1. Editorial: No zeds please, we're British – Richard winfield
CorporateCoach is written in International English. This causes confusion to some of our readers who write to point out spelling 'errors'; very often the word 'organisation'. In this week's letter, Nancy Chadd draws attention to the difference and recognises the reason.
When I was in the USA earlier this year I was discussing the situation with my client and said "The difference between our two nations is the difference between an 'ess' and a 'zed'." It was not until later that I realised that I had fallen into the same trap of ignorance. For, in fact, the difference is between an 'ess' and a 'zee'!
Spelling is only a small detail in the cultural differences between nations - or even between regions. I met someone recently who had moved to Birmingham from London. She said that she could not understand why people kept speaking to her. "I wondered what they were after", she said. In London, commuters, especially, are known for being uncommunicative. Just as Yorkshire people are known for being blunt.
In America there are differences between, say, New Jersey, the Deep South and the West Coast. There are greater differences between Britain, America, India and Australia.
The trouble for those of us who use an international language is that it does not repesent an international mindset. It is easy for us to mis-read a situation or unintentionally offend someone from another culture.
If an English person goes to France or Japan, they expect people to behave differently and they are more self-conscious because of the language difference and the effort of communication.
We have a saying "The meaning of the communication is the response it elicits." In other words, successful communication is the responsibility of the sender.
In this week's coaching notes we introduce you to some thoughts on culture and list recommendations from Pierre Casse for multicultural managers.
Next week we shall look at corporate culture.
LETTER TO THE EDITOR:
I loved your new newsletter.
I was a little dismayed to see so many misspellings. Then I realized that you are coming from the UK.
I guess you did invent the language and we Americans changed it to suit us! Good luck with this endeavor.
Life is short.....be Extreme!
2. Coaching notes: Hints for multicultural managers
Culture provides people with a meaningful context in which to meet, to think about themselves and face the world.
In the language of Clifford Geertz, culture is the means by which people communicate, perpetuate and develop their knowledge about attitudes towards life. It is the fabric of meaning in terms of which human beings interpret their experience and guide their action.
In every culture a limited number of general, universally shared human problems needs to be solved. One culture can be distinguished from another by the specific solution it chooses for those problems. The anthropologists, F. Kluckhohn and F. L. Strodtbeck, identify five categories of problems, arguing that all societies are aware of all possible kinds of solution but prefer them in different orders. Hence in any culture there is a set of "dominant", or preferred, value orientations. The five basic problems mankind faces, according to this scheme, are as follows:
One culture can be distinguished from another by the arrangement of the specific solutions it selects for each set of problem situations. The solutions depend on the meaning given by people to life in general, and to their fellows, time, and nature in particular.
Geert Hofstede defines culture as "the way in which a group of people solves problems and reconciles dilemmas" and suggests that we look at cultural manifestations from an outer layer to an inner layer.
On the outer layer of culture we find symbols, which could include gestures, dress code, class symbols, eating habits, office and shopping hours, etc.
In the next layer of culture we find heroes. These are real or imaginary figures of special importance within a given culture:
Next are rituals, ceremonies marking special occasions, such as funeral rites, or tea ceremonies in Japan.
To comprehend what symbols, heroes and rituals really mean, one needs to understand
the values behind them. In contrast to symbols and rituals that are overt, values
are covert or implicit - they are not directly observable and require time and
effort to comprehend. However, they form the basis of all cultural differences.
To be able to understand others, we need to be aware of and understand our own
Pierre Casse: Training for the Multicultural Manager.
This realistic in-tray simulation set in a modern commercial office puts your team to the test. Participants play the role of Brian Harris, the new office manager in the Manchester office of Imperial plc. They are confronted with a set of unexpected and complex people management problems, more information than they can cope with, an impossible deadline and an unfamiliar political climate. In other words just a normal day.
Priced at £35, Imperial plc is currently available to download at an introductory offer price of £25.00 (+VAT).