An Overview of Reconciling Cultural Dilemmas
Developing Innovative Teams and Creative Inclusive Leadership
Summarized by Michael J Griffin
7 minute read
In 1995, I had the privilege of hosting Dr. Fons Trompennars in Jakarta for a seminar on Cross Cultural Competence built on his research of the Seven Dimensions of Culture. His passion and friendship have greatly aided me in navigating the diverse cultures of Asia that I have lived in for over 40 years to support my success as a global consultant in leadership and sales/service productivity. Let’s look at how Dr. Trompenaars research can assist you and your organization in solving problems but more importantly reconciling cultural dilemmas.
What is Culture?
Dr. Francis Fukuyama has identified over 90 definitions of culture but I believe Dr. Trompenaars’ definition is best:
Culture is how groups of people (teams, organizations, tribes and countries ,for example) solve problems and reconcile dilemmas across the dimensions of relationships, time and nature.”
In his book Riding the Waves of Culture, Fons spells out in detail the Seven Dimensions of Culture and how these can cause conflict and distrust or be synergized for innovation and inclusivity as a competitive advantage. His research spans over 130 nations.
What are the Seven Dimensions of Culture?
Let’s review the Seven Dimensions: Fons Trompenaars, along with Charles Hampden-Turner, identified seven cultural dimensions that highlight key areas where cultures differ and dilemmas can occur.
The Seven Dimensions of Culture are found on the following continuums:
Universalism vs. Particularism: The extent to which rules or relationships govern behavior and process. Rules versus relationships.
Individualism vs. Communitarianism: The focus on individual success versus group collaboration for success. Me versus we.
Neutral vs. Emotional: The degree to which emotions are controlled or openly expressed. Cool or emotional.
Specific vs. Diffuse: The separation between public and private space by individuals in how they trust to form relationships at work, community, friends and family. Are you a specific “peach” or a hard shell “coconut?”
Achievement vs. Ascription: The basis of status – whether it is earned through achievement or attributed based on other factors such as birth, race, sex or possibly position. What I do versus where I come from.
Sequential vs. Synchronic: The perception of time – whether it is linear - and scheduled, or, flexible - and multi-tasking. Monochronic or polychronic.
Internal vs. External Control: The degree to which people believe they can control their environment versus being controlled by it. Captain of my fate, versus go with the flow.
What are Cultural Dilemmas?
Trompenaars distinguishes between problems and dilemmas. Problems can be solved with sufficient resources like time or money, but dilemmas involve conflicting values or priorities that cannot be easily resolved. Cultural dilemmas occur when the values, beliefs, or customs of one culture clash with those of another. Cultural dilemmas often stem from deep-rooted beliefs, traditions, and ways of life that shape our worldviews. What may seem perfectly normal or acceptable in one culture could be perceived as offensive or inappropriate in another. These differences can manifest in various areas, such as communication styles, decision-making processes, gender roles, religious practices, and social norms.
Dilemmas can be big or small, from greetings and gift-giving etiquette to communication styles and decision-making processes. Dilemmas can occur between individuals, in teams, between organizations, tribes and countries.
Here are some common examples:
Directness vs. Indirectness: In some cultures, direct communication is valued, while other cultures favour a more indirect approach. This can lead to misunderstandings about assertiveness or agreeableness.
Individualism vs. Collectivism: Individualistic cultures prioritize personal goals, while collectivistic cultures emphasize group harmony and loyalty. This can influence decision-making and teamwork dynamics.
Time Perception: Cultures have different attitudes towards timeliness. Some prioritize strict schedules, while others view time as more flexible. This can impact meeting expectations and project timelines.
Rules vs. Relationships. Driving in many countries may mean following traffic rules regardless! In other countries, following rules in predicated on the relationships with the vehicles around you.
Achievement vs Ascription. In North America, when we meet someone new, we ask “What do you do?” in Asia the question becomes “Where are you from?”
The Dilemma Reconciliation Process
Trompenaars proposes a four-step process for reconciling cultural dilemmas. I believe that there are five steps and I have added the first one in addition to the Trompenaars four:
Realize: Become aware of your own cultural make up and how your community, work, and ethic culture has influenced you to interact with others, live in your environment, and how you deal timeliness. “Know thyself.” Good start in take the ICP Seven Dimension profile offered by Trompenaars organization.
