Intercultural training on Bruxelles, 19 Feb 2009

2. A Word Of Warning – This is not
a Scientific Subject
This is a full version of the presentation which
includes all European countries represented in the
group

3. What is your opinion about the
following statements?
– “Handling cultural differences is just a matter of
common sense”
– “We are rapidly becoming one world culture: in the
global village of today, culture does not matter
much”
– “We are all one corporate culture here, it doesn’t
matter if you come from France, Germany or China
– everyone gets treated the same”

4. Culture is moving higher up the
world agenda as a major challenge in
business and politics

5. What is Culture?

6. Cultural Conditioning
• Cultural values and beliefs originate from a country’s
history, religion, physical environment and language
• They impose themselves on our behaviour
• Our minds are conditioned at an early age
• Values and beliefs are extremely stable over time

7. Consequence
These values and beliefs in turn affect:
– Our outlook and world view
– Our actions
– Our understanding
– Our communication style
– Our listening style
– Our attitude to authority and leadership
– Our motivation factors
– Our concept of space and time
– Our body-language
– Etc…

8. Layers of Culture
National
Regional
Educational
Professional
Gender
Class
Religious
Generational
Ethnic
Corporate
Personal

9. Stereotyping
(or generalisation)
• A valuable tool but:
(i) it must be consciously held
(ii) it should be descriptive rather than evaluative
(iii) it should be managed

10. The Categorisation of Cultures

11. © 1998, 2007 Richard D Lewis

13. © 2001 Richard D Lewis
© 2001 Richard D Lewis

17. Human Mental Programming
Communication Patterns
Listening Habit
s

18. Human Mental Programming
– USA –

19. National Communication Patterns
– USA –

20. Listening Habits
– USA –

21. Human Mental Programming
– English –

22. Celtic Britons
- Values and Core Beliefs -
• In common with English
Traditional, humorous, fair play, love of debate, understatement,
-
inventive, supports underdogs
• Diverging
- Not so insular, not so diplomatic, not so casual, empathize with
many foreigners, less coded speech, no snobbery
• Extra qualities
Poetic, artistic, fond of music and singing, emotional, nationalistic,
-
focused, hard-headed, tendency towards idealism, generous,
friendly

23. Celtic Britons
- Values and Core Beliefs -
• Particularly Scots
- Thrifty, Independent, proud, strong sense of separate identity and
traditions, energetic, romantic
• Particularly Welsh
- Friendly, cosy, rustic, simplifying, anxious to preserve the Welsh
language, love choirs, rugby, see themselves as true Britons
• Particularly Irish
- Tendency towards fatalism, chauvinistic, Catholic, story-tellers,
elastic truth (blarney)

24. Celtic / Irish / Northern English
Comparison
Celtic Irish Northern English
Poetic Exaggerate Hard-headed
Romantic Changeable Friendly
Excitable
Charming Very humorous
Artistic
Not class conscious
Good singers
Generous
Good story-tellers
Very open
Some emotion
Open / Displays feelings Better linguists than Southerners
Not-so-insular Anti-snob
Humorous
Show happiness but not sadness
Not class conscious
Hate red tape
Punctual (except Irish)
Individualistic
Good linguists / Talkative

25. National Communication Patterns
– UK –

26. British Coded Speech (1)
What is said
What is meant
Hm….interesting idea
What a stupid suggestion
You could say that
I wouldnʼt
We must have a meeting about Forget it
your idea
We shall certainly consider it
We wonʼt do it
Iʼm not quite with you on that That is totally unacceptable
one
I disagree
I agree, up to a point

27. British Coded Speech (2)
What is said
What is meant
Remind me once more of your I wasnʼt listening last time
strategy
We must wait for a politically Forget it
correct time to introduce this
It has lots of future potential Itʼs failed
He works intuitively Heʼs completely disorganised
Heʼs our best golfer We keep him out of the office
Let me make a suggestion This is what Iʼve decided to do

28. Listening Habits
– UK –

29. Human Mental Programming
– Germany –

30. National Communication Patterns
– Germany –

31. Listening Habits
– Germany –

32. Human Mental Programming
– France –

33. National Communication Patterns
– France –

34. Listening Habits
– France –

35. Human Mental Programming
– Italy –

36. National Communication Patterns
– Italy –

37. Listening Habits
– Italy –

38. The Protestant/Catholic divide
Protestant values
– Honesty, truth, transparency
– Justice, rule of law, discipline
– Freedom of speech, of worship
– Equality for women
– Work ethic (work = success = money)
– Egalitarianism
– Punctuality, neatness, cleanliness
– Tidy public spaces, civil order
– Early Puritanical precepts gradually liberalising and
splitting into many sects and credos

