In the vibrant hustle of New Delhi, Erin Meyer, an expert in communication and cultural diversity, learned a valuable lesson that would help her advance her career. Her attempt to find a restaurant for dinner, guided by the instructions from the hotel receptionist, became a labyrinthine journey that clearly illustrated one of the central theses of her book The Culture Map.

This work, already considered a classic in global leadership literature, highlights how cultural differences are much deeper than simple personal biases: they reflect ways of life and relationships in every corner of the world.

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Where is the Swagat Restaurant? A Communicative Odyssey in New Delhi

In her account, Meyer describes how she arrives at a hotel in New Delhi, ready to teach a group of executives for a week. However, after a long journey, her most pressing need is to find somewhere to eat. The hotel receptionist suggests a restaurant called Swagat, supposedly easy to find, just to the left of the hotel.

Upon leaving, Meyer encounters a vibrant and chaotic street scene, filled with colours, smells, and constant noise, but she cannot locate the restaurant. Confused, she returns to the hotel, where the receptionist, surprised by her difficulty in finding such an “obvious” place, decides to accompany her. Together, they cross streets, navigate traffic, and pass through crowds until, finally, they spot the discreet sign for Swagat on the second floor of a yellow building, above a fruit shop.

This urban odyssey not only highlights differences in navigational skills but also in intercultural communication. In Anglo-Saxon cultures, such as the American one, communication is clear and explicit; the speaker assumes responsibility for being understandable and direct. In contrast, in many Asian cultures, including Indian, communication is more implicit and relies on the listener’s ability to interpret cues and read between the lines.

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This anecdote underscores that while the Indian receptionist provided the correct instructions from his cultural perspective, the professional, used to more direct communication, found the process frustrating. This contrast emphasises that effectiveness in conversation not only depends on the clarity of the speaker but also on the listener’s ability to contextualise and understand the cultural subtext. After all, communication is a shared act.

 

“The effectiveness in conversation not only depends on the clarity of the speaker but also on the listener’s ability to contextualise and understand the cultural subtext.”

 

 

The Value of Diverse and Multicultural Teams

Globalisation has transformed the business landscape, making diverse and multicultural teams an invaluable strategic asset. These groups not only provide a wealth of perspectives that drive innovation, but they also allow organisations to operate more effectively in different markets. However, for these teams to function optimally, it is crucial to understand the personal and cultural particularities of each member.

Working with people from different cultures can present unique challenges related to communication and decision-making. These enriching differences can lead to misunderstandings if cultural realities are not understood.

Therefore, giving cultural diversity in organisations the importance it deserves and proposing initiatives to manage it can turn a challenge into a competitive advantage. By cultivating an atmosphere of respect and understanding, organisations can maximise the potential of their multicultural teams, achieving a balance where diversity becomes a driver of organisational success.

 

Erin Meyer’s 8 Cultural Scales in The Culture Map

As mentioned, one of the great challenges for organisations with an international presence is intercultural communication. Having the necessary guidelines to facilitate understanding can make the difference between success and failure. However, most people conducting business internationally or interacting with colleagues from other countries are often unaware of the extent to which culture influences their work. It is no longer enough to rely on a common language like English; understanding requires interpreting the contexts of conversation.

In The Culture Map, Erin Meyer identifies eight cultural scales that map out the differences between various cultures, providing a practical guide for employees looking to enhance international communication and collaboration.

 

“It is no longer enough to speak English (or another common language); understanding requires interpreting the contexts of cultural communication.”

 

Among these cultural scales are dimensions such as:

  • Communication
  • Evaluation
  •  Persuasion
  •  Leadership
  •  Decision-making
  • Trust
  •  Confrontation
  •  Time management

 

The Dimension of Communication and the Importance of Reading Between the Lines

On the communication scale, the difference between low-context cultures, where information is communicated directly and explicitly, and high-context cultures, where interlocutors are expected to read between the lines and grasp implicit nuances, is highlighted.

Languages reflect the communication styles of the cultures that speak them. For example, Japanese and Hindi (spoken in New Delhi) are high-context languages, where a relatively high percentage of words can be interpreted differently depending on how and when they are used. In Japanese, for instance, the word ashi means both ‘leg’ and ‘foot’, depending on the context.

The same occurs when comparing English, which has around five hundred thousand words, with French, which has about seventy thousand. This suggests that the latter relies more on contextual clues to resolve semantic ambiguities than English does.

 

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Hierarchies and Decision-Making

In Erin Meyer’s model, this dimension highlights cultural differences in decision-making within organisations. For example, in cultures such as the Japanese, decision-making tends to be consensus-driven. In Japan, the process known as nemawashi involves consulting all levels of the team before making a final decision. This approach ensures that everyone involved feels part of the process and committed to implementing decisions.

On the other hand, in more hierarchical cultures, such as the French or American, decisions are usually made by senior management and then communicated to the rest of the team. This method may be more time-efficient, but it can cause resistance if employees feel they were not included in the process.

 

Communicating with Empathy and an Open Mind

This model not only helps identify cultural differences but also provides strategies for adapting to them. The key to global leadership, according to Meyer, lies in adaptability and empathy.

Leaders must be able to adjust their communication and management styles to align with the cultural expectations of their global teams. This not only involves understanding cultural differences but also cultivating an open mindset and being able to see the world from others’ perspectives.

In an increasingly interconnected world, the ability to navigate these cultural differences can determine the success of organisations on the global stage. The Culture Map is not only an essential tool for those working in multicultural contexts but also a call to action to develop greater cultural sensitivity and foster more effective collaboration in our globalised economies.