How to work well and effectively in multicultural teams? Cross-cultural design, part 1/3
Sometimes a stakeholder's raised voice might seem like anger – but it could simply be a way of expressing emotions that is different from what is accepted in our culture. In a workshop, an energetic Brazilian might seem to dominate the group, but in reality, they are just enthusiastically sharing their experience. A team that constantly postpones a meeting "until after lunch," without giving a specific time? This isn't ignorance – it's a different way of organizing time.
In many workplaces, cultural differences are a daily reality. In the times we work in, borders are blurring, and project teams are becoming increasingly international. Regardless of whether you work in a software house, a product company, or a startup, understanding how culture influences work styles, communication, and relationship-building seems crucial for valuable design or the creation of digital products.
Erin Meyer's Culture Map: A Practical Tool in Daily Work
Although there are many models describing cultural differences (for example, GlobeSmart or The Culture Factor's Country Comparison Tool), in this article, I will focus on Erin Meyer's "Culture Map" model. Why? Because, in my opinion, her approach is extremely practical and easy to apply to the daily challenges of UX work. I also highly recommend Erin Meyer's book. In it, you will find interesting information regarding the areas I have described, enriched with historical context and detailed strategies for dealing with difficult situations arising from cultural differences
Erin Meyer proposes analyzing culture based on eight key dimensions:
Communicating: from low-context (direct and open) to high-context (indirect, subtle, and veiled).
Evaluating (Feedback): from direct negative feedback (clear and specific) to indirect negative feedback (gentle, conveyed between the lines).
Persuading: from principles-first (starting with theory and general principles) to applications-first (based on examples, practice, and details).
Leading: from egalitarian (partner-like and cooperation-oriented) to hierarchical (authoritative and position-focused).
Deciding: from consensual (made jointly by the group) to top-down (imposed by leaders).
Trusting: from task-based (built through competence and results) to relationship-based (based on personal bonds and relationships).
Disagreeing: from confrontational (openly expressed) to avoids confrontation (avoiding open conflict).
Scheduling: from linear-time (strictly adhering to schedules and punctuality) to flexible-time (allowing for fluidity and spontaneity).
Important Note: Culture is Relative
Remember that the position on these scales is not absolute, but relative. To a Pole, British culture might seem quite egalitarian. However, to an American, a Brit might be perceived as a representative of a more hierarchical culture. It is always worthwhile to analyze differences in relation to the specific cultures you are collaborating with.
In the next part, I will try to take a closer look at the initial dimensions of this map, which, in my opinion, most significantly impact teamwork, and I will share ideas on how to deal with potential challenges.