The Culture Map
Page 24
Repsol, 182–183
Respect
authority and, 139–140
showing, 139–142
Roman Empire, 127–128
Romance languages
cluster of, 40–41, 41 (fig.)
high-context communication and, 39–41, 39 (fig.), 41 (fig.)
Root-binding. See Nemawashi
Rules, 56–57
Russia, 94–95
business culture of, 16–18, 17 (fig.)
hierarchical culture of, 16–18, 17 (fig.), 117–118, 142
high-context communication, 39–40, 39 (fig.), 41 (fig.)
negative feedback and, 69–70, 69 (fig.), 72 (fig.), 74–78
on persuading scale, 96–97, 96 (fig.)
trusting scale and, 171–172, 171 (fig.), 178–179
The Russian Handbook, 74
Saint Gobain, 192
Sandemose, Aksel, 116–117
Saudi Arabia, 238
high-context communication and, 39–40, 39 (fig.), 41 (fig.), 55–57
trusting scale and, 171 (fig.), 172, 191
Scandinavia, 138
legal system of, 98
on persuading scale, 95–97, 96 (fig.)
Scheduling
cultural bridge for, 249–251
framing strategy for, 237–239
France and, 22–23, 23 (fig.), 221–222
Germany and, 18–19, 19 (fig.), 20 (fig.), 22–23, 23 (fig.), 220, 226, 232–233
India and, 22–23, 23 (fig.), 220
KPMG global teams on, 22–23, 23 (fig.)
South Americans and, 220, 221–224
style-switching approach to, 231–237
time and, 219–224
U.K. and, 22–23, 23 (fig.), 220
U.S. and, 220
Scheduling scale
in eight-scale model, 16, 17 (fig.), 244–249, 246 (fig.)
inefficiency within, 239–241
relationships and, 225–228, 227 (fig.)
School system
Anglo-Saxon, 94
of France, 79, 99, 200
of Latin America, 94
of Latin Europeans, 94
Self-deprecation, 52
Shahid, Suleman, 201
Shen, Elisabeth, 48, 169
Shotoku, Prince, 199
Singapore
high-context communication and, 39–41, 39 (fig.), 41 (fig.)
negative feedback and, 69 (fig.), 70, 72 (fig.)
South Americans
negative feedback and, 69, 69 (fig.), 72 (fig.)
scheduling and, 220, 221–224
Spain, 102
communication in, 31
e-mail and, 47
high-context communication and, 39, 39 (fig.), 47
idioms of, 39
leading scale and, 125 (fig.), 126
negative feedback and, 69 (fig.), 70, 72 (fig.), 78
recaps and, 46–47
trusting scale and, 21–23, 21 (fig.), 23 (fig.), 173
Stereotypes, 13
Summarization
explicit, 57
oral, 56–57
Sweden, 145–146, 228, 230
deciding scale and, 150 (fig.), 151–153
egalitarian, 128
leading scale and, 125 (fig.), 126
Swerts, Marc, 201
Switzerland, 165–167, 170
Synthesis, 99–100
Taoism, 110–111
Tarasov, Mr., 94–95
Team, 249–250
leaders, 107
protocols, 139
scheduling and global, 22–23, 23 (fig.)
Thailand, 199
negative feedback and, 70, 69 (fig.), 72 (fig.), 85
trust in, 188
Thinking
business, 111–112
patterns, 108–109
specific, 110–112
Time
flexible-, 220, 224–225, 231
linear-, 220, 224, 230
scheduling and, 219–224
See also Scheduling; Scheduling scale
Titles, 57, 141
Toledo, Ohio, 32–33
Toshiba Westinghouse, 112
Translation
art of, 65–71, 67 (fig.), 69 (fig.), 72 (fig.)
Guide, Anglo-Dutch, 67, 67 (fig.)
Trompenaars, Fons, 175
Trott, John, 173
Trust
affective, 167–170
Americans on, 169–170, 175
in Brazil, 163–165, 170, 175–176
breaking, 136
building, 53, 105–106
building strategies, 178–181
in China, 165–167, 169–170, 188–189
cognitive, 167–170
sharing meals, drinks and, 164–165, 167, 185–189
in Switzerland, 165–167, 170
in Thailand, 188
Trusting scale
Australia and, 171 (fig.), 172
Brazil and, 171–172, 171 (fig.)
BRIC countries, 171–174, 171 (fig.)
China and, 171–174, 171 (fig.)
in eight-scale model, 16, 17 (fig.), 244–249, 246 (fig.)
India and, 171–172, 171 (fig.), 180
Indonesia and, 171 (fig.), 172
relationship-based and, 170–174, 171 (fig.), 180–181, 183–185
relationship-oriented and, 21–23, 21 (fig.), 23 (fig.), 40
Russia and, 171–172, 171 (fig.), 178–179
Saudi Arabia and, 171 (fig.), 172, 191
Spain and, 21–23, 21 (fig.), 23 (fig.), 173
task-based and, 170–174, 171 (fig.), 178, 181–183
task-oriented and, 21–23, 21 (fig.), 23 (fig.)
U.K. and, 171 (fig.), 172
U.S. and, 171 (fig.), 172
Turroturro, Cosimo, 23–24
U.K. See United Kingdom
Understatement, 65–66
United Kingdom (U.K.)
evaluating scale and, 20–21, 21 (fig.)
humor in, 44–46
legal system of, 98
low-context communication and, 34, 39–41, 39 (fig.), 41 (fig.)
negative feedback and, 69, 69 (fig.), 72 (fig.), 76
on persuading scale, 95–97, 96 (fig.)
recaps and, 46–47
scheduling and, 22–23, 23 (fig.), 220
trusting scale and, 171 (fig.), 172
usage of downgraders in, 67–69, 67 (fig.)
See also Anglo-Dutch Translation Guide
United States (U.S.), 138, 217
business culture of, 7–10
communication in, 31–32
decision-making in, 144–148, 150–153, 150 (fig.)
feedback in, 8–10
legal system of, 98
low-context communication and, 34, 39–41, 39 (fig.), 41 (fig.)
on persuading scale, 95–97, 96 (fig.)
scheduling and, 220
shared history of, 40–41, 41 (fig.)
trusting scale and, 171 (fig.), 172
University of Tilberg (Netherlands), 201
Upgraders, 65–66
U.S. See United States
Valeo, 245
Verification
levels of, 56–57
through open-ended questions, 51
Vikings, 128
Words, 206, 220
of downgraders, 65–66
English, 37
French, 37
Hindi, 37
of Japan, 37
multiple interpretation of, 37
multiple meanings of, 37–38
of upgraders, 65–66
World Bank, 233–235
World Medication Association, 70
Wu lun structure, 130
Yin and yang (dark and light), 111
Zimbabwe, 31
PHOTO BY KIM DURDANT-HOLLAMBY, KDH CREATIVE
An American based in France, Erin Meyer is a professor at INSEAD, one of the world’s leading international business schools. She is program director for INSEAD’s Managing Global Vir
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