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Home Country
China
Country of Interest
United States
Hierarchical
Egalitarian
Hierarchy: Description HIERARCHY
The way people view authority and power, how much they defer to people in authority, if they feel entitled to express themselves, and whether they feel free to make independent decisions and take initiative.
The defining characteristics of Hierarchy are:
How power is allocated or earned How organizations are structured and run
Hierarchy
Hierarchical
Egalitarian
Hierarchy
Group
Individual
Group
Interpersonal
Transactional
Relationships
Indirect
Direct
Communication
Controlled
Fluid
Time
Internal
External
Control
Formal
Informal
Formality
Status
Balance
Motivation
RW3 Culture Calculator
The amount of responsibility and control employees have Expectations of social mobility
You can see attitudes about Hierarchy by these behaviors:
POWER, STATUS AND AUTHORITY How roles and responsibilities are allocated. How much respect, deference, and privilege the team leader and senior team members are afforded.
LEADERSHIP/MANAGEMENT STYLE The amount of control, autonomy, and supervision that members expect and are comfortable with. The extent to which team members are empowered to take initiative and make decisions.
STRUCTURE How the team is structured and how team members are selected. The type of reporting tools used.
FORMALITY How formal the team meetings and other interactions are. What are the accepted levels of formality in verbal and written communications?
Hierarchy: You LOW: YOU ARE VERY EGALITARIAN
POWER, STATUS AND AUTHORITY
You believe that roles and responsibilities should be allocated based on relevant experience, technical expertise and merit. You think that leadership can be a shared responsibility, based on functional expertise, and should not take into consideration a person's rank and title. You see power as based on information and knowledge.
You believe that external signs of status are unnecessary and can even be pretentious. You don’t expect people to demand special status or privileges based on their position in the hierarchy.
LEADERSHIP/MANAGEMENT STYLE You are inclusive and empowering. You are most comfortable when you have autonomy and are encouraged to take initiative. You do not like being micro-managed.
You see the role of the manager as that of a coach who provides motivation, direction and resources for subordinates to achieve their objectives. You expect to be allowed to use your initiative and best judgment to handle your job responsibilities within delegated limits of authority. You believe that employees should contribute to discussions and that their suggestions and recommendations can be as valuable as that of the manager.
STRUCTURE
You prefer to work in an organization that offers a wide range of access to people at various levels and across different departments or business units. You think that flat or matrix organizational structures operate most effectively.
You expect employees to be selected based on their functional expertise and experience rather than rank, title or status.
Hierarchy: Comparison LOW TO LOW
POWER, STATUS AND AUTHORITY
Since both you and people in this country share a highly egalitarian point of view, you will be most comfortable operating with leadership responsibilities based on skills and expertise. Status will probably be achieved through peer respect.
You can, however, enhance your effectiveness by:
Ensuring that you have a sponsor or champion in the organization that has sufficient authority to provide access to key resources and decision makers. Remaining diplomatic when you challenge ideas or authority.
It may be important to decide on how roles, responsibilities and leadership duties will be determined and
how to ensure necessary visibility and influence within the organization.
LEADERSHIP/MANAGEMENT STYLE It will be easy for you to work collaboratively with people in this country since you are equally egalitarian and believe the role of the manager is to coach, manage resources and provide guidance.
Even though you share cultural similarities, subtle differences may be misinterpreted. You can maximize your performance by:
Recognizing that even the most self-directed individuals within highly autonomous groups still need to be sure they are working collaboratively with others to achieve common goals. Collectively deciding upon the management style that best serves employees in the department/work unit/project.
Expectations regarding the role of the leader may need to be clarified.
STRUCTURE The value you place on egalitarianism is shared by others in this country. You all subscribe to the belief that decentralization, a streamlined reporting channel and fewer operational constraints lead to higher morale and more successful working relationships.
Nonetheless, it is a good idea to remember:
Even when everyone shares common cultural preferences, it is important to agree upon basic operating guidelines.
To enable successful working relationships, certain structures and operating procedures need to be established from the beginning.
Hierarchy: Discussion Your profile and the profile of your country of interest score at the same level. In spite of that, it’s very important for you to keep in mind that you will encounter distinct subtle differences that could still present you with stumbling blocks. It’s always important for you to be observant of local practices and to adjust your style according to the signals you get. Even though subtle differences will not show up in a ranking system, they can be of profound importance.
Group
Individual
Group: Description GROUP ORIENTATION
Whether people see accomplishment and responsibility primarily through the lens of the individual or collective effort.
The defining characteristics of Group are:
Group
The source of an individual's identity and loyalties The value of individual contributions versus teamwork in accomplishing and rewarding business goals The roles and responsibilities of individuals to other family members How comfortable people feel with praise and self-promotion
You can see attitudes about Group Orientation by these behaviors
GROUP VERSUS INDIVIDUAL IDENTITY Are individuals identified by their group or their own accomplishments? How do people’s perspective impact loyalty, relationships and sense of purpose?
KEY MOTIVATORS Is a team member motivated by the greater good of the group or by personal, individual issues? Are people uncomfortable being singled out, whether for recognition or to express themselves?
DECISION MAKING To what extent do people feel comfortable making decisions individually without the group?
Group: You HIGH: YOU ARE GROUP-ORIENTED
GROUP VERSUS INDIVIDUAL IDENTITY
You have a strong group orientation. While you are confident in your skills and abilities, your sense of identity is defined by your affiliation with a group, its values and achievements. It is important for you to work towards a common cause that forges a sense of cohesion and purpose as well as group identity. You derive great satisfaction from collaboration. You are committed to the group and anticipate that your loyalty will be reciprocated.
KEY MOTIVATORS Group harmony is very important to you. You believe that showing individual initiative or acting independently is not always in the best interest of the group. You do not like self-promotion and are not comfortable being singled out for praise or additional responsibilities, particularly in front of the group. You gain satisfaction from seeing the group succeed and believe that your individual advancement will be a result of group endeavors and success, rather than individual performance.
DECISION MAKING Group harmony is very important to you, and you believe that everyone's needs should be thoroughly considered when making group decisions. You value consensus and want everyone to feel comfortable with a decision. You expect others to exchange information and discuss ideas freely. This means decision making may be a slow process, since many people need to be consulted. However, once consensus is achieved implementation is generally quick.
Group: Comparison HIGH TO LOW
GROUP VERSUS INDIVIDUAL IDENTITY
You are very group-oriented whereas people in this culture have a more individualistic outlook. This means that they do not always share your desire to forge a group identity and are content to work independently or as individual contributors. This does not mean that they are not loyal to the group; it is merely a different focus to achieving business objectives.
To facilitate successful working relationships, you may want to:
Strive to understand their focus on the value of the individual, even if this initially makes you uncomfortable. You may become more accustomed to it. Find ways to illustrate the advantages of combining group orientation with individual initiative.
Individuals may have varying expectations as to the implications of being part of the group. It is important, therefore, to establish a sense of cohesion and mutual understanding by clarifying the group’s purpose, goals, and expectations of its members.
KEY MOTIVATORS You value the group while people from this country are more individually focused. You tend to be uneasy being
singled out for praise and may become uncomfortable when others talk about themselves. It’s important to recognize that people behave differently and others may independently make decisions and take action because they believe that group success is based on the combined strength of individual contributors.
To be successful in this environment, you may need to adapt some behaviors:
Try to focus less on group harmony and more on the current task. Try to take more individual initiative, if possible. Offer public praise to colleagues who have helped you.
The key to motivating a group is to identify the values they subscribe to – as individuals and as a group.
DECISION MAKING In this more individualistic country, you may find that consensus is not as highly valued in making decisions as you would desire. The group’s open and frank exchange of ideas may seem undisciplined to you, while others view it as a process of hearing individual contributions.
To successfully adapt to this more individualistic approach to decision-making, remember:
You may not agree with every decision. Try not to seek consensus for every decision. Harmony is not as highly valued as hearing from everyone in the group. Therefore, your interaction with others may not always be harmonious.
It is important to understand the values driving these diverse approaches to group dialogue and decision- making.
