In 2013, Apple CEO, Tim Cook, made a very public apology to
his Chinese customers after an uproar occurred regarding Apples warranty.
Under Chinese law, consumers are allowed a two-year warranty for
their Apple products.
But when Apple only offered a one-year warranty, and then made Chinese customers
pay $90 to replace faulty back covers, consumers got angry.
In an effort to restore good faith, Apple CEO,
Tim Cook released an open letter admitting his company's lack
of communication and vowed to fix the problem.
We are aware that a lack of external communication in this process
has led to the speculation that Apple is arrogant, doesn't care, or
doesn't attach importance to consumer feedback.
We express our sincere apologies for any concerns or
misunderstandings this gives consumers.
Cook's decision to apologize publicly was consistent with Chinese cultural norms,
where apologies are a time honored tradition and
provide an important show of public respect.
Tim Cook not only showed cultural sensitivity,
he showed cultural intelligence.
What is culture?
Culture is the personality of a group.
Cultural intelligence according to Professor Chris Earley,
is a persons capability to adapt effectively to new cultural contexts.
The risk of talking about culture is that we may fall prey to stereotyping people.
A stereotype is a faulty belief that everyone from a given group or
given culture is the same.
Let me use Texans as an example.
As a native Texan,
I am mildly offended when people say that Texans are all gun-toting,
pick-up driving, barbecue-eating people, and the women have big hair.
No one wants to be stereotyped.
Instead, let’s talk about prototypes when it comes to culture.
A prototype is a central tendency.
In other words, a prototype acknowledges that there may be a norm in a given
culture, but there is variation and dispersion around that norm.
For example, think about greetings in different cultures.
In France, it is normative to kiss, perhaps two or three times on each cheek.
But in Japan, it is normative to bow.
However, there is variation in a culture, meaning that some French people
are culturally more similar to a prototypical Japanese person, and
vice versa.
Let's think about culture like an iceberg.
As you know, about one-ninth of an iceberg is exposed above the water.
Eight-ninth's is below the surface.
When we meet someone from a different culture, we see their appearance and
behaviors.
We don't see their values, beliefs, and norms.
To make this come alive, let's do a little demonstration.
Professor Michael Morris showed a picture like this to people all over the world and
asked them to tell a story.
What story would you tell?
Most US born people told the story of leadership and competition.
This is a race, or competition and one fish is winning.
There's a CEO fish, or a leader fish and these are his or her direct reports.
When Morris showed this picture to a sample of Chinese participants who had
not been poisoned by Western education, their stories were quite different.
The group of fish is swimming to catch and protect a teammate.
The message I tell my students is that you are not ready for
global assignment until you understand the other person's worldview.
Let's talk about three key cultural prototypes,
as identified by Professor Jean Brett in her book Negotiating Globally,
face, honor, and dignity cultures.
Face cultures are primarily East Asia, but not exclusively.
People from face cultures derive their self worth
from earning the respect of others.
If you agree with statements like,
people should be humble to maintain good relationships, and,
it is important to never criticize others, particularly superiors in public.
You embrace the face culture.
In terms of confrontation style, face cultures are indirect and
will usually refer to superiors.
With regard to power and status, people in face cultures
are often embedded in stable, hierarchical relationships.
Dignity cultures are primarily Europe North America,
Australia, and New Zealand, but not exclusively.
There are always exceptions.
People who embody the dignity culture believe strongly
in speaking their mind and being self-reliant.
Their own self worth is self determined and
they are very comfortable engaging in direct, rational, fact-based conversation.
Status and titles are not nearly as important for
people in dignity cultures, as information and talent.
Our cultural values affect how we motivate people in our organizations.
A small Texas corporation seeking to elevate productivity
told its employees to look into the mirror each day and say, I am beautiful,
100 times before coming to work.
Dignity culture.
Employees of a Japanese owned company in New Jersey were instructed to begin
the day by holding hands, and telling each other that he or she is beautiful.
Face culture.
Honor cultures are primarily in the Middle East,
South Asia, North Africa, and Latin America.
Self-worth in honor cultures is socially claimed.
The confrontation style of honor cultures is to express emotion, and
if necessary, take matters into your own hands.
If you agree with statements like, people need to defend their family, and, it
is important not to let others insult your reputation, you embrace the honor culture.
Okay, let's conclude.
There are three primary cultural personalities, learn to recognize them.
Some of us are multicultural.
It is vital to realize that your own cultural beliefs may not be
embraced by others.
Decide how much you are willing to change when communicating globally
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