Recognize: Increase awareness of cultural differences and the dilemmas they create.
Respect: Appreciate and value cultural diversity.
Reconcile: Resolve cultural differences by finding mutually beneficial solutions that embrace opposing values.
Realize and Root: Implement reconciling actions and embed them in organizational culture as an innovative and competitive advantage.
This process encourages individuals and organizations to embrace diversity, understand different cultural perspectives, and by inclusiveness find innovative solutions that reconcile conflicting values rather than compromising or choosing one over the other. The proof is in the pudding or in the rice bowl! Studies consistently show that diverse yet inclusive teams outperform homogeneous groups. Some examples:
According to Deloitte, employees who feel their company is supportive of diversity and feel included, report an increase in their ability to innovate – by up to 83%!
Studies by McKinsey & Company find that companies with more diverse workforces perform better financially, with a direct correlation identified between a diverse workforce and higher profits. Companies in the top quartile for racial and ethnic diversity are 35% more likely, and those for gender diversity are 15% more likely to perform above the national average financially.
A 2016 study by Peterson Institute of 21,980 firms across 91 countries found that mix-gender boards outperform all-male boards, and the Fortune 500 companies with the highest proportion of women on their boards performed significantly better than those with the lowest – with regards to higher stock values and greater profitability.
Applying Dilemma Reconciliation
Trompenaars emphasizes that cultural initiatives should start with business issues, not culture itself. By identifying key challenges and using dilemma reconciliation skills and process, organizations can synergize their cultural diversity while addressing real business problems resulting in unique and profitable innovations. Trompenaars argues that innovation arises from combining values that are not easily joined, making the resulting solution scarce and profitable. By reconciling cultural dilemmas, organizations can tap into diverse perspectives, challenge assumptions, and develop novel solutions that balance competing priorities.
Let’s end with some real life examples of innovation by dilemma reconciliation.
The Toyota Prius. Today’s world seems to be either gas/petrol powered vehicles or all electric cars. Toyota’s 27 years of perfecting the electric gas hybrid seems as the solution that combines some of the best “competing” technology to produce a high quality, lower polluting, less stressful vehicle that has now been adapted for the Camry sedan and Innova van.
McDonald’s fast food. In the 70’s and 80’s American fast food companies ventured overseas with strict rules and processes concerning food prep and a very standard menu based on North American tastes. McD though reconciled with local cultures and therefore boosting revenue by maintaining their highly efficient food process and delivery methods while promoting many local food delicacies in their overseas restaurants. The McD veggie burger in India, the mango shake in SE Asia, rice and friend chicken that appeals across Asian ethnic groups.
Coopetition at Nike. Combining the value of individual competition with team cooperation has supported a healthy Nike corporate culture that has led to much innovation inside Nike and with other brands like Apple. Coopetition in Nike means we as a team celebrate when others achieve and learn from their victory.
The US Peace Corps. The US Peace Corps program is seen as the most effective foreign aid program since the 1960’s. I was a US Peace Corps volunteer in Malaysia 40 years ago. Successful Peace Corps volunteers learn very early in their overseas posting to quickly reconcile dilemmas they face in the culture they work in. Because volunteers subsist on a volunteer salary, they cannot spend their way out of problems. They also must live in local neighbourhoods and report to a local country boss. The Peace Corps life fosters a very interesting life of the volunteer learning how to thrive, not survive in a culture different from their own. I could spend hours with you telling stories of adaptation across relationships, time and environment.
Research for this article has been drawn for the research of Dr. Trompenaars and Dr. Charles Hampden- Turner. Other sources were cited in this blog as well and research using Gen AI. If you want to learn more about reconciling cultural dimensions as a competitive advantage at your team or organizational level, go to Trompenaars website at www.thtconsulting.com and explore how cultural diversity and inclusivity can accelerate your company’s success and profits.
Michael J Griffin
ELAvate CEO and Founder
THT Certified trainer
Former US Peace Corps Volunteer
michael.griffin@elavateglobal.com
+65-91194008 (WhatsApp)