Group: Discussion If you are going to a more Individualistic society …
Don't expect to rely on the group to provide answers. An individual's importance and self-worth are determined by his or her ability to think and work independently. Try to be accepting of the fact that people live and work more independently. This may mean that they do not rely on building trusting relationships or networks of loyal contacts to fulfill their personal or professional roles and responsibilities. As an employer or manager, provide employees with sufficient opportunities for independent problem solving. Individuals will respond well to being given the autonomy, independence and flexibility to get the job done. Be aware that it is culturally appropriate for employees to identify opportunities to demonstrate their abilities and "make their mark." In meetings and presentations, individuals will strive to distinguish themselves. Presentations tend to be dynamic and interactive. Remember that individual expression is encouraged and will be demonstrated in people's appearance, behavior and the way they decorate their homes and offices.
Interpersonal
Transactional
Relationships: Description
Relationships
RELATIONSHIPS
The importance and time devoted to building relationships and developing trust.
The defining characteristics of Relationship are:
What constitutes a relationship and expectations placed on a relationship Whether trust is critical to building social or business relationships What takes precedence in making a business decision: the people involved or objective business criteria? The pace and formality of building new relationships The appropriateness of mixing business, professional and personal lives
You can see attitudes about Relationship preferences by these characteristics:
IMPORTANCE OF TRUST AND BUILDING RELATIONSHIPS A relationship-oriented person needs to build trust and develop a relationship before they feel comfortable working with someone. A transactional person feels comfortable moving ahead in business without having established a relationship first. Is trust defined by character and integrity, or is it based on experience and technical competence?
TRANSACTIONAL VS. PEOPLE ORIENTATION The impact of a transactional vs. people orientation on communication style, preferred communication modes, decision-making style, meetings, etc..
Relationships: You LOW: YOU ARE VERY TRANSACTIONAL
IMPORTANCE OF TRUST AND BUILDING RELATIONSHIPS When interacting with others in a business setting, you don't need to get to know them well before you can work with
them. Since your orientation is more transactional than interpersonal, you expect that people have been appointed to their positions based upon their relevant experience and technical competence.
TRANSACTIONAL VS. PEOPLE ORIENTATION
You do not expect to socialize outside of the office with the people you work with. Your expectations concerning business relationships are limited to people in your professional network you call upon for work-related issues. You communicate directly and select the method that is most convenient and expedient to accomplish your objectives. Similarly, you expect meetings to proceed on schedule with little deviation from the agenda and to focus on strategy and action. When making decisions, you try to be objective and dispassionate, focusing on business rather than personal issues.
Relationships: Comparison LOW TO LOW
IMPORTANCE OF TRUST AND BUILDING RELATIONSHIPS
The value that you place on getting down to business is shared by people in this country.
You may find that:
Colleagues are eager to focus on work and may have little time or patience for social activities. People in this country may be loyal and committed to achieving goals but not necessarily to other people. Introductions and discussions focus on credentials and roles because this is how more transactional people develop trust in others. Relationships are regarded as expedient and not expected to be of a long duration.
Given differences in personality and culture, people vary in the amount and type of information they need about their colleagues in order to develop a level of comfort and trust.
TRANSACTIONAL VS. PEOPLE ORIENTATION
For successful working relationships, you may want to:
Acknowledge there may be different attitudes about how much personal information should be shared. Avoid being exclusively task-focused in your interactions with others. Some relationship building can enhance working relationships. Consider having some work-related social events. You may discover that such informal situations are where important exchange of information takes place. Recognize that some clients, vendors and colleagues may not share your values or preferred way of interacting. Be aware of their reactions and try to adopt more of a task focus or people focus when
appropriate. Be sensitive to the range of different styles and preferred ways of communicating to exchange information. When making decisions, ensure the business agenda is furthered and the personal impact of decisions is considered. Encourage others to address and manage potential conflict so that progress isn’t railroaded by unexpressed viewpoints and grievances.
When a work unit has members who are both task-focused and interpersonally oriented, it has the potential to be even more effective because of the diversity of styles.
Relationships: Discussion Your profile and the profile of your country of interest score at the same level. In spite of that, it’s very important for you to keep in mind that you will encounter distinct subtle differences that could still present you with stumbling blocks. It’s always important for you to be observant of local practices and to adjust your style according to the signals you get. Even though subtle differences will not show up in a ranking system, they can be of profound importance.
