Chapter 5: Big D or Little d - Culture Map PDF

5 Big D or Little d Who Decides, and how? a merger between a New York City financial firm and an organization in Germany proved to be one of the more tense cross-cultural deals I’ve worked on. Going into the merger, each group deeply admired the other, but misunderstandings quickly began breaking...

5 Big D or Little d Who Decides, and how? a merger between a New York City financial firm and an organization in Germany proved to be one of the more tense cross-cultural deals I’ve worked on. Going into the merger, each group deeply admired the other, but misunderstandings quickly began breaking down the initial goodwill. A few months into the process, I interviewed the executive teams on each side to get their perspectives on how things were going. I began with Larry Nicoli, an intense, high-energy New Yorker with a lean figure and boom- Copyright © 2014. PublicAffairs. All rights reserved. ing voice, who was number two in the company. “Incredible! These Germans are incredibly hierarchical,” Nicoli exclaimed. “I had lunch—just lunch—with one of the Munichbased analysts and later got my hand slapped by his boss’s boss because he is several levels lower than me and I hadn’t followed the proper protocol. Who cares what grade level he’s at? Well, I learned one thing for certain—these Germans do!” A few days later, I met with Matthias Wulf, the German HR executive who was leading the merger from the Munich side. He gave me quite an earful. 143 Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 143 3/11/14 9:26 AM 144 erin Meyer These Americans give you the impression they are so egalitarian with their open-door policies, first-name basis, and casual dress. Don’t be fooled. They are much more hierarchical than we are! When the U.S. boss says “March left!” the Americans all click their heels and turn left—no question, no challenge. I’ve never seen anything like it. And if you are German, and you dare to challenge your American boss, as is so common in Germany, don’t be surprised if you find yourself one step closer to unemployment. I know it’s true—it happened to me! If this had been my first experience working on a U.S.-German alliance, I might have been baffled by these seemingly contradictory complaints. Maybe I would have chalked them up to the organizational cultures of the groups, to the individual personalities involved—or to the universal human capacity for hypocrisy. But having worked on similar deals in the past, I wasn’t surprised by these comments. I was expecting them. When I first moved from the United States to Europe, I was startled by the many remarks I heard from Germans and other northern Europeans about how hierarchical the American business culture is. Copyright © 2014. PublicAffairs. All rights reserved. We Americans believe deeply that we are an egalitarian people. But the more I listened to descriptions of American culture as viewed through a Germanic lens, the more I understood their point. While Americans perceive German organizations as hierarchical because of the fixed nature of the hierarchical structure, the formal distance between the boss and subordinate, and the very formal titles used, Germans consider American companies hierarchical because of their approach to decision making. German culture places a higher value on building consensus as part of the decision-making process, while in the United States, decision making is largely invested in the individual. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 144 3/11/14 9:26 AM The CulTure Map 145 consensus Is a four-leTTer Word I watched the best-selling author and popular American business speaker Patrick Lencioni giving a keynote address at an annual business conference in which he declared, “As far as I’m concerned, ‘consensus’ is a four-letter word! Consensus fails to satisfy anyone’s desires, but it does so equally, and so it’s accepted. It is through seeking consensus that we get mediocrity.“1 Lencioni’s disdain for group decision making reflects a common American sentiment—and this is what the Germans find incredible. Rejecting the need for group agreement, the American boss says to the group, “This is what we are going to do,” and most members of the team fall in line, regardless of their own opinions. “United we stand, divided we fall,” is a powerful American value, expressed in the belief that getting behind the decision as quickly as possible leads to efficiency, which in turn leads to success. In this respect, American culture is one of a few outliers on the world map. Most cultures that fall as egalitarian on the Leading scale also believe in consensual decision making. The Swedes, for example, are both extremely egalitarian and one of the most Copyright © 2014. PublicAffairs. All rights reserved. consensual societies in the world. The Dutch also put a strong emphasis on both egalitarian leadership style and consensual decision making. By contrast, cultures that fall as hierarchical on the Leading scale, from Morocco to Korea, are also top-down decision-making cultures. In a large majority of countries, being egalitarian correlates with valuing consensus. The United States breaks the mold by combining an egalitarian ethos with a more top-down approach