The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/57001
Many firms headquartered in the United States are opening offices or merging with firms in China, Europe, Latin America and the Middle East, along with many other parts of the world, which brings the opportunity to serve clients from varying cultures. To foster positive relationships, it is important to develop cultural awareness and sensitivity. Conversely, it would be a devastating mistake to manage offices in other countries just like you would those within your own country. Many of us have firsthand experience in the differences encountered with East and West Coast U.S. offices, such as the laid-back California attitude and more casual attire, versus the more conservative dress and assertive style of our East Coast counterparts. It stands to reason that there will be variation of an even greater magnitude when blending offices and people around the world. First, Compare Cultural Forms There have been many research studies on cultural differences that can help shed some light on this intriguing subject. As a word of caution, research studies can only offer a glimpse into the very deep concept of cultural dimension, and should merely be used directionally; they should not be taken as the authoritative guide to understanding the culture of a society as a whole. Notably, most research studies look at a limited group within a culture, which is not representative of an entire country, organization or even a single office. Just as there are many layers to an onion, there are many layers to cultural diversity. With this understanding, the most widely recognized study of cultural differences was conducted by Geert Hofstede, a renowned comparative intercultural researcher who, over the course of several years, compiled data on employees from large, multinational companies — such as IBM — in over 70 countries. From this research, a paradigm was created known as "Hofstede's Five Cultural Dimensions." The three dimensions highlighted here are more pertinent to cross-cultural business settings: • Individualism vs. Collectivism: Culture in the United States has traits of a particularly individualistic society with a focus on a high degree of personal achievement. Countries such as China, on the other hand, tend to be more collectivist, where members of the culture identify themselves with a group or organization. One might ask an American what he does for a living, and the answer tends to be his specific occupation, such as "an attorney," whereas a lawyer in China might answer, "I work for ABC firm." Being aware of this difference can help explain why a person from a collectivist culture might find being paid a compliment about their individual accomplishment embarrassing. Rather than draw attention to personal achievements, it might be more acceptable to compliment the team. • Masculinity vