From the desk of our CEO Knowledge-Bridge - Irene Mosota FRSA
Hofstede in cultural studies is like a bittersweet pill. In some spheres, his work is heavily criticised for lacking reliable data. The major criticism of Hofstede's cultural theory work is that his research data is based on one company. And those findings did not provide valid information regarding the culture of entire countries (Graves, 1965; Olie, 1995)
One of Hofstede's critics is McSweeney, who found trashing Hofstede's work quite a delicious idea in describing his works as a Triumph of faith -a failure of analysis. McSweeney, B. (2002). Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith - a Failure of Analysis. Human Relations, 55 (1), 89–118. https://doi.org/10.1177/00187267025510
By my admission, a friend suggested that to understand Hofstede's work, I needed to read McSweeney’s work. That proved to be helpful. These exchanges could be a function of those cultural differences.
What is culture, and how can we become culturally intelligent? Culture is one of those words that carry several meanings. UNESCO) defines culture as a “set of distinctive spiritual, material, intellectual, and emotional features of society or a social group, and that it encompasses, in addition to art and literature, lifestyles, ways of living together, value systems, traditions and beliefs.” (UNESCO, 2011).
From the onset, culture can be described as complex and often a source of misunderstandings and tensions in workplaces and society. This is why Hofstede was motivated to develop a shortcut to cluster culture in nation-states to understand cultural complexity. That sweet moment of being lured by the seduction of a button click is here, with the hope to understand the behaviours and motivations of a whole country - ' pun intended.'
If you feel the temptation, feel free to try country comparison on the link below. Compare countries - Hofstede Insights (hofstede-insights.com)
Cultural Complexities and Misunderstandings
Cultural misunderstandings and gaffes have no boundaries, and even the most powerful offices are no exception.
Former British Prime Minister David Cameron, on his visit to China in 2010, caused some friction among his hosts. Cameron and his delegation arrived for an official event with poppies as their boutonnieres. The Pm and his delegation observed the British custom of donning poppies in November as a symbol of remembrance and respect for those who died in World War 1. Unfortunately, poppies symbolise something else to the Chinese, especially when linked with the British. The Chinese fought the opium wars against the British in the 19th century and Hong Kong and lost both wars. The poppies, a source of opium, are a bitter reminder of the shame of those defeats. The Chinese officials requested the British PM and his delegation to remove the poppies for the official event - the British declined. I will let you speculate how the visit went and how cultural intelligence might have remedied the situation.
Silvio Berlusconi, Former Prime Minister of Italy, is remembered for his unsavoury utterances. When he opened his mouth on these two occasions, it was not only his mouth that was left open. He referred to the US President Barack Obama as "suntanned.” He made the remarks twice as if once was not enough; he extended them to the First Lady in the second statement. “You would not believe it, but they [Barack Obama and Michelle Obama] sunbathe at the beach together-his wife is also suntanned”.
Berlusconi shrugged off criticism of his remarks, labelling his critics as imbeciles, stating that he had only been paying the Obamas a compliment.
The Obamas never responded to the careless remarks.
People and organisations must endeavour to grasp cultural intelligence and competency as the globe becomes increasingly interconnected and diverse. This is especially crucial in today's quickly evolving corporate environment when cultural sensitivity can result in various problems, from misunderstandings to a source of conflict leading to poor relationships and reputational damage. The above examples are just a few examples of how situations can go wrong even with the best intentions.
How can leaders overcome some of the cultural complexities when leading diverse teams? -Cultural intelligence can help.
Show Curiosity and be open to new experiences
Encourage Curiosity by asking insightful thoughtful questions about those in your team that are not like you. Once you have learnt something new about someone's culture, there is no greater way to show that you embrace his or her difference positively than by trying that thing you have learnt, e.g., food.
Show respect and empathy
Respect your teams' different values, demographic differences, beliefs, and experiences. No one is greater or better than the other.
Create Space to foster meaningful deep connections
Encourage and provide opportunities for your team to form deep connections at personal and professional levels. This can help alleviate any misconceptions and improve team trust and organisational trust
Suspended assumptions
Do not judge others based on information or stereotypes that can cause harm. Remember to suspend your ego too.
Treat people with Dignity
Each of us is unique and brings something special that no one else can bring. Treat people in ways that cater for their differences. A void a wholesale approach to addressing people's needs. Be intentional, deliberate, and thoughtful.
Encourage contributions
Unlock the opportunity for creativity and innovation by inviting people’s viewpoints. Act upon their ideas to improve your decision-making and problem-solving.
Reward and Recognition
Highlight achievements and celebrate the success of each team member in team gatherings.
Communicate Effectively
Acknowledge language barriers and avoid language that can exclude others. Be aware of cultural nuances -that is what culturally intelligent leaders do. Julia Middleton explains the importance of cultural intelligence - see link https://youtu.be/izeiRjUMau4.
Developing cultural intelligence is a journey of learning and unlearning, as aptly stated in this famous quote.
“Do the best you can until you know better. Then when you know better, do better.” - Maya Angelou