Indirect
Direct
Communication: Description COMMUNICATION
The ICAM© Communication Dimension refers to the way societies communicate, including the use of verbal and nonverbal expression, the amount of background information people need for understanding, and how direct or indirect people speak.
The defining characteristics of Communication are:
The directness or subtleness of the language people use The importance of verbal vs. non-verbal communication The amount of information people need to receive—or share—to understand a message The importance of brevity in communication The need to "save face" and maintain harmony through language
The way people share information is culturally based. Cultures are: high or low context, direct or indirect, and either rely on non-verbal gestures or not.
Indirect communicators value the quality of the message and the elegance of the language. Direct communication cultures value succinct messages that are to-the-point.
Cultures are either high or low context in conveying information. In low-context cultures, individuals expect only as much information as they need to accomplish the specific task. By contrast, high context cultures prefer a comprehensive picture of the entire project, their role in it and the role everyone else is playing.
Nonverbal communication--conveyed through body language, eye contact, tone-of-voice, and hand and body gestures—is as important as the words people use in many societies.
Communication: You MODERATE: YOU ARE MODERATELY DIRECT
Communication
DIRECT VS. INDIRECT You generally prefer to speak frankly and directly, although you may modify your style if you are concerned about being viewed as too direct or confrontational.
You generally express your opinions in a normal speaking voice but may occasionally raise your voice if you are passionate about something. You may adopt a more formal tone in oral and written communications when appropriate. You regulate your language to avoid using idioms, sports analogies and technical jargon and may sometimes use humor when speaking.
NON-VERBAL COMMUNICATION You are sensitive to non-verbal communication and use it in your communications. While you tend to communicate directly, you understand that people can communicate a great deal without words. You monitor others' body language, facial expressions and tone-of-voice and modify what you say or how you say it if they seem confused or uncomfortable. You understand and respect that people have different comfort levels regarding personal space and you are careful to be appropriate about touching their arm or shoulder to emphasize a point.
CONTENT OR CONTEXT Typically, you do not need much context to understand a message. However, you recognize that others may need additional information to see the big picture. You are careful to respect the distinction between public and private information.
AVOIDING CONFLICT / SAVING FACE You believe that creating a climate that fosters trust and a frank exchange of opinions is the best way to avoid conflict. You do not like conflict, but when conflict occurs you want to manage it swiftly but sensitively, preferably on a one-on-one basis to protect a person’s self-esteem.
PREFERRED COMMUNICATION MEDIUM In today’s technology-based environment, it’s important to keep in mind that different cultures have varying degrees of comfort with virtual communication. The other areas that impact virtual meetings are: facility with the language being used, reliance on non-verbal messages and the comfort to interrupt a conversation to express yourself.
Communication: Comparison MODERATE TO LOW
DIRECT VS. INDIRECT
You’re moderately direct, depending upon the circumstances, while the people in this culture tend to be extremely direct.
For more effective working relationships you might want to:
Assert yourself and make regular contributions framed in brief, concise statements. This applies to written communications as well as personal interactions. Remember that even though people appear to share a similar style, differences and preferences still exist. Practice active listening to ensure complete understanding. Recognize that non-verbal cues generally play a minimal role in the way people from this culture communicate. Develop a tolerance for highly direct, informal and expressive language, and be proactive in asking for clarification of idioms and terms you do not understand. Anticipate that people may use humor.
People in different cultures may attach value judgments to distinct communication styles, especially when the impact differs from the intended message.
NON-VERBAL COMMUNICATION
You are comfortable relying both on the explicit verbal (or written) message as well as on non-verbal cues when it comes to conveying or interpreting messages. However, people from this culture rely primarily on the spoken word more than non-verbal language.
You can optimize understanding by:
Being sensitive to signs of confusion, frustration or tension from others and understand that some people may not be comfortable verbalizing, while others may need more verbal directness.
When operating in a multi-cultural environment, everyone should be sensitive to different levels of language fluency and comprehension, directness of style, pace and tone of delivery, non-verbal cues, etc.
CONTENT VS. CONTEXT You should be fairly comfortable working with the direct communication style.
