When working with people from higher-context cultures, Meyer suggests to listen actively, listening out for what’s is meant instead of what’s being said. And if you find yourself working with people from lower-context cultures, Meyer recommends being as transparent, clear, and specific as possible. I was surprised that differences in our relationship to time are often influenced so much by culture. Thinking: Meyer divides how cultures think into two categories: holistic (or dialectical) and specific (or analytical). In cultures that think dialectically, people tend to focus on the overall situation. Instead of focusing on individual elements, they emphasize the relationships between individual elements. In cultures that think analytically, people tend to focus on the individual element or action. Unlike dialectical cultures, they de-emphasize the surrounding circumstances.

Top-down: The decision comes from authority and the results are communicated to lower levels (for example China). The world is a melting pot of cultures. Every country, culture, region, or religion has different rules, regulations, rituals, and norms. Today, the world has become smaller and interactions between different cultures, especially at the workplace, take place on a daily basis. It is therefore essential for leaders in all organizations to be able to understand that people exhibit different behaviours that can be most certainly attributed to the difference in cultures.In business, this focus on relationships is evident in longer responses to questions. People might present related information first before getting to their answers. As such, people from other cultures might find that dialectical thinkers are missing or unable to find the point. At worst, they might think dialectical thinkers are doing so deliberately. Consequently to put it in a nutshell, if you are looking to persuade within Asian cultures it’s important to begin by explaining the big picture. You need to make it clear how all the parts fit together and THEN you can begin to explain what you need specifically from your Asian partners or team members. How Much Respect Do You Want? Leadership, Hierarchy, and Power

Meyer also recommends several general strategies for working across cultures. For example, she suggests that when people understand that their culture influences how they work, they become better at working with people from different cultures. So talk about these cultural influences, making sure to use grace, humility, and humor throughout the conversation. (Shortform note: If the idea of having such a conversation intimidates you, try explaining why it could be mutually beneficial.) High task-based scale – In countries such as the US and the Netherlands, the trust factor is created by achievements in business relations and profits. Such trust can be forged as well as dissolved easily. In fact, according to “The Huffington Post,”“whether you’re a corporate or traditional diplomat, global traveler, government official, or passionate world citizen, this is the one book you should not miss.”

Meyer contends that you can divide leadership styles into two extremes: egalitarian and hierarchical. In egalitarian cultures, everybody is equal​​—even in the workplace. Companies tend to have flat organizational structures, and people treat each other the same regardless of rank. Conversely, rank matters in hierarchical cultures. Companies have strict levels, which employees follow by deferring to the higher-ranking individual. In exchange for obedience, the boss protects and cares for her employees—especially in Asian cultures. According to Erin Meyer, the reason why Americans have trouble understanding British humor and the British consider American humor all but stupid is fairly simple. Low-context: Good communication is precise and straight to the point. Key messages are repeated several times, and the goal of communicating is explicitly expressed. (for example the USA) Mostly, hierarchical countries decide individually, and egalitarian countries decide by consensus. (Shortform note: Meyer also discusses some notable exceptions, like Germany and Japan, whose decision-making styles may have influenced the industries they dominate.) Strategies for Making Decisions Across Cultures