A tool for bridging cultural differences.Consequences of cultural misunderstanding are no laughing No Laughing is the 21st episode of the second season of the animated series Beavis and Butt-Head. It is part of the second season of the show. It is available on DVD as part of Volume 1.
Beavis and Butt-Head are sent to Principal McVicker's office by Mr. matter--U.S. companies have lost millions of dollars by miscalculating the cultural impact of products and services marketed outside of the United States United States, officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. .
While your association and its members may not be involved in international ventures of this magnitude, cultural clashes can still have negative implications. One tool to mitigate cultural misunderstandings is the Global Results Pyramid, a concept described in Culture Clash Culture Clash is the name of:
After finishing Realschule he took on an apprenticeship as a barber. . Zweifel.
tr.v. co·found·ed, co·found·ing, co·founds
To establish or found in concert with another or others.
co·found and CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. of the Swiss Consulting Group, New York City New York City: see New York, city.
New York City
City (pop., 2000: 8,008,278), southeastern New York, at the mouth of the Hudson River. The largest city in the U.S. , Zweifel is a specialist in building international teams. He explains that teams move effective projects through four stages: relationship, vision, strategy, and action. Because different cultures emphasize these levels differently, organizational leaders must recognize and respect those differences to avoid conflict. The Global Results Pyramid (see illustration) helps managers visualize how different cultures might view the four levels so that they can modify their actions accordingly.
Here's how understanding different countries' locations on the pyramid can be helpful:
Relationship. In the United States, relationships are much less important than in other countries, such as Japan, Chile, or Saudi Arabia Saudi Arabia (sä`dē ərā`bēə, sou`–, sô–), officially Kingdom of Saudi Arabia, kingdom (2005 est. pop. . While Americans are often so hungry for results that they tend to go directly to action, other cultures focus on developing a more solid rapport based on trust. The pyramid indicates that if you're interacting with another culture that is as action-oriented as you are (e.g., Germany or Pakistan), you can move forward at your usual pace. However, if you find yourself dealing with a relationship-based culture, take it slow.
Vision. It's risky to delve into strategy or action if you haven't shared the bigger picture with your potential international partner. While Americans and Britons enjoy brainstorming and exploring visions and possibilities, many continental Europeans can be quite skeptical of such activities.
Strategy. Once you've established a solid relationship and agreed on a vision it's time It's Time was a successful political campaign run by the Australian Labor Party (ALP) under Gough Whitlam at the 1972 election in Australia. Campaigning on the perceived need for change after 23 years of conservative (Liberal Party of Australia) government, Labor put forward a to outline and create ownership in the strategy to achieve it. Zweifel cautions that no matter where cultures fall in the pyramid, it's necessary to invest time and energy into aligning all parties with the goals and decisions that will affect the overall operations of the project.
Action. American managers are used to urgent deadlines. Cultures in Germany and Switzerland, however, dictate that people think things through, understanding exactly how they are going to get things done before they take action. In dealing with such cultures, count on taking more time to make necessary clarifications.
Any model, cautions Zweifel, simplifies reality. However, "generalization is the essence of culture," and recognizing the levels of the pyramid can help maximize global results.
--Revised and reprinted with permission from Culture Clash: Managing the Global High-Performance Team (2003, Select-Books) by Thomas D. Zweifel; firstname.lastname@example.org