39. The Protestant/Catholic divide
Catholic values
– There is only one true church
– Strict dogma and ritual
– Hierarchical society
– Strong leaders, great power distance
– Nepotism in business
– Use of key people rather than officialdom
– Close personal relationships
– Relaxed attitude to time
– Liberal view of sin (confessions)
– Philosophical view of truth

41. Human Mental Programming
– Spain –

42. National Communication Patterns
– Spain –

43. Listening Habits
– Spain –

44. Human Mental Programming
– Netherlands –

45. National Communication Patterns
– Netherlands –

46. Listening Habits
– Netherlands –

47. Human Mental Programming
– Belgium –

48. National Communication Patterns
– Belgium –

49. Listening Habits
– Belgium –

50. Human Mental Programming
– Austria –

51. National Communication Patterns
– Austria –

52. Listening Habits
– Austria –

53. Human Mental Programming
– Poland –

54. National Communication Patterns
– Poland –

55. Listening Habits
– Poland –

56. Human Mental Programming
– Czech Republic –

57. National Communication Patterns
– Czech Republic –

58. Listening Habits
– Czech Republic –

59. Human Mental Programming
– Romania –

60. National Communication Patterns
– Romania –

61. Listening Habits
– Romania –

62. Human Mental Programming
– Bulgaria –

63. National Communication Patterns
– Bulgaria –

64. Listening Habits
– Bulgaria –

65. How about China?

66. Human Mental Programming
– China –

67. National Communication Patterns
– China –

68. Listening Habits
– China –

69. Horizons

70. German – Chinese Horizons

71. Italian – Chinese Horizons

72. Chinese – UK Horizons

73. Leadership Styles

74. Leadership Styles
• Managers in L/A cultures will:
– Demonstrate and look for technical competence
– Place facts before sentiments, logic before emotion
– Be deal oriented, with a view to immediate achievement and results
• Managers in M/A cultures will:
– Rely on their eloquence and ability to persuade
– Use human force as an inspirational factor
– Complete human transactions emotionally
• Managers in Reactive cultures will:
– Will dominate with knowledge, patience and quiet control
– Display modesty and courtesy
– Create a harmonious atmosphere for teamwork
– Be paternalistic

75. Leadership style

76. Leadership style
- USA - - UK -

77. Leadership style
– Italy –

78. Leadership style
– Spain –

79. Leadership style
– Netherlands –

80. Leadership style
– Belgium –

81. Leadership style
– Poland –

82. Leadership style
– Czech Republic –

83. Leadership style
– Romania –

84. Leadership style
– Bulgaria –

85. How About China?

86. Leadership style
– China –

87. Language of Management

88. Language of Management
– USA –

89. Language of Management
– Germany –

90. Language of Management
– UK –

91. Language of Management
– France –

92. Language of Management
– Italy –

93. Language of Management
– Spain –

94. Language of Management
– Netherlands –

95. Language of Management
– Belgium –

96. Language of Management
– Poland –

97. Language of Management
– Czech Republic –

98. Language of Management
– Romania –

99. Language of Management
– Bulgaria –

100. How About China?

101. Language of Management
– China –

102. Motivation

103. Motivating Factors
• Linear-active
– Money, career challenge, word-deed correlation,
punctuality, reliability, result-orientation, speed
• Multi-active
– Words, persuasion, warmth, compassion, feelings,
personal approach, development of relationships
• Reactive
– Protection of “face”, building of trust, modesty,
patience, respect, courtesy, avoidance of confrontation

104. Motivating Factors – China
Key: Humility, giving face
• Show compassion for Chinese difficulties. It will pay off
• Praise their inventiveness and economic achievements
• Show respect, especially to elders
• Find your “rank” and behave accordingly
• Learn all you can about Guanxi
• Preserve harmony by saving face for everybody on all
occasions
• Know and respect Confucian values
• Be careful how you look at the concept of truth, The
Chinese do nor believe in absolute, scientific truth

105. Motivating Factors – China
Avoid:
• Showing anger or appearing upset
• Rushing Chinese business partners
• Boasting
• Ignoring anyone brought into your presence
• Rejecting a Chinese proposal out of hand. When you
negate someone’s idea, you negate the person
• Discussing the topic of human rights, Taiwan or Tibet

106. Motivating Factors – Germany
Key: Indicating trust, demonstrating solidity
• Germans are generally punctual, organised and efficient.
You must match these qualities
• When Germans criticise your actions, it is to help you
avoid making mistakes. Accept their criticism as being
constructive
• Give serious answers to serious questions
• Be well prepared
• They like consensus
• Say what you mean
• Respect privacy at all times
• Remember to shake hands a lot and use proper
greetings on meeting and departing