To be most effective:
Try to develop a comfort level for working with less background information than you may be accustomed to. Accept that information may not be freely exchanged and may be accessed on a need-to-know basis. Realize that if you have been assigned a specific task, you may only be given the specific information you need to function in this capacity.
People have different needs regarding the amount of context and detail they need regarding objectives.
AVOIDING CONFLICT / SAVING FACE While you believe that occasional conflict is part of working with others, you are not completely comfortable addressing it directly. For this reason, you may need to recognize that people in this society prefer to address conflict in more open manner.
At the same time, it is important to be sensitive to people who try to avoid conflict and need to save face.
When interacting with people who highly value harmony in relationships, it is important to:
Understand that these individuals highly value unity and dignity. Be aware that conflict and individual loss of face is extremely distressing to the person involved and disruptive to working relationships. Realize that criticizing a person publicly can have long term, negative consequences for working relationships. Avoid confronting or criticizing others publicly. Address conflict swiftly and confidentially with the affected parties.
Tolerance for conflict and ways to address it vary widely.
PREFERRED COMMUNICATION MEDIUM Your moderately direct communication style lends itself well to most communication vehicles (face-to-face meetings, conference calls, teleconferences, or email, etc.), and people from this culture share your level of comfort.
When communicating with others, remember the following:
You can be more successful if you check that everyone understands what is being discussed. By varying the ways you communicate, you are more likely to ensure that everyone understands and is able to express their ideas. For example, follow-up a conference call by sending action steps or a meeting summary via email. Encourage people who are quiet in groups to participate in a format more comfortable for them. This can be done by asking them to report on their particular piece of the project, soliciting their opinions, or asking everyone to summarize their understanding and next steps before closing.
Given differing levels of technical expertise and support, language barriers, preference for a direct vs. indirect style and time zone differences, the choice of communication medium may not provide equal opportunity for all.
Communication: Discussion If you are going to a more Direct Communication society …
Be polite, but say what you mean and mean what you say. People prefer directness and authenticity in communications. Be aware that while it is rude to interrupt someone, silence is uncomfortable. Participants in a meeting, for example, will talk in sequence, usually acknowledging and continuing the point the previous speaker made. Information should be meted out on an "as-needed" basis only. It should be presented, orally or visually, with clarity and brevity. Meetings are typically a forum for exchanging information, assigning tasks or making decisions. It is not usually necessary to build consensus for team members to accept and implement a decision.
Do not be surprised if people offer direct praise, criticism or feedback-even in a public forum like a meeting or presentation.
Controlled
Fluid
Time: Description TIME
The degree to which people believe they can control time and whether schedules or people are more important.
The defining characteristics of Time are:
The amount of control people feel they have over time The importance of relationships vs. schedules Attitudes towards timekeeping and punctuality Comfort level with short range vs. longer term planning The appropriateness of assigning exact starting and ending times for social functions or business meetings
Our attitudes about Time are influenced by:
CONTROL OVER TIME Some people believe they can control time, whereas others believe it is not controllable. Is time a controllable
commodity? People’s attitude about this also reflects how they behave when relationships and time are in conflict.
EFFECTIVE PLANNING AND MANAGEMENT People have different attitudes and comfort levels regarding agendas, meeting schedules and deadlines. Some prefer short-term goals; others need a longer range planning structure.
Time: You MODERATE: YOU ARE MODERATELY CONTROLLED
CONTROL OVER TIME
You believe that time is sometimes within your control and other times you cannot control it because there are elements beyond your control. You judge others' performance and responsiveness with regard to time on a case- by-case basis and their professionalism by their work product. For example, you will accommodate lateness or missed deadlines if there is a good reason. However, you do not feel you should tolerate tardiness if it’s a pattern of behavior.
You generally prioritize your work effectively, meet deadlines and adhere to a schedule. However, you also believe that having some flexibility to respond to changing events is in everyone's best interest.
You believe it’s important to give colleagues, clients, and vendors your full attention when needed, but expect them to schedule a time to speak when they want to discuss something important rather than spontaneously bringing it up in a meeting or when they see you in the hallway.
