# The Culture Map
Author:: Erin Meyer
## Highlights
> while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. ([Location 134](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=134))
> You Westerners practically speak on top of each other in a meeting. ([Location 136](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=136))
> The eight scales are: • Communicating: low-context vs. high-context • Evaluating: direct negative feedback vs. indirect negative feedback • Persuading: principles-first vs. applications-first • Leading: egalitarian vs. hierarchical • Deciding: consensual vs. top-down • Trusting: task-based vs. relationship-based • Disagreeing: confrontational vs. avoids confrontation • Scheduling: linear-time vs. flexible-time ([Location 286](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=286))
> In the United States and other Anglo-Saxon cultures, people are trained (mostly subconsciously) to communicate as literally and explicitly as possible. Good communication is all about clarity and explicitness, and accountability for accurate transmission of the message is placed firmly on the communicator: “If you don’t understand, it’s my fault.” By contrast, in many Asian cultures, including India, China, Japan, and Indonesia, messages are often conveyed implicitly, requiring the listener to read between the lines. Good communication is subtle, layered, and may depend on copious subtext, with responsibility for transmission of the message shared between the one sending the message and the one receiving it. ([Location 476](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=476))
> The United States is the lowest-context culture in the world, followed by Canada and Australia, the Netherlands and Germany, and the United Kingdom. ([Location 529](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=529))
> “Tell them what you are going to tell them, then tell them, then tell them what you’ve told them.” This is the philosophy of low-context communication in a nutshell. ([Location 536](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=536))
> High-context cultures tend to have a long shared history. Usually they are relationship-oriented societies where networks of connections are passed on from generation to generation, generating more shared context among community members. ([Location 605](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=605))
> One interesting quirk is that in high-context cultures, the more educated and sophisticated you are, the greater your ability to both speak and listen with an understanding of implicit, layered messages. By contrast, in low-context cultures, the most educated and sophisticated business people are those who communicate in a clear, explicit way. ([Location 656](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=656))
> In this respect, education tends to move individuals toward a more extreme version of the dominant cultural tendency. ([Location 661](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=661))
> Be as transparent, clear, and specific as possible. Explain exactly why you are calling. Assert your opinions transparently. Show all of your cards up front. At the end of the phone call, recap all the key points again, or send an e-mail repeating these points straight afterwards. If you are ever not 100 percent sure what you have been asked to do, don’t read between the lines but state clearly that you don’t understand and ask for clarification. And sometimes it would be better to not be quite so polite, as it gives the impression of vagueness or uncertainty. ([Location 807](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=807))
> On a multicultural team, most misunderstanding takes place between people who come from two high-context cultures with entirely different roots, such as the Brazilians communicating with the Chinese. ([Location 830](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=830))
> Multicultural teams need low-context processes. ([Location 840](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=840))
> If I ever need my staff to behave in a non-Indonesian way, I now start by explaining the cultural difference. If I don’t, the negative reactions fly.” ([Location 895](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=895))
> Some cultures that are low-context and explicit may be cryptically indirect with negative criticism, while other cultures that speak between the lines may be explicit, straight talkers when telling you what you did wrong. ([Location 922](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=922))
> One way to begin gauging how a culture handles negative feedback is by listening carefully to the types of words people use. More direct cultures tend to use what linguists call upgraders, words preceding or following negative feedback that make it feel stronger, such as absolutely, totally, or strongly: “This is absolutely inappropriate,” or “This is totally unprofessional.” ([Location 974](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=974))
> By contrast, more indirect cultures use more downgraders, words that soften the criticism, such as kind of, sort of, a little, a bit, maybe, and slightly. Another type of downgrader is a deliberate understatement, a sentence that describes a feeling the speaker experiences strongly in terms that moderate the emotion—for example, saying “We are not quite there yet” when you really mean “This is nowhere close to complete,” or “This is just my opinion” when you really mean “Anyone who considers this issue will immediately agree.” ([Location 978](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=978))
> motivating. I was on a conference call with an American group yesterday, and the organizer began, “I am absolutely thrilled to be with you this morning.” Only an American would begin a meeting like this. Let’s face it, everyone in the room knows that she is not truly, honestly thrilled. ([Location 1143](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1143))
