses, you may see that on some scales the Brazilians, for example, view the Indians in a very different way than the Koreans do. No matter your age, rank, or title, everyone gets a voice here.

They want us to call them by their first name and disagree with them in public. For a Chinese person, this is not at all comfortable. What matters is the position of one country relative to another.

On the Leading scale, Mexico falls somewhere between the Netherlands one of the most egalitarian countries in the world and China strongly hierarchical , and the distances separating them led to these completely contradictory perceptions. When looking at how other cultures work, people tend to see the negative. Steve, an Australian running the business unit of a textile company in China, admits that when he first arrived in the country, he was deeply critical of local leadership practices.

Yet Steve gradually came to understand and respect the Chinese system of reciprocal obligation. And there is great beauty in giving a clear instruction and watching your competent and enthusiastic team willingly attack the project without pushing back. Carlos at Heineken underwent a similar transformation. Sometimes cultural diversity can cause inefficiency and confusion. Sometimes I really need a couple of experts on my staff to tear my ideas apart to ensure that we get the best solution.

Sometimes we are under time pressure and I need streamlined reactivity. My overriding goal is to have a complex enough understanding of the various strengths on the team so I can choose the best subteam for each task. More and more teams are made up of diverse and globally dispersed members. During his first year in Russia, Aaron invested significant time in watching how the most successful local leaders motivated their staff members.

He learned step-by-step to be more of a director and less of a facilitator. Without realizing it, I had brought what I had developed in Russia back home. As Aaron, Carlos, and Steve all learned, to navigate cultural differences, you might need to go back to square one. Consider which leadership styles are most effective in disparate localities and with people of diverse nationalities.

Check your knee-jerk tendencies—and learn to laugh at them. Then practice leading in a wide variety of ways to better motivate and mobilize groups who follow in different ways from the folks back home. This is true in the office or at a meeting, and it is true virtually, when we connect via e-mail, videoconference, Skype, or phone. Today success depends on the ability to navigate the wild variations in the ways people from different societies think, lead, and get things done.

By sidestepping common stereotypes and learning to decode the behavior of other cultures along all the scales, we can avoid giving and taking! Cross-cultural management. Erin Meyer. Learn how to work more effectively with people from other countries. May Issue Explore the Archive. Executive Summary Reprint: RK As we increasingly work with colleagues and clients who come from all parts of the world, it is vital to understand how cultural differences affect business.

Management and work styles stem from lifelong habits that can be hard to change. Apply multiple perspectives. Find the positive in other approaches. The differences that people of varied backgrounds bring to a work group can be great assets. But there are building blocks: people, ideas, market changes, capital, partners, gut feeling, technology, experience… Each of us can assemble those blocks into a figure that makes sense to his or her reality, and to his or her success.

Navigating Innovation provides great insights regarding how to initiate and how to improve such a winning innovation journey. It indeed provided me and my organization with an excellent "one-stop" place to review the key innovation management issues, to identify concrete managerial implications and to implement the solutions our company needs to strive. JavaScript is currently disabled, this site works much better if you enable JavaScript in your browser.

Publishing With Us. Book Authors Journal Authors. Free Preview. Buy eBook. Buy Hardcover. Buy Softcover. FAQ Policy. About this book Every firm must maintain an entrepreneurial ecosystem and a coherent innovation strategy in order to stay ahead of the competition. Show all. Its key insights pave the way to successful innovation management and to recognizing and managing entrepreneurial opportunities. Show next xx.