to decision making, in which one person—generally the person in charge—makes decisions quickly on behalf of the entire group. Therefore, the United States is more top-down than hierarchical. In comparison to a country like Germany or Sweden, the Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 145 3/11/14 9:26 AM 146 erin Meyer value is placed on one individual making a decision quickly and everyone else following. And this person tends to be the boss. Conversely, there are a few cultures that break the mold in a different way. In countries like Germany, a consensual style of decision making, where more time is spent soliciting group feedback and coming to a group agreement, is combined with a hierarchical system. The fact that Germany and the United States are both exceptions to the global pattern—but in opposite directions— helps to explain the consternation among managers from these two cultures when they are thrown together in a decision-making situation. The complications that can arise from differences in decision-making style don’t stop there. Let’s go back to the GermanAmerican merger talks. Given the trying circumstances, everyone involved was stressed and reacting reflexively. In hopes of creating an effective process for merging the two groups, the integration team, including both German and American managers, asked me to help. My first meeting was with two German directors: Martina Müller, a small, expansive woman with her hair cut into a neat Copyright © 2014. PublicAffairs. All rights reserved. blond bob, and her more reserved but equally friendly boss, Matthias Wulf, who towered over Müller as they entered my office in Paris. When I asked them to describe the German managers’ reactions to the last few months of integration efforts, they did not hold back. Unsurprisingly, Müller and Wulf seemed particularly taken aback that the American CEO would make unilateral decisions, which the rest of the company would scurry to follow. By contrast, their previous German chairman had made all decisions through group agreement. “Even the agendas of the weekly management meetings are built by consensus,” Müller explained. “The Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 146 3/11/14 9:26 AM The CulTure Map 147 chairman distributes a proposed agenda days before the meeting, and everyone on the management board is asked to approve it or suggest changes—which would again be circulated for group approval before the actual meeting.” This difference in decision-making patterns had produced a deep sense of uneasiness among the Germans. “The problem,” Müller explained, “is that we can’t shake this feeling that the Americans are trying to trick us. We want to believe that they mean well, but we have quite consistently seen behavior that we feel is to the contrary.” Müller described how seemingly positive meetings with their American teammates would end with one of the Americans saying, “Great, we have made a decision.” She continued, “And for us, when you say ‘we will do this,’ it is a commitment. A promise. You can’t just simply change your mind casually tomorrow.” The Germans were taken aback that the Americans could make decisions so quickly, without a lot of discussion and without involving all parties. In response, Müller said, “We would spend days on end working diligently on the implementation. And then one of the Americans would just change his mind, or bring in more data Copyright © 2014. PublicAffairs. All rights reserved. suggesting a different path. They casually change the decision every week, as if this was a normal part of teamwork.” “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.” Later, when I interviewed the American team, Larry Nicoli expressed deep frustration that the Germans seemed unable to adapt to new information: “It takes them weeks to make a decision, and, Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 147 3/11/14 9:26 AM 148 erin Meyer once it is made, they cling to it with their lives. But the world is dynamic. Things are changing. If decisions are not flexible, how can we beat the competition?” As with other cultural characteristics, these differing styles of decision making have historical roots. American pioneers, many of whom had fled the formal hierarchical structures of their homelands, put heavy emphasis on speed and individualism. Being successful as the pioneers spread west across the American plains depended on arriving first and working hard, regarding mistakes as an inevitable and ultimately insignificant side effect of speed. As a corollary, Americans developed a dislike for too much discussion, which would just slow them down, preferring to make decisions quickly, often based on scanty information, whether by the leader or by voting. Of course, today’s American businesspeople are not looking for gold in California ditches or searching for arable farmland on empty plains, but this emphasis on rapid individual decision making, accompanied by the sense that decisions can always be changed, remains strong in the national culture. By contrast, the preference for consensual decision making Copyright © 2014. PublicAffairs. All rights reserved. permeates many German companies, where power is generally vested not in one CEO but in a small group of senior managers who manage through group agreement. Larger companies have an Aufsichtstrat, or supervisory board, which appoints a Vorstand, or managerial board. The Vorstand has final decision-making responsibilities on company policies, and the chairman of the company therefore has considerably less individual power than in many other countries. These differing styles of decision making have a dramatic impact on the timeline of a typical project. In a consensual culture, the timeline might look something like Figure 5.1. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 148 3/11/14 9:26 AM The CulTure Map 149 FIGURE 5.1. Discussion Implementation (no more discussion!) Decision In a consensual culture, the decision making may take quite a long time, since everyone is consulted. But once the decision has been made, the implementation is quite rapid, since everyone has completely bought in and the decision is fixed and inflexible—a decision with a capital D, we might say. Thus, the moment of making the decision is taken quite seriously as the pivotal point in the process. By contrast, in a top-down culture, the decision-making responsibility is invested in an individual. In this kind of culture, decisions tend to be made quickly, early in the process, by one person (likely the boss). But each decision is also flexible—a decision with a lowercase d. As more discussions occur, new information arises, or differing opinions surface, decisions may be easily revisited or Copyright © 2014. PublicAffairs. All rights reserved. altered. So plans are subject to continual revision—which means that implementation can take quite a long time (see Figure 5.2). Either of these systems can work, as long as everyone understands and follows the rules of the game. But when the two FIGURE 5.2. Discussion Implementation (more discussion, possible revisiting and altering of decision) decision Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 149 3/11/14 9:26 AM 150 erin Meyer systems collide, misunderstandings, inefficiency, and frustration can occur, as illustrated by the complaints that arose during the cross-cultural struggles of my American and German clients. consensual or Top-doWn: WhIch do you prefer? As we’ve noted, both the United States and Germany are outliers on the Deciding scale. Although the United States falls toward the egalitarian end of the Leading scale, it appears toward the topdown side of the Deciding scale. Meanwhile, though Germany is characterized as a hierarchical culture on the Leading scale, it is marked by a consensus-oriented decision-making style. Aside from these two cultures, and one other we’ll look at later in the chapter, most cultures have a similar position on the Leading and Deciding scales (see Figure 5.3). In today’s global business lexicon, the word “consensus” has a positive ring. It sounds inclusive and modern and is associated with other universally positive words like “empowerment.” Thus, Copyright © 2014. PublicAffairs. All rights reserved. you may feel a sense of tribal pride if your country is positioned FIGURE 5.3. Sweden Japan Netherlands Germany DECIDING US UK France Brazil Italy India Nigeria Russia China Consensual Top-down Consensual Decisions are made in groups through unanimous agreement. Top-down Decisions are made by individuals (usually the boss). Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 150 3/11/14 9:26 AM The CulTure Map 151 on the consensus side of the scale and a prickle of tribal defensiveness if your culture is located on the top-down side. However, when the time comes to make real decisions, it’s clear that love for the process of consensus-building is anything but universal. I discovered this truth the first time I worked with a group of Swedes—members of a culture that is positioned on the far left of the Deciding scale. Shortly after my first move to Europe, my new boss, Per Engman, introduced himself as a typical, consensus-building Swedish manager. He explained that this is the best way to assure that everyone was on board, and he hoped that I would be patient with this very Swedish process. I loved the sound of that. I was delighted with the idea of an inclusive boss, who listened carefully to his staff and weighed all of our views carefully before confirming a decision. Our firm was a small consultancy with more work than we could handle, and my colleagues, mainly young, energetic Swedes, worked long hours to meet targets and keep our clients happy. Per was also hardworking and energetic, and I admired his relaxed way of dealing with the team—at least for my first two weeks on the job. Copyright © 2014. PublicAffairs. All rights reserved. By then the e-mails had started mounting up in my in-box. One morning, this message arrived: Hey team I thought we should meet for an annual face-to-face meeting on December 6th. We could focus the meeting on how to be more client-centric. What do you think? Per Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 151 3/11/14 9:26 AM 152 erin Meyer I thought, “Well, I don’t really have an opinion as to what the meeting is about, and I’m too busy to think much about it.” I hit the delete button. But in the hours that followed, my Swedish colleagues began sending their