> When my American colleagues begin a communication with all of their “excellents” and “greats,” it feels so exaggerated that I find it demeaning. We are adults, here to do our jobs and to do them well. We don’t need our colleagues to be cheerleaders. ([Location 1147](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1147))
> Third, frame your behavior in cultural terms. Talk about the cultural differences that explain your communication style. If possible, show appreciation for the other culture while laughing humbly at your own. Someone in Dulac’s position might say, “In the U.S., you are so good at openly appreciating one another. In France, we aren’t in the habit of voicing positive feedback. We might think it, but we don’t say it!” To those she works with frequently, Dulac might also explain her natural feedback style: “When I say ‘okay,’ you should hear ‘very good.’ And when I say ‘good,’ you should hear ‘excellent.’” ([Location 1196](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1196))
> the first simple strategy for giving negative feedback to someone from a culture in quadrant D is Don’t give feedback to an individual in front of a group. ([Location 1215](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1215))
> Give the feedback slowly, over a period of time, so that it gradually sinks in. “In the West,” Aini said, “you learn that feedback should be given right here, right now. In most Asian societies, it is best to give feedback gradually. This does not mean that you beat the direct message in periodically, again and again. Rather it means that you make small references to the changes that need to be made gently, gradually building a clear picture as to what should be done differently.” ([Location 1236](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1236))
> Use food and drink to blur an unpleasant message. ([Location 1247](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1247))
> me: Say the good and leave out the bad. ([Location 1255](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1255))
> Principles-first reasoning (sometimes referred to as deductive reasoning) derives conclusions or facts from general principles or concepts. For example, we may start with a general principle like “All men are mortal.” Then we move to a more specific example: “Justin Bieber is a man.” This leads us to the conclusion, “Justin Bieber will, eventually, die.” ([Location 1349](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1349))
> On the other hand, with applications-first reasoning (sometimes called inductive reasoning), general conclusions are reached based on a pattern of factual observations from the real world. For example, if you travel to my hometown in Minnesota one hundred times during January and February, and you observe every visit that the temperature is considerably below zero, you will conclude that Minnesota winters are cold ([Location 1355](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1355))
> Across Western countries, we see strong differences between applications-first and principles-first patterns of thinking. But when considering the differences between Asian and Western thought patterns, we need to use a different lens. Asians have what we refer to as holistic thought patterns, while Westerners tend to have what we will call a specific approach. ([Location 1518](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1518))
> Chinese people think from macro to micro, whereas Western people think from micro to macro. ([Location 1601](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1601))
> First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. ([Location 1644](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1644))
> choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. ([Location 1645](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1645))
> Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans. ([Location 1648](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1648))
> If you are working with people from a hierarchical society: • Communicate with the person at your level. If you are the boss, go through the boss with equivalent status, or get explicit permission to hop from one level to another. • If you do e-mail someone at a lower hierarchical level than your own, copy the boss. • If you need to approach your boss’s boss or your subordinate’s subordinate, get permission from the person at the level in between first. • When e-mailing, address the recipient by the last name unless they have indicated otherwise—for example, by signing their e-mail to you with their first name only. ([Location 1983](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1983))
> If you are working with people from an egalitarian society: • Go directly to the source. No need to bother the boss. • Think twice before copying the boss. Doing so could suggest to the recipient that you don’t trust them or are trying to get them in trouble. • Skipping hierarchical levels probably won’t be a problem. • In Scandinavia, the Netherlands, and Australia, use first names when writing e-mails. This is also largely true for the United States and the United Kingdom, although regional and circumstantial differences may arise. ([Location 1992](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1992))
> If you aren’t sure about where the culture you’re working with falls on this scale, follow the hierarchical recommendations, which are generally safer ([Location 2001](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=2001))
> “After much grief and frustration,” Wulf added, “we have concluded that for Americans, a ‘decision’ is simply an agreement to continue discussions. And if you are American and you understand this, it is fine. But for a German, who sees a decision as a final commitment to march forward on a plan, this can cause a lot of problems.” ([Location 2128](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=2128))
---
Title: The Culture Map
Author: Erin Meyer
Tags: readwise, books
