Useful framework of managing cultural differences

Useful framework of managing cultural differences

By Pri Notowidigdo

JAKARTA (JP): John Asing (fictitious) has accepted the post of
technical advisor for The Great American Oil Company
(fictitious).

Based in Jakarta, he will be working directly with Mr Sumarno
(fictitious) or Pak Sumarno, as he is called in Indonesia.
Together they will be responsible for a major exploration project
in Natuna Islands.

John is eager to arrive at his post. His work experience in
the United States seems exceptionally well-suited to the task he
must accomplish in Indonesia, and his high motivation and
excellent track record reassure him that he will encounter little
he cannot handle in his assignment.

After having been on the job for several months, though, John
is experiencing a lot of frustration.

To Pak John, as the Indonesians have come to call him, it
appears that Pak Sumarno and most of the subordinates lack both
training and motivation. Efforts on the part of Pak John to
resolve the issues have been futile.

The problem became increasingly severe in the weeks that
followed.

Pak John just could not understand why his attempts to share
problem-solving and decision-making responsibilities with Pak
Sumarno did not appear to be received favorably by Pak Sumarno.
After all, wasn't Pak Sumarno his Indonesian counterpart?

It seemed to Pak John that the only way he could get the job
he was sent to do done was to do most of it himself. Gradually,
he assumed more and more of the responsibilities, which had been
previously performed by Pak Sumarno. Though he feels some concern
about this situation from time to time, these feelings are more
than compensated for, by the knowledge that he is getting the
job, which he was sent to do, done.

What is happening here? At face value, Pak John and Pak
Soemarno are obviously not communicating with each other. From a
cross-cultural perspective, there is cultural conflict in terms
of different values, assumptions or expectations.

In this regard, Fons Trompenaars, a cross-cultural guru,
states that a culture distinguishes itself from other cultures by
the specific solutions it chooses to certain problems. He
proceeds to apply a useful framework of managing cultural
differences by highlighting five fundamental dimensions on how we
relate to other people:

a. rules versus relationships,

b. the group versus the individual,

c. the range of feelings expressed,

d. the range of involvement, and

e. how status is accorded.

We can begin to understand why individuals and organizations
act as they do by considering the meanings they attribute to the
above dimensions.

For Pak John, individualism, rules and achievements are
critical operating principles.

He assumes that Pak Soemarno shares his assumptions and
expectations. Pak Soemarno, though, needs to first develop his
relationship with Pak John in order to develop a basis for mutual
respect, understanding and trust.

What are the issues?

Management issues like productivity, responsibility and
accountability. Underlying these issues, though, are cross-
cultural issues as well. "Pak John is the expatriate technical
advisor who is the 'boss' and the 'expert,'" says Pak Soemarno.
"I will wait for Pak John's directives."

Meanwhile, Pak John, himself, is expecting initiative on the
part of Pak Soemarno.

What steps can be taken to address the issues?

To be effective cross-culturally, it is important to be alert
and sensitive to the needs, orientations, values and aspirations
of other people. Through this process, both Pak John and Pak
Soemarno must learn to appropriately reflect on insights thus
gained in words and actions.

While there is no foolproof formula on how to achieve this
objective, it would seem critical to listen and observe
attentively, sensitively and nonjudgmentally.

Being tolerant, accepting and considerate are equally
important. Of utmost value is perhaps persistence, a willingness
to be introspective, and an eagerness to examine and learn from
failures as well as successes.

A commitment on the part of Pak John and Pak Soemarno to
scrutinize and improve their capacity to be genuinely receptive
to different ways of communicating cannot be overemphasized.

Has Pak John accomplished his objectives?

In the short run, Pak John is perhaps able to "do the job"
according to the letter of the law. For the long run, though, he
must address a number of issues. Has he been able to facilitate
the transfer of skills? Has he increased the likelihood of
meaningful social interaction? Has he increased the probability
of achieving a sense of personal and professional accomplishment
and growth?

Understanding of their respective cultures and their own
assumptions and expectations about how people "should" think and
act can provide them with the basis for success.

As Trompenaars remarked, "There are no universal answers but
there are universal questions and dilemmas," and that is where we
all need to start.

The writer is an executive search consultant with Amrop
International, The Amrop Hever Group, an organization that finds
senior executives worldwide. (E-mail: jakarta@amrophever.com)