Occasionally, relationship issues will take precedence over keeping to a schedule. For example, you may be late for a meeting because you spent time on an important phone call or had an unexpected visitor. However, you make these judgments on an as-needed basis and you want others to understand your rationale when you choose important relationships over schedules.
While you may be comfortable with a broad range of communications technology, you would rather not conduct
Time
business outside of working hours.
EFFECTIVE PLANNING AND MANAGEMENT You take satisfaction in organizing your time efficiently and are respectful of others’ time and schedules. On occasion, other priorities will take precedence over timelines. For example, you will enforce critical deadlines but will alter less important ones when you think that additional time will improve the outcome.
In meetings, you give everyone a chance to speak, but may interrupt and get the meeting back on track if you believe people are wasting time. You expect others to be responsive and promptly reply to voicemail or email. However, if they take longer than you wish, you do not infer anything other than that the person has a heavy workload or is still working on your request.
When attending a meeting—whether it’s face-to-face or a conference call—you are punctual and want an idea of when it will end, and you expect meetings to be guided jointly by the agenda as well as the time it takes for the group to exchange information. During projects, you want checkpoints with some flexibility to changing circumstances that require timelines to be revised. You respect the need to send or receive occasional reminders or follow-ups. With these processes in place, you feel comfortable planning for short- and medium-term goals, although longer-range plans require more flexibility.
Time: Comparison MODERATE TO HIGH
CONTROL OVER TIME
Your moderate approach to managing time and organizing your work is not always shared by people in this culture who have a strong need for structure, process and predictability.
To work successfully, be aware that:
Individuals in this culture believe that time is a commodity that can be spent and saved. As such, if you are late or miss deadlines they may regard you as inconsiderate, disorganized or not very committed. You might consider taking a course on time management to help you work more comfortably and effectively with those from this country. Some people in this culture are more task-focused than relationship-oriented. They prioritize getting work done in a timely way and may not consider fostering personal relationships as part of that objective. You might explain to others that you work most productively when there is less emphasis on systems and constant monitoring. Encourage others to trust you to deliver high quality results on schedule. At the same time, try to develop an understanding for others' work style preferences. If you have ideas that you believe would positively impact the outcome of a project, try to find an appropriate time to raise them—perhaps in a side conversation rather than during a structured meeting. While everyone may be equally comfortable with a broad range of communications technologies, you may be expected to participate in a business call outside of working hours in order to accommodate people in other time zones.
It is important to understand the beliefs and values driving diverse approaches to time management.
EFFECTIVE PLANNING AND MANAGEMENT People in this country may be less flexible regarding organizational and time management skills.
To bridge the gap between your respective approaches, keep in mind:
People in this culture have a strong preference for implementing and adhering to very structured systems and processes for managing time and organizing work. Don’t be afraid to diplomatically challenge their thinking by suggesting that it’s possible to continue a productive discussion even though the meeting time has ended. Others may have little tolerance for more spontaneous, loosely structured, unscheduled conversations, emails or phone calls. Try to model their approach and communicate in a direct, brief, targeted style. Very structured, time-focused people may interpret delays in responding to requests for information as demonstrating a lack of competence, efficiency or commitment. With their very strong sense of control over time and external events, people in this country feel comfortable developing detailed plans and timelines for the short- and medium- term. If you feel some variables have not been adequately considered, explain your thoughts.
We attach judgment calls to attitudes and behaviors based on what is valued by a particular culture.
Time: Discussion If you are going to a society with a Controlled Time orientation …
Time is considered to be a manageable commodity within the individual's control. Being late or disorganized is considered rude and/or unprofessional. Time management is a highly valued skill in a Controlled Time culture. Do not be offended if invitations to social functions state an ending time as well as a start time. Similarly, expect to be interrupted if your contributions in a meeting are too long and wordy. And understand that sometimes a meeting is wrapped up before everyone has the opportunity to fully express their views. It may be inappropriate to "drop in" to visit a neighbor or meet with your boss unannounced. People prefer to be consulted beforehand so they can schedule your visit in a time efficient manner and be prepared for your visit. Always plan to arrive at business meetings or social engagements on time. If you are running late, call to advise people and apologize on arrival.
