I’m studying The Power of Team Culture on Coursera. These are my revision notes for week 3.
Two Examples of Cultural Boundaries
- A cultural boundary is any difference in culture, such as socially acquired preconceived routines for a specific situation, between two individuals or groups or between an individual and a group
- Brushing teeth in the morning – some do before breakfast, some do it afterwards
- Vietnamese couple: ask parent’s permission to start eating (or not)
- Whenever differences exist, this is a mini-cultural boundary
- Even small differences can affect team performance.
Why Police Boundaries
- What are boundaries?
- When we are talking about he control of movement across physical boundaries in space, we will call them social boundaries (or socio-spatial boundaries)
- Most business enterprises have boundaries, as well as national countries
- Sports team – maximum cooperation and coordination is required. Strategy and tactics must be secret, and the discussion must protected by guarding the boundary
- Companies have trade secrets, keep outsiders out
- Sometimes the boundary is required to keep things in (e.g. museum or cinema)
- Since the movement of people affects who can interact with whom and since culture is transmitted through interaction, social boundaries also affect the movement of culture
Culture in Motion
- Boundaries are about channelling or controlling the motion of culture
- Culture can move across boundaries, but it can be resisted.
- Example:
- Vietnamese couple: in girls’ family culture, no expectation of “permission to eat”, but placed in boys’ family culture there is that expection. This clash of expectations (a mini boundary) is upsetting.
- If girl had adapted to different expection, this is an example of cultural movement. The upset feelings of the girl is an example of resistance.
- Physical boundaries are there to stop cultural transmission.
- Theatre or museum: boundary used to restrict access, commoditise culture and charge admission
- Company: boundary use to restrict cultural move outside (trade secrets)
- National boundaries: prevent national culture from being “watered down”
Golden Arches East
- McDonald’s opened in 1955
- Success can be attributed to standarisation and assembly line
- e.g. Ford: any colour they want, as long as it’s black
- In McDonalds, every burger should be “the same”
- McDonalds moving into India was a problem:
- Hinduism rejects eating meat.
- McDonalds adapted: removed Big Mac from menu, replace with chicken replacement
- Alternative: vegetarian McAloo Tiki burger
- Culture moved across the boundary in both directions
The Art of Smiling
- When and how to smile is are embodied cultural routines (part of the habitus)
- In different cultures, using smiling (or not) can give the wrong impression
- McDonalds in US: wants employees to smile (smiling = “friendly”)
- However, in China waiters are expected to be serious (smiling = “laughed at”)
- “American smile” is considered insincere and insidious in Russia.
- Japenese businessmen in India:
- Indians preferred American businessmen, because they smiled more
- Japanese businessmen took “smile training”
- American s
The Right to Fire
- Clash of business cultures:
- American businessmen: focused on short term (quarterly) profitability
- Japanese businessmen: focused on long term growth in market share
- Right to fire:
- American: emphasis on individual accountability, and the right to dismiss incompetent personnel in order to improve team performance
- Japanese: emphasis on teamwork and group responsibility, did not like to dismiss personnel. Team performance can be maximised by finding the right place on a team where an individual best fits.
- Firing someone is a type of ritual.
- Example: Donald Trump in The Apprentice: “You’re fired”
- Many companies have laws that prevent firing without cause (especially in Japan and Europe)
- Current moves in Japan to change rules to move towards American style “easier to fire” culture
The Law of Jante
- Case study of globalised company “Scandanavian Technologies”
- > 5,000 employees, but < 350,000
- Based in Denmark, with branches in many countries (including US)
- Company experiencing difficulties.
- US employees feeling that their contributions were not values
- Danish management worried that company was becoming too “Americanised”, and looking to keep control in head office
- The Law of Jante: expression of Danish law from A Fugitive Crosses His Tracks
- You’re not the think you are anything special
- You’re not to think you are as good as us
- You’re not the think you are smarter than us
- You’re not to convince youreself that you are better than us
- You’re not to think you know more than us
- You’re not to think you are more important than us
- You’re not to think you are good at anything
- You’re not to laugh at us
- You’re not to think anyone cares about you
- You’re not to think you can teach us anything
- Cultural norms regarding the presentation of the self
- Self promotion is not valued. Boasing and bragging would be frowned upon.