107. Motivating Factors – Germany
Avoid:
• Displaying too much eccentricity
• Meeting them head on if you see their position is
diametrically opposed to yours
• Interrupting unfinished tasks or giving Germans too many
tasks simultaneously
• Falling into the trap of oversimplifying. Germans often see
Americans and some others as naïve
• Overdoing small talk. Germans like facts, figures, reliable
information

108. Motivating Factors – UK
Key: Don’t rock the boat
• Business and making money are serious matters, but
one should always try to look casual about it
• One should be competitive, but not tread openly on
others’ toes. There are unwritten rules about fair play
• Statements and actions should be low key. Everything
should seem to be under control
• Sentiment, emotion and open criticism should be
avoided in public
• Be prepared to read between the lines
• Remember that there are many types of Brits

109. Motivating Factors – UK
Avoid:
• Being sentimental, emotional and openly critical in public
• Boasting about your connections
• Talking too much; on the other hand don’t lapse into
silence too often
• Looking too serious or always taking things literally
• Pressing them if they become (suddenly) vague; they are
probably stalling, so take another route

110. Motivating Factors – France
Key: Sharing visions, praising France
• Speak some French
• Be logical at all times, but show flexibility
• Respect privacy and maintain formality
• Show that you appreciate the French point of view, even if
it differs from your own
• In a working relationship, the French are not initially
generous, but they will respond quickly to generosity from
your side
• Be willing to discuss topics at length
• Be as imaginative and lively as you can

111. Motivating Factors – France
Avoid:
• Expressing strong opinions until you know their position
• Prolonged silences; they do not like them
• American-style, bottom-line focus, quick deals,
opportunistic wheeling and dealing
• Sarcasm or irony

112. Motivating Factors – Italy
Key: Share personal details, praise families
• Confide in them as much as you can. Be human at all times
• They may reveal much of their private life to you. Listen
sympathetically
• Be prepared, in principle, to grant any personal favour they
may ask you
• They must feel that you are part of their in-group and they
part of yours
• Strive to be communicative. Contact them often
• Be willing to share Italian conspiracies
• Accept quickly a change of heart or mind on their part

113. Motivating Factors – Italy
Avoid:
• Brusqueness and lack of delicacy
• Insensitive remarks
• Lack of appreciation of Italian thoughtfulness
• Reference to crime, corruption, the Mafia
• Reference to Italy’s proclivity for changing governments

114. Motivating Factors - Belgium
Key : The ability to compromise
• Show a certain amount of conservatism
• Show you know how to achieve solutions through
compromise
• Adopt a gradualist approach to problems in general
• Demonstrate intellectual humility
• In most situations resolve things through common sense
• Show flexibility if deadlock threatens
• Be enthusiastic about Europe
• Acknowledge Belgium’s economic achievements in spite
of her small size

115. Motivating Factors – Belgium
Avoid :
• Too much dogma
• Criticising the Monarchy
• Direct confrontation
• Discussion of politics (it is complicated)
• Any sign of temper
• Being over-opinionated
• Discussion of religious or language issues

116. Motivating Factors – Spain
Key : Protect Spanish honour and integrity
• Human relations count far more than logic or efficiency
• Always impute the best motives. Unlike Italians, they are
touchy about personal honour and nationalism
• Let them speak at length
• Win their loyalty by listening well
• Socialise as energetically (and as late) as possible
• Show some knowledge of Spanish history
• Influence them by personal appeal, not rules, regulations or
deadlines
• Remember there are several Spains

117. Motivating Factors – Spain
Avoid:
• Confusing mañana behaviour with laziness
• Allowing any Spaniards to lose face in your presence
• Paying too much personal attention to Spanish ladies. The
men are unreasonably jealous!
• Referring to Spanish lack of punctuality, slowness,
political or regional instability, violence or general
inefficiencies or weaknesses. It is counterproductive

118. Motivating Factors – Netherlands
Key: Respect individual rights
• Show that you are fully aware of (and admire) their incredible
achievements
• Speak a little Dutch with them and be humorous. Dutch
humour is jocular and earthy rather than witty
• Show some frugality. Dutch people dislike extravagance
• Never waste their time. Dutch people are industrious and you
should try to match their diligence and work rate
• Indulge in give-and-take, this gets them going
• Be frank and open about most things. Indulge in give-and-take
• Always show you are punctual, rational, precise and egalitarian
• Be informative, informed and well prepared

119. Motivating Factors – Netherlands
Avoid:
• Wasting their time
• Jokes or strong opinions about religion
• Too much charisma; the Dutch are basically conservative
• Pushy tactics; the Dutch are skeptical

120. Motivating Factors - Poland
Key: Love and help Poland
• Poles will do just about anything for a visitor who clearly
demonstrate a love of Poland
• Be courteous at all times
• Get a feeling for Polish romantic nationalism. Support it
• Be humorous and drink with them when you can
• Compliment them on their lavish hospitality
• Enter into eager debate with them, concentrating on
positive issues
• In business, Poles are impressed by hard facts, but are also
interested in your feelings about them
• Appreciate Polish high standards of education and artistry