date: 2024-01-30
---
# The Culture Map
Author:: Erin Meyer
## AI-Generated Summary
None
## Highlights
> while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. ([Location 134](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=134))
> You Westerners practically speak on top of each other in a meeting. ([Location 136](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=136))
> The eight scales are: • Communicating: low-context vs. high-context • Evaluating: direct negative feedback vs. indirect negative feedback • Persuading: principles-first vs. applications-first • Leading: egalitarian vs. hierarchical • Deciding: consensual vs. top-down • Trusting: task-based vs. relationship-based • Disagreeing: confrontational vs. avoids confrontation • Scheduling: linear-time vs. flexible-time ([Location 286](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=286))
> In the United States and other Anglo-Saxon cultures, people are trained (mostly subconsciously) to communicate as literally and explicitly as possible. Good communication is all about clarity and explicitness, and accountability for accurate transmission of the message is placed firmly on the communicator: “If you don’t understand, it’s my fault.” By contrast, in many Asian cultures, including India, China, Japan, and Indonesia, messages are often conveyed implicitly, requiring the listener to read between the lines. Good communication is subtle, layered, and may depend on copious subtext, with responsibility for transmission of the message shared between the one sending the message and the one receiving it. ([Location 476](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=476))
> The United States is the lowest-context culture in the world, followed by Canada and Australia, the Netherlands and Germany, and the United Kingdom. ([Location 529](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=529))
> “Tell them what you are going to tell them, then tell them, then tell them what you’ve told them.” This is the philosophy of low-context communication in a nutshell. ([Location 536](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=536))
> High-context cultures tend to have a long shared history. Usually they are relationship-oriented societies where networks of connections are passed on from generation to generation, generating more shared context among community members. ([Location 605](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=605))
> One interesting quirk is that in high-context cultures, the more educated and sophisticated you are, the greater your ability to both speak and listen with an understanding of implicit, layered messages. By contrast, in low-context cultures, the most educated and sophisticated business people are those who communicate in a clear, explicit way. ([Location 656](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=656))
> In this respect, education tends to move individuals toward a more extreme version of the dominant cultural tendency. ([Location 661](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=661))
> Be as transparent, clear, and specific as possible. Explain exactly why you are calling. Assert your opinions transparently. Show all of your cards up front. At the end of the phone call, recap all the key points again, or send an e-mail repeating these points straight afterwards. If you are ever not 100 percent sure what you have been asked to do, don’t read between the lines but state clearly that you don’t understand and ask for clarification. And sometimes it would be better to not be quite so polite, as it gives the impression of vagueness or uncertainty. ([Location 807](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=807))
> On a multicultural team, most misunderstanding takes place between people who come from two high-context cultures with entirely different roots, such as the Brazilians communicating with the Chinese. ([Location 830](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=830))
> Multicultural teams need low-context processes. ([Location 840](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=840))
> If I ever need my staff to behave in a non-Indonesian way, I now start by explaining the cultural difference. If I don’t, the negative reactions fly.” ([Location 895](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=895))
> Some cultures that are low-context and explicit may be cryptically indirect with negative criticism, while other cultures that speak between the lines may be explicit, straight talkers when telling you what you did wrong. ([Location 922](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=922))
> One way to begin gauging how a culture handles negative feedback is by listening carefully to the types of words people use. More direct cultures tend to use what linguists call upgraders, words preceding or following negative feedback that make it feel stronger, such as absolutely, totally, or strongly: “This is absolutely inappropriate,” or “This is totally unprofessional.” ([Location 974](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=974))
> By contrast, more indirect cultures use more downgraders, words that soften the criticism, such as kind of, sort of, a little, a bit, maybe, and slightly. Another type of downgrader is a deliberate understatement, a sentence that describes a feeling the speaker experiences strongly in terms that moderate the emotion—for example, saying “We are not quite there yet” when you really mean “This is nowhere close to complete,” or “This is just my opinion” when you really mean “Anyone who considers this issue will immediately agree.” ([Location 978](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=978))
> motivating. I was on a conference call with an American group yesterday, and the organizer began, “I am absolutely thrilled to be with you this morning.” Only an American would begin a meeting like this. Let’s face it, everyone in the room knows that she is not truly, honestly thrilled. ([Location 1143](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1143))