Internal
External
Control: Description CONTROL
The perception of how much control people think they have over their lives and destiny, and their comfort with change, risk-taking and innovation.
The defining characteristics of Control are:
Openness to change and innovation Willingness to take risks If people feel they control their destiny or if their environment controls them The preference for rules and structure How the organization encourages and rewards initiative, and permits failure
You can see attitudes about Control by these behaviors:
CHANGE AND INNOVATION What are team members’ attitudes towards change and innovation?
SHOWING INITIATIVE & TAKING RISKS
Is the team encouraged and rewarded for showing initiative and taking risks or for following rules and structure?
Control: You HIGH: YOU HAVE A STRONG SENSE OF INTERNAL CONTROL
You believe you can control many aspects of your life, including your personal and professional destiny. You are open to change and innovation and feel comfortable taking risks. You prefer to work in an environment where people make decisions fairly quickly and are encouraged and rewarded for taking risks.
You prefer flexibility and autonomy and find reliance on rules and structure unnecessary and at times restrictive. This
Control
is because you believe that people should have an inner sense of discipline.
When you manage others, you believe that allowing people to have autonomy shows trust and may result in dynamic, productive and innovative work. You believe that career advancement is contingent on personal performance and proactively seeking opportunities.
Control: Comparison HIGH TO HIGH
CHANGE AND INNOVATION
People in this culture share your belief that you have a lot of control overyour environment. You try to proactively manage much of what happens in your world and try to harness external forces to create positive changes.
To ensure optimal working relationships and to avoid group-think, remember:
You have a high tolerance for change and are future-oriented. You believe that most aspects of work are controllable and when external circumstances change, you try to adapt and regain control. As such, you encourage risk taking and failure is rarely stigmatized. Accordingly, failure might be attributed to a variety of reasons, only one of which is poor performance. When interacting with clients or colleagues, remember that others may have different attitudes towards risk, and may not be as convinced about a positive outcome. Before acting on an idea, slow down and consider the process. Be sure you have not missed vital information in your enthusiasm to move ahead. You might want to consult with others who can challenge your thinking and processes. When making decisions and solving problems, you prefer to brainstorm innovative solutions. You can moderate the tendency to do too much of this by suggesting that solutions incorporate historically successful strategies.
A person's sense of control of his/her external world and ability to shape personal and professional destiny influences attitudes toward initiative taking, risk, goal achievement and personal career management.
SHOWING INITIATIVE & TAKING RISKS
For everyone to continue to feel comfortable taking risks, establish a working environment where risk taking is rewarded and failure is not punished. Be aware that taking risks may be viewed differently by external clients or vendors, etc. People in this country prefer to work with a lot of autonomy and minimal, very flexible processes, systems, roles and responsibilities. Despite this, some people may need more structure.
People are motivated by appropriate reward systems. It is important to create transparent structures and systems, and clearly articulate the behavioral and performance norms that will be valued and rewarded.
Control: Discussion Your profile and the profile of your country of interest score at the same level. In spite of that, it’s very important for you to keep in mind that you will encounter distinct subtle differences that could still present you with stumbling blocks. It’s always important for you to be observant of local practices and to adjust your style according to the signals you get. Even though subtle differences will not show up in a ranking system, they can be of profound importance.
Formal
Formality
Formality: Description FORMALITY
The defining characteristics of the ICAM© Formality dimension are:
The importance of appearance and demeanor as an indicator of status The importance of protocol and etiquette The appropriate use of titles, surnames and honorifics Appropriate ways of meeting people, building relationships and entertaining
In formal cultures, the size and location of offices in a business setting, the quality of dress and accoutrements, the use of titles and the type of car you drive are extremely important. All of these symbols are cues to others about your rank in the world. In formal cultures, the use of titles is critical. The formal style influences written and oral communication, as well as working in teams.
In more informal cultures, the visible trappings of authority are obscure. Indeed, it can be very difficult for a newcomer to make sense of the situation. A CEO, for example, may sit in an open cubicle alongside other employees, dress as casually as they do and drive a practical, family car. But make no mistake there is a level of deference and acknowledgement of status in informal cultures as well. Subtle gestures can take on great meaning, and business titles imply all the same levels of authority as they do in a formal culture.