- Would the Americans be viewed as braggarts and blowhards?
- Would the Americans be viewed as violating Jante law?
- How should we respond to the discovery of cultural boundaries?
Cultural Relativity and Ethnocentrism
- Methodological cultural relativity: trying to understand an aspect of culture on its own terms, not in terms of your own culture
- First problem in dealing with cultural difference: defining them
- When dealing with problematic team performance, ask the question: is there a culturally acquired set of behaviours or thinking that is contributing to the problem?
- If yes, it’s time to make use of “methodological cultural relativity”
- Example:
- Very beautify friend visiting US from Brazil
- Noted that on the streets of Rio, she received a lot of male attention. Whereas in US, male attention was much more muted, making her feel “ugly”
- Conversely, american woman travelling to Rio was very uncomfortable with the amount of male attention.
- Example of culture shock.
- 3 kinds of cultural relativism:
- methodological cultural relativism: a methodological principle
- epistemological relativism: the clam that knowledge and beliefs are relative to the culture; no culture is closer to the truth than any other (not making this claim in this course)
- moral relativism: the claim that values are relative to the culture; no cultural system has the one ultimately correct set of values (not making this claim in this course)
- Think of cultural relativity as a tool in your kit.
- Ethnocentrism:
- Judging another cultural element in terms of your own culture
- This is the opposite of cultural relativity
Avoid Stereotyping
- Stereotyping: assuming that some general, or even specific but highly distinctive trait, found in a group or team applies equally to everyone in the group
- Because cultural elements are socially acquired, their prevalence is usually a matter of statistical frequencies
- e.g. Not all Brazillain men are demonstrative, and some American men are demonstrative
- Some team members will learn cultural elements in different ways
- Smiling is culturally aquired
- e.g. Kanye West: don’t smile
- e.g. bicycle shop employees didn’t smile
- Shedding workers:
- Toshiba in Japan – did lay off 7000 employees
- To avoid sterotyping, when you think about a specific aspect of a culture (such as smiling), think in terms of a normal distribution. You can compare different cultures as a pair of overlapping distributions. e.g.
A Checklist of Little Differences for Business
- Good books inteneded for a general audience. Expecially recommended book:
- Global Dexterity: How to Adapt Your Behaviour Across Cultures Without Losing Yourself int he Process
- How to better adapt to the teams you join, and learn new routines
- Need to be aware of cultural variation
- Formality:
- The amount of deference and respect your are required to exhibit
- How formally or casually should you dress?
- Is it customary to engage in small talk?
- … or should you confine your interactions just to the business at hand?
- How much personal informaiton about yourself can you reveal?
- e.g. is it appropriate to talk about your family?
- Speaking your mind
- This refers to directness
- Should you only hint at your meaning
- … or should you come right out and say it?
- What is the conversational style?
- e.g. story about 2 brothers who were always fighting. Father didn’t comment on the fighting, but he did tell a story about 2 brothers who were fighting
- Expressing your feelings
- What kinds of feelings can you openly express in business interactions?
- Is it OK to appear enthusiastic?
- Self promotion
- e.g. Law of Jante in Denmark
- Aggressiveness
Gestures as Boundary Marker
- Gestures are hugely important and powerful in defining (and crossing) cultural boundaries
- e.g. Story of Nixon, who visited Brazil in teh 60’s. Nixon gave the American “OK” gesture, which is obscene in Brazil
- Gestures that mark team membership (or exclusion)
- e.g. Bryan brothers chest bump
- e.g. High fives in a team
- e.g. Scooby Doo “keeping it real” gesture
Corporate Personhood
- “We” intentions versus “I” intentions.
- The use of the pronoun “we” is important to the creation and maintenance of group boundaries and identity
- The use of “we” also implies a contrasting “they”, indicating the people who are not in the group
- When people form a team, the can both think and speak about themselves as a group
- Part of the power of team culture is the create the idea of the team. The use of “we” can contribute to the creation of the team
- e.g. the constitution of the United States, has a pre-amble that starts with “We the people…”
- The legal idea of a corporation…
- Corporation: a body formed and authorised by law to act as a single person
- The collective corporation can own property, and be sued in court.
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