> When my American colleagues begin a communication with all of their “excellents” and “greats,” it feels so exaggerated that I find it demeaning. We are adults, here to do our jobs and to do them well. We don’t need our colleagues to be cheerleaders. ([Location 1147](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1147))
> Third, frame your behavior in cultural terms. Talk about the cultural differences that explain your communication style. If possible, show appreciation for the other culture while laughing humbly at your own. Someone in Dulac’s position might say, “In the U.S., you are so good at openly appreciating one another. In France, we aren’t in the habit of voicing positive feedback. We might think it, but we don’t say it!” To those she works with frequently, Dulac might also explain her natural feedback style: “When I say ‘okay,’ you should hear ‘very good.’ And when I say ‘good,’ you should hear ‘excellent.’” ([Location 1196](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1196))
> the first simple strategy for giving negative feedback to someone from a culture in quadrant D is Don’t give feedback to an individual in front of a group. ([Location 1215](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1215))
> Give the feedback slowly, over a period of time, so that it gradually sinks in. “In the West,” Aini said, “you learn that feedback should be given right here, right now. In most Asian societies, it is best to give feedback gradually. This does not mean that you beat the direct message in periodically, again and again. Rather it means that you make small references to the changes that need to be made gently, gradually building a clear picture as to what should be done differently.” ([Location 1236](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1236))
> Use food and drink to blur an unpleasant message. ([Location 1247](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1247))
> me: Say the good and leave out the bad. ([Location 1255](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1255))
> Principles-first reasoning (sometimes referred to as deductive reasoning) derives conclusions or facts from general principles or concepts. For example, we may start with a general principle like “All men are mortal.” Then we move to a more specific example: “Justin Bieber is a man.” This leads us to the conclusion, “Justin Bieber will, eventually, die.” ([Location 1349](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1349))
> On the other hand, with applications-first reasoning (sometimes called inductive reasoning), general conclusions are reached based on a pattern of factual observations from the real world. For example, if you travel to my hometown in Minnesota one hundred times during January and February, and you observe every visit that the temperature is considerably below zero, you will conclude that Minnesota winters are cold ([Location 1355](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1355))
> Across Western countries, we see strong differences between applications-first and principles-first patterns of thinking. But when considering the differences between Asian and Western thought patterns, we need to use a different lens. Asians have what we refer to as holistic thought patterns, while Westerners tend to have what we will call a specific approach. ([Location 1518](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1518))
> Chinese people think from macro to micro, whereas Western people think from micro to macro. ([Location 1601](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1601))
> First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. ([Location 1644](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1644))
> choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. ([Location 1645](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1645))
> Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans. ([Location 1648](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1648))
> If you are working with people from a hierarchical society: • Communicate with the person at your level. If you are the boss, go through the boss with equivalent status, or get explicit permission to hop from one level to another. • If you do e-mail someone at a lower hierarchical level than your own, copy the boss. • If you need to approach your boss’s boss or your subordinate’s subordinate, get permission from the person at the level in between first. • When e-mailing, address the recipient by the last name unless they have indicated otherwise—for example, by signing their e-mail to you with their first name only. ([Location 1983](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1983))
> If you are working with people from an egalitarian society: • Go directly to the source. No need to bother the boss. • Think twice before copying the boss. Doing so could suggest to the recipient that you don’t trust them or are trying to get them in trouble. • Skipping hierarchical levels probably won’t be a problem. • In Scandinavia, the Netherlands, and Australia, use first names when writing e-mails. This is also largely true for the United States and the United Kingdom, although regional and circumstantial differences may arise. ([Location 1992](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=1992))
> If you aren’t sure about where the culture you’re working with falls on this scale, follow the hierarchical recommendations, which are generally safer ([Location 2001](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=2001))
> “After much grief and frustration,” Wulf added, “we have concluded that for Americans, a ‘decision’ is simply an agreement to continue discussions. And if you are American and you understand this, it is fine. But for a German, who sees a decision as a final commitment to march forward on a plan, this can cause a lot of problems.” ([Location 2128](https://readwise.io/to_kindle?action=open&asin=B00IHGVQ9I&location=2128))