responses: Hi Per Great idea. Thanks for taking the initiative. Really looking forward to it. But we have focused so much on client-centricity lately. Wouldn’t it be better to focus the meeting on how to more successfully market our services? Lasse Hi Per and everybody For this meeting I think it would be most effective to have presentations from each of the team members about their individual client strategies so that we can start to align our processes. If others don’t agree then I would support Lasse’s idea of focusing on marketing. Copyright © 2014. PublicAffairs. All rights reserved. Charlotte And one by one each of my colleagues sent a response with their opinions. Then there were more e-mails with responses to the responses. Occasionally, Per would inject an e-mail with a few comments. Slowly—ever so slowly, it seemed to me—they began to reach a group agreement. And then, after everyone but me had sent multiple replies, I received an individual e-mail. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 152 3/11/14 9:26 AM The CulTure Map 153 Hi Erin Haven’t heard from you, what do you think? Per I really wanted to respond by saying, “I have absolutely no opinion. You are the boss—please make a decision so we can get back to work.” Instead I reminded myself of how delighted I had felt when Per had told me that he favored a consensual decision-making style. So I simply replied that I supported whatever the group decided. In the weeks to come, as many other topics got the same treatment, I realized that my gut instinct about myself had been wrong. In fact, consensual decision making was not at all the way I preferred to work. I also understood why Per had felt it necessary to explain his consensual approach to me so carefully before we started working together. He later described to me how it feels to be Swedish working with Americans, who are “too busy to work as good team members” and “always trying to impose a Copyright © 2014. PublicAffairs. All rights reserved. decision for decision’s sake without soliciting the necessary feedback so that others feel bought in.” That was me that Per was describing! There are strong benefits to Per’s inclusive consensual style. His team felt deeply listened to, and by the time the decisions were made, everyone was in agreement, so implementation was rapid. Yet from my own more top-down perspective, I would have gladly traded group agreement for the initial speed that goes with one person making a decision. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 153 3/11/14 9:26 AM 154 erin Meyer The Japanese rIngI sysTeM: hIerarchIcal buT ulTra-consensual As we have seen, the United States and Germany are two notable exceptions to the general pattern that egalitarian cultures tend to have consensus decision-making processes, while hierarchical cultures tend to practice top-down decision making. But the really remarkable exception is Japan, which although strongly hierarchical is one of the most consensual societies in the world. This seemingly paradoxical pattern grows from the fact that both hierarchical systems and consensual decision making are deeply rooted in Japanese culture. The Japanese pharmaceutical company Astellas has large offices in the United Kingdom and the Netherlands. Jack Sheldon, who attended one of the seminars I conducted for Astellas, kept everyone laughing with stories about his mishaps while trying to work with Tokyo-based senior management. “There was some problem with a new product, and a decision had to be made regarding whether to discontinue its development Copyright © 2014. PublicAffairs. All rights reserved. and testing,” Sheldon explained. A meeting was called at Tokyo headquarters at the end of the month and, as I am an expert on the matter and the decision would significantly impact my team’s work, I was invited to attend. I felt very strongly that the testing should continue, and I worked diligently for three weeks to build up what I believed was a very convincing argument. All of the key players and decision-makers would be at the meeting in Tokyo, so I understood that what happened during those few hours would be critical. I prepared some slides for the meeting and requested time on the agenda to make my presentation. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 154 3/11/14 9:26 AM The CulTure Map 155 When Sheldon arrived in the humidity and stifling August heat of Tokyo, he felt well prepared. “I love Tokyo, from the funny toilets that play music and squirt water at the press of a button to the multiple flavors of iced canned tea and coffee in the drink dispensers,” he observes. “But I wasn’t really prepared for the cultural differences I found in the meeting room.” I found myself in a large conference room with eight Japanese managers and two non-Japanese who were old hands at Astellas. The Japanese welcomed me graciously with bows and business cards and smiles. Everyone seemed to speak English well—a relief given that I know only six words in Japanese. One of the Japanese managers gave an opening presentation, and during his speech he presented an argument followed by conclusions for why the testing should stop. I sensed that the others were in agreement with his comments. In fact, it seemed that the