[Workshop] Cultural Compass Navigating Diversity in the Workplace
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I love talking about cultures and their impact on our work environment. I am glad that I managed to open the door to dialogue and arouse curiosity with this workshop. This presentation is part of a workshop about Practical application of cultural understanding within a professional setting that involves leveraging cultural awareness to enhance communication, collaboration, and conflict resolution among team members. Master effective strategies for navigating cultural diversity in your professional life. Gain practical insights and tools from an experienced agile coach.
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[Workshop] Cultural Compass Navigating Diversity in the Workplace
- 1. Cultural Compass Cultural Compass G旦zde Berberolu zen G旦zde Berberolu zen Navigating Diversity Navigating Diversity in the Workplace in the Workplace
- 3. Move around the room until you hear the bell Form groups of 3 people Ill reveal the question Every person will have 30 seconds to answer the question When you see my hand is raised it means that time is up! Repeat the same steps until we finish the questions Pro tip: Find someone you havent met before or rarely spoke
- 5. Howdoyoucelebratea birthdayinyour culture?(Who organizeswhat,how giftisexchanged?...) ? ? ? ? ? ?
- 9. The Culture Map enables an easy visual comparison of the various cultures represented in your team Pointing out similarities and differences will help you identify invisible boundaries As you build your own awareness, you will be better able to act as a cultural bridge The cultural and individual diversity can become your team's greatest asset
- 10. 8 Scales to help 8 Scales to help understand and understand and navigate cultural navigate cultural differences differences Each scale represents a spectrum of behaviors and preferences that can vary significantly across cultures.
- 11. Good to know about the scales Good to know about the scales Don't assume behavior based on culture, but recognize its impact on worldview. These arent graded low to high. Each endpoint has a value from its own perspective. Understanding these scales helps decode cultural influence on international collaboration and avoid conflicts.
- 12. Exercise: Culture Mapping Exercise: Culture Mapping As I explain each scale, add your initials on the scale Well debrief everything at the end There is no right or wrong, its your perspective ;) TIMEBOX 15 MINS
- 13. Communication Communication Low-Context High-Context Good communication is precise, simple and clear. Messages are straightforward and explicit. Repetition is appreciated if it helps clarify the communication. Good communication is sophisticated, nuanced and layered. Messages are both spoken and read between the lines. Messages are often implied but not plainly expressed.
- 14. High-Context Low-Context Say what you mean and mean what you say Listen to the air Low-Context culture, usually Has a few hundred years of shared history More individual Shaped by immigrants - different histories/languages/backgrounds May receive a high-context communicator as secretive and lacking transparency High-Context culture, usually Has a long shared history Relationship-oriented societies Generation-to-generation shared context May receive a low-context communicator as inappropriately stating the obvious and patronizing Say something without saying it
- 16. Evaluating Evaluating Directnegativefeedback Indirectnegativefeedback Provided frankly, bluntly, honestly. Stand alone, not softened by positive ones. Criticism is clear and specific. Criticism may be given to an individual in front of a group. Negative feedback to a colleague is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Criticism is given only in private.
- 18. Leading Leading Egalitarian Hierarchical The ideal distance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organizational structures are flat. Communication often skips hierarchical lines. The ideal distance between a boss and a subordinate is high. The best boss is an authority figure, status is important. Organizational structures are multilayered and fixed. Communication follows set hierarchical lines.
- 19. Leading Leading
- 20. Deciding Deciding Consensual Top-down Decisions are made through group consensus and collaboration, with an emphasis on group agreement. Decisions are made by individuals in authority, and instructions are expected to be followed with less group input.
- 22. Trusting Trusting Task-based Relationship-based Trust is built through professional competence, accomplishments, and reliability. You do good work consistently, you are reliable, I enjoy working with you, I trust you. Trust is built through personal relationships, social connections, and shared experiences. I've seen who you are at a deep level, I've shared personal time with you, I know others well who trust you, I trust you.
- 24. Disagreeing Disagreeing Confrontational Avoidsconfrontation Disagreement and debate are positive for the team or organization. Open confrontation is appropriate and will not negatively impact the relationship. Disagreement and debate are negative for the team or organization. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship.
- 26. Scheduling Scheduling Linear-time Flexible-time Project steps are approached in a sequential fashion, completing one task before beginning the next. One thing at a time. No interruptions. The focus is on the deadline and sticking to the schedule. Project steps are approached in a fluid manner, changing tasks as opportunities arrive. Many things are dealt with at once and interruptions accepted. The focus is on adaptability, and flexibility is valued over organization.
- 28. Persuading Persuading Principles-first Applications-first Start with theories, concepts, and general principles before moving to practical applications, facts, statements, or opinion. Start with practical examples, concrete cases, and data before moving to underlying principles and theories.