121. Motivating Factors - Poland
Avoid:
• Being too direct, especially if there is a negative element
involved
• Being too serious about issues
• Any form of bad manners
• Appearing only result-oriented
• Infringing on anyone’s rights
• Risky comments that might be seen as offensive

122. Motivating Factors – Romania
Key: Respect the Romanian “difference”
• Acknowledge Romania’s historical and linguistic position
• Speak a few words of Romanian
• Admire the beauty of their language, scenery, churches and
monasteries
• Show you are willing to help them in their difficulties
• Read between the lines to divine their wishes and aspirations
• Elicit information indirectly
• Indulge in small talk and politics, but do not “intervene”
• Accept their lavish hospitality and reciprocate soon
• Understand that business and social life are intertwined

123. Motivating Factors – Romania
Avoid:
• Praising Hungarians and their qualities
• Aggressive questioning
• Brusque behaviour
• Causing anybody to lose face (they are very sensitive)
• Any reference to the country’s backwardness, inefficiency
and corruption

124. Motivating Factors – Bulgaria
Key: Praise their potential. Be open and friendly
• Demonstrate your appreciation of Bulgaria’s resilience during
half a millennium of Turkish domination, preserving its
language and religion
• Show your appreciation of the fact that the Cyrillic alphabet
was created by Bulgarians
• Remember that Bulgaria, an ally of Germany, did not allow
the Bulgarian Jews to be deported during WW2
• Recognise that Bulgarians are well educated and well
informed
• Listen to their complaint about problems and difficulties, but
don’t offer advice or solutions. Demonstrate your confidence
that they can sort things out

125. Motivating Factors – Bulgaria
Avoid:
• Comparing them to Serbs and Romanians
• Being too enthusiastic about Turkey
• Talking about communist times, unless you wish to praise
their survival skills and the lessons they have learned

126. Motivating Factors – Czech
Key: Be steady, calm and loyal
• Show inventiveness and look for solutions with them
• Discuss things calmly. Be rational but flexible
• Maintain a certain amount of formality; use academic titles
with new acquaintances
• Be chivalrous. Shaking hands is important
• Demonstrate tolerance
• Share their love of music and theater
• Enjoy their (original) humour
• Steadiness, morality and loyalty are important

127. Motivating Factors - Czech
Avoid:
• Disrespectful body language or slouching
• Being ostentatious
• Praising Slovaks too much

128. Golden Rules

129. Golden Rules for Interacting with
Linear-Active People (1)
• Talk and listen in equal proportions
• Do one thing at a time
• Be polite but direct
• Partly conceal feelings
• Use logic and rationality
• Interrupt only rarely
• Stick to facts
• Concentrate on the deal
• Prioritise truth over diplomacy
• Follow rules, regulations, laws
• Speech is for information

130. Golden Rules for Interacting with
Linear-Active People (2)
• Maintain word-deed correlation
• Complete action chain
• Stay results-oriented
• Stick to agenda
• Compromise to achieve deal
• Respect officialdom
• Respect contracts and written word
• Reply quickly to written communication or e-mails
• Restrain body language
• Look for short-term profit
• Be punctual

131. Golden Rules for Interacting with
Multi-Active People (1)
• Let them talk at length
• Reply fully
• Be prepared to do several things at once
• Be prepared for several people talking at once
• Display feelings and emotion
• People and feelings are more important than facts
• Interrupt when you like
• Truth is flexible and situational
• Be diplomatic rather than direct
• Speech is for opinions
• Be gregarious and socialising

132. Golden Rules for Interacting with
Multi-Active People (2)
• Think aloud
• Complete human transactions
• Digress from agenda and explore interesting ideas
• Seek and give favours with key people
• Remain relationship-oriented
• Spoken word is important
• Contracts may often be renegotiated
• Reputation is as important as profit
• Overt body language and tactility
• Accept unpunctuality

133. Golden Rules for Interacting with
Reactive People (1)
• Good listening is important
• Do not interrupt
• Do not confront
• Do not cause anyone to lose face
• Do not disagree openly
• Suggestions, especially criticism, must be indirect
• Be ambiguous, so as to leave options open
• Statements are promises
• Prioritise diplomacy over truth
• Follow rules but interpret them flexibly
• Speech is to promote harmony

134. Golden Rules for Interacting with
Reactive People (2)
• Share as much as you can
• Utilise networks
• Talk slowly
• Do things at appropriate times
• Don’t rush or pressure them
• Observe fixed power distances and hierarchy
• Show exaggerated respect for older people
• Go over things several times
• Face-to-face contact is important
• Work hard at building trust
• Long term profit is preferable
• Be punctual