decision had already been finalized within the group. I presented my slides still feeling that my point of view would win out. But although people were very polite, it was clear that the Japanese managers were 100 percent aligned against continued Copyright © 2014. PublicAffairs. All rights reserved. testing. I gave all of my arguments and presented all of the facts, but the group wouldn’t budge. I felt a rush of frustration, which I managed with a lot of difficulty not to display. I had spent all this time preparing my argument and had flown across the world to meet with the group, yet discussing it with them had no effect at all. Sheldon detailed this experience to our class with exasperation. As several of the participants were Japanese, I asked them to consider what might have happened and, if possible, to offer advice to Sheldon. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 155 3/11/14 9:26 AM 156 erin Meyer After a coffee break, Susumi Mori provided an explanation as a spokesperson for the Japanese participants. “In Japan, decisions tend to be made by group consensus rather than by the individual,” Mori began. And he went on to explain what is called the ringi system of decision making. This is a management technique in which low-level managers discuss a new idea among themselves and come to a consensus before presenting it to managers one level higher. Mori put it this way: During discussions, we pass around a proposal document, the ringisho, which usually begins at the mid-management level. When the proposal reaches each person, they read it, sometimes make changes or suggestions, and then put their stamp of approval on it. Once everyone has approved at one level, it passes on to the next. The next-higher-ranking managers then discuss the new idea themselves and arrive at their own consensus. If they agree, they pass the approval to the next level. This process continues until the idea reaches the highest management level and is or is not Copyright © 2014. PublicAffairs. All rights reserved. implemented. As you can see, the ringi system is hierarchical, bottom-up, and consensual all at the same time. By the time the ringisho document has made the rounds and received everyone’s seal, all the people involved in the decision have had a chance to give input and are in agreement. At Astellas, the ringi process is actually managed by a dedicated software program. The ringi system is often used by large, traditional Japanese corporations for big decisions. Even when the actual system is not used, decision making in Japanese organizations will often follow a similar process, with proposals Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 156 3/11/14 9:26 AM The CulTure Map 157 beginning at a mid-level of management, collecting group agreement, and then moving up to the next hierarchical level for discussion. The end result is that the responsibility is spread out among many individuals rather than being concentrated with one or only a few.2 Before Japanese company members sign off on a proposal, consensus building starts with informal, face-to-face discussions. This process of informally making a proposal, getting input, and solidifying support is called nemawashi. Literally meaning “rootbinding,” nemawashi is a gardening term that refers to a process of preparing the roots of a plant or tree for transplanting, which protects them from damage. Similarly, nemawashi protects a Japanese organization from damage caused by disagreement or lack of commitment and follow-through. With a longer, consensus-based decision-making process, implementation is quicker. Everyone is aware of the decision, most people agree with it, and careful planning has already taken place. When different groups or companies are involved, the long decision-making process fosters stronger and more trusting relationships. On the other hand, critics of the ringi system contend that it Copyright © 2014. PublicAffairs. All rights reserved. is time-consuming, allows individual managers to shirk accountability, and by the time the decision has been made, the race has likely been lost to those who moved more quickly. “Some Japanese companies have moved away from this system,” one of Mori’s colleagues explained, “but in Astellas we use a software product which manages the process.” “What I learned from the experience,” Sheldon says, “is that, if I need to influence people at our Tokyo headquarters, I need to get involved very early in the discussions and do my ‘root binding’ well before the actual meeting. The more I can discuss the issues early in the decision-making process, the more impact I can make. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 157 3/11/14 9:26 AM 158 erin Meyer As the consensus builds support and momentum, it becomes very hard to go back on the group decision that has been reached.” The Japanese ringi system epitomizes a culture where decisions take a long time to be made, as everyone is invested in building a group consensus. But once the decision is made, it is generally fixed and the implementation may be very rapid, because each individual is on board. The result is a decision with a capital D. avoIdIng culTure clashes When MakIng decIsIons Both consensual and top-down decision-making processes can be effective. But members of a global team often have expectations about decision making based on the norms of their own societies, which lead them to respond emotionally to what they see as ineffective behaviors of others on the team. Worse still, most of us are not even aware of the system our own culture uses to make decisions. We just follow the pattern without thinking about it—and this makes our defensive reactions to alternative approaches even more difficult to manage. If you find yourself working with a team of people who em- Copyright © 2014. PublicAffairs. All rights reserved. ploy a more consensual decision-making process than the one you’re accustomed to, try applying the following strategies: • Expect the decision-making process to take longer and to involve more meetings and correspondence. • Do your best to demonstrate patience and commitment throughout the process . . . even when diverging opinions lead to seemingly interminable discussions and indecision. • Check in with your counterparts regularly to show your commitment and be available to answer questions. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 158 3/11/14 9:26 AM The CulTure Map 159 • Cultivate informal contacts within the team to help you monitor where the group is in the decision-making process. Otherwise, you may find that a consensus is forming without your awareness or participation. • Resist the temptation to push for a quick decision. Instead, focus on the quality and completeness of the information gathered and the soundness of the reasoning process. Remember, once a decision is made, it will be difficult to try to change it.3 On the other hand, if you are working with a group of people who favor a more top-down approach to decision making, try using these techniques: • Expect decisions to be made by the boss with less discussion and less soliciting of opinions than you are accustomed to. The decision may be made before, during, or after a meeting, depending on the organizational culture and the individual involved. • Be ready to follow a decision even if your input was not Copyright © 2014. PublicAffairs. All rights reserved. solicited or was overruled. It’s possible for a project to produce success even if the initial plan was not the best one that could have been devised. • When you are in charge, solicit input and listen carefully to differing viewpoints, but strive to make decisions quickly. Otherwise you may find you are viewed as an indecisive or ineffective leader. • When the group is divided about how to move forward and no obvious leader is present, suggest a vote. All members are expected to follow the decision supported by the majority, even if they disagree. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 159 3/11/14 9:26 AM 160 erin Meyer • Remain flexible throughout the process. Decisions are rarely set in stone; most can later be adjusted, revisited, or discussed again if necessary. Finally, if you are working with a global team that includes members from both consensual and top-down cultures, you can avoid problems by explicitly discussing and agreeing upon a decision-making method during the early stages of your collaboration. Define whether the decision will be made by vote or by the boss after a team discussion. Determine whether 100 percent agreement is needed, whether a deadline for making the decision is necessary, and how much flexibility there will be for changing a decision after the deadline. Later, when big decisions must be made, revisit the decision-making process to make sure it is generally understood and accepted. We used this approach to get the American/German merger talks back on track. It took time to build a shared awareness among the entire group about the differences in interpretations, habits, and perceptions between the American and German decision-making systems. Everyone was encouraged not to take Copyright © 2014. PublicAffairs. All rights reserved. themselves or their own style too seriously. This enabled the team members to talk openly about the problems and resolve them without acrimony. In subsequent meetings, an American manager might be heard to say, “Great! Decision made!” only to pause and clarify: “Decision with a small d, that is! We still need to run this by our colleagues at home, so don’t start work on it just yet!” And a German manager might conclude a discussion by asking, “So, have we agreed on a decision? And does it have a small d or a big D?” Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 160 3/11/14 9:26 AM The CulTure Map 161 The more both sides of the culture divide talked about it, the more natural it became for them to adjust to one another—and the more they enjoyed working together. As with so many challenges related to cross-cultural collaboration, awareness and open com- Copyright © 2014. PublicAffairs. All rights reserved. munication go a long way toward defusing conflict. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 161 3/11/14 9:26 AM Copyright © 2014. PublicAffairs. All rights reserved. Meyer, E. (2014). The culture map : Breaking through the invisible boundaries of global business. PublicAffairs. Created from eastcarolina on 2023-08-10 03:28:29. 9781610392501-text.indd 162 3/11/14 9:26 AM