- 31. Strategies Strategies Beflexibleandrespectfulwhilestillstaying truetoyourcorevaluesandprinciples
- 32. Communication Communication WorkingwithpeoplefromLow- Contextcultures WorkingwithpeoplefromHigh- Contextcultures Be transparent, clear, and specific. Avoid reading between the lines; ask for clarification when needed. Recap agreements to ensure mutual understanding. Dont be overly polite; ask necessary questions to grasp the context. Practice listening more carefully. Listen to what is meant, not only said. Pay attention to body language. Ask open-ended questions Clarify when you are not sure you understood the message. Dont assume bad intention
- 33. Evaluating Evaluating WorkingwithpeoplefromDirect negativefeedbackcultures WorkingwithpeoplefromIndirect negativefeedbackcultures Be clear, concise, and direct. Avoid sugar-coating your message. Keep criticism focused on work- related issues, not personal attributes. Highlights areas for improvement and provides constructive suggestions. Use a more diplomatic and tactful approach. Soften your language. Cushion the negative feedback by starting with a positive one. Be aware of and sensitive to non- verbal signals,
- 34. Leading Leading Workingwithpeoplefrom Egalitariancultures Workingwithpeoplefrom Hierarchicalcultures Go directly to the source if. you need information. No need to talk to the boss. Think twice before copying the boss Easily skip hierarchical levels. Recognise and respect the hierarchy. Understand and follow the etiquette No level-hoping Communicate with people at your level.
- 35. Deciding Deciding Workingwithpeoplefrom Consensualcultures Workingwithpeoplefrom Top-downcultures The process will take longer Be patient and committed to the group decision Focus on the quality and completeness of the information Remember that decisions made are difficult to change. The boss will make the decisions Follow the decision, even if you were not consulted or your idea was rejected. If you are in charge strive for a fast decision. As more information emerges decisions will be adjusted
- 36. Trusting Trusting Workingwithpeoplefrom Task-basedcultures Workingwithpeoplefrom Relationship-basedcultures Keep professional and personal lives separate. Show consistency in your accomplishments Dont spend too much time on non- professional events Dont assume a deep conversation is indicative of a deep relationship. Build on common interests. In social situations, dont be afraid to get personal and share stories about your life. Be authentic. Join the crowd. When your team is relaxing and letting go, join in. Sharing meals and drinks can get you a new business partner.
- 37. Disagreeing Disagreeing Workingwithpeoplefrom Confrontationalcultures Workingwithpeoplefrom Avoidsconfrontationcultures Dont assume that disagreement with an idea equals disagreement with you. Challenging your ideas doesnt mean that people dont respect or appreciate you. If youre the boss, dont join the meeting. Conduct meetings before the meeting where you present your idea. Avoid upgraders (Absolutely, totally, completely) and employ downgraders (sort of, kind of, slightly, partially).
- 38. Scheduling Scheduling Workingwithpeoplefrom Linear-timecultures Workingwithpeoplefrom Flexible-timecultures Respect deadlines, and arrive on time for meetings and prioritize tasks accordingly Provide clear agendas in advance Consistently follow through on commitments within the agreed- upon timeframes to build trust and reliability. Allow spontaneity and flexibility in plans and timelines. Be open to last-minute changes Prioritize building relationships, and valuing personal connections. Practice Patience Value Quality over Speed
- 39. Persuading Persuading Workingwithpeoplefrom Principles-firstcultures Workingwithpeoplefrom Applications-firstcultures Spend some time explaining your hypothesis, methodology, even some details on the research you did Assume that incidences in one situation dont necessarily apply to other situation. Start with practical examples, case studies, or real-life applications Support your argument with empirical data, statistics Provide Step-by-Step Guidance Engage in Hands-On Demonstrations
- 40. Persuading Persuading Ifyouhaveamixedaudience Cycle back and forth between theoretical principles to practical examples ThisscaleappliestoWesternenvironments.AsianculturesareconsideredasHolistic Take time to explain the big picture, Show how the pieces fit together, make sure everyone understands what others are working on. Focus on the team goal, rather than individual goals and incentives.
- 42. Imagine that your team members from Spain, India and Turkey. Your manager is from Germany. You spent 2 hours during the lunch. What are the possible consequences?
- 43. If you need to give negative feedback to your Chinese colleague as a Danish, what would you do?
- 44. A corporate culture comparison of Microsoft Xbox, Mercedes-Benz R&D, Netflix, and Google based on personal experience, using the Culture Map framework by Erin Meyer. (*) (*) https://www.i4design.com/chickenscratch/2018/3/18/corporate-culture-map
- 45. Last words Last words Find the strengths in the cultural differences: how can you learn from the other system and work best with it Adapting the behavior based on whom you talking to does not mean compromising yourself, it means choosing the appropriate reaction from the behavior library and reacting accordingly Encourage dialogue by asking open-ended questions that allow the other person to express their thoughts and concerns
- 46. Thank you for Thank you for listening! listening! G旦zde Berberolu zen G旦zde Berberolu zen
- 47. Credits Credits References Erin Meyers Culture Map i4design.com Increase Your Teams Performance with The Culture Map Images: Freepik Canva