Formality: You MODERATE: YOU TEND TO BE MODERATELY FORMAL
You believe that some degree of deference and respect is important even in informal settings. You recognize that some of your colleagues are more or less formal than you, and in some cases will use titles and other visible signs of deference.
Formality: Comparison Moderate to Low
People from this culture are low on the formality scale. Many of their behaviors will be informal, such as the immediate use of first names and a preference for casual dress. Be aware that these behaviors stem from deep- seated values. Greetings, personal space and body language may be different. Some societies kiss, some touch and some have firm handshakes.
While you may retain a similar degree of informality when dealing with an employee or a boss, people from this country will have a less pronounced difference when dealing with managers and workplace superiors.
Formality: Discussion If you are going to a more Informal society …
Invitations to a social or business function might be vague and unspecific. Check with a colleague, local national or fellow expat if in doubt about specifics such as appropriate time to arrive and leave, dress code and gift giving. Don't be surprised or offended if people address you by your first name—or even abbreviate it without your permission. Ostentatious displays of wealth or status may be considered pretentious and arrogant. Recognize that lines may be blurred—lines between socio-economic groups, lines between personal and professional lives and status in the organizational hierarchy.
Status
Balance
Motivation: Description
MOTIVATION
The defining characteristics of the ICAM© Motivation dimension are:
The relative importance and value attached to professional vs. personal lives The presence or absence of government-sponsored initiatives relating to family welfare benefits How status and success are defined by a society Tolerance for blurring the lines between professional and personal lives
In Status Motivation environments professional achievement defines an individual's sense of identity, self-worth, and status in the world. Hard work and personal achievement leads to a sense of well-being. Status and recognition are obtained by personal accomplishment and a job well done. High Status Motivation cultures are goal oriented, measuring people's values against their abilities to achieve those goals. Performance objectives are clearly defined and on-the-job performance is measured against these objectives for bonuses, promotions, retention, or recruitment for participation in special projects.
In Balance oriented cultures, great value is placed on relationships and personal characteristics. People in these societies work to live rather than live to work. The organization cannot easily interfere in the private lives of individuals. Since expectations directly affect motivation, status is closely tied to reward structures. People aren't as likely to be motivated strictly by compensation since money isn't a source of status.
People in Status Motivation cultures will readily talk about their own achievements, what they do for a living, as well as personal accomplishments. In contrast, people from Balance motivation cultures, who adopt a more balanced approach to work and life will seek to get beyond the professional identity and get to know the "whole person". An individual's values as reflected in how they spend their time outside of work is important information on which to base a trusting, close business relationship.
Motivation: You MODERATE: YOU ARE MODERATE ON THE MOTIVATION SCALE
You are prepared to make some accommodations of your personal and family time to address workplace issues. Nevertheless, you are quite protective of your personal life and want it to be separate from your work life.
You do not believe your status in life is determined by your workplace accomplishments, but you understand the importance of achieving workplace goals and deadlines.
Motivation: Comparison Moderate to High:
You are moderate on the Motivation scale. You are prepared to accommodate work by putting personal and family time on hold, which will be more of an expectation of your workplace superiors in this country.
Motivation
You are somewhat protective of your personal life and want it to be separate from your work life. However, people from this culture view this differently and may even interpret this as a lack of dedication. It's a good idea to observe the way your coworkers manage their business and personal lives. Try to see how you can accommodate in ways that still feel genuine to you.
Motivation: Discussion If you are going to a Status Motivation society ...
Recognize that to succeed in this environment, you will be expected to make sacrifices in the form of longer work hours, shorter vacation allowances and possibly frequent travel or moves. Be aware that people will discuss business anytime, anywhere with anyone. Recognize that people will use professional identity and achievements to evaluate others, and to provide a frame of reference for relating to others. Whether in a new social or business situation, always be assertive and introduce yourself. Self-promotion is an acceptable part of the business culture in this competitive environment. Always carry business cards. Expect people from different social backgrounds to work and socialize comfortably together. Rather than family background or connections, individuals will be evaluated—and define themselves—based on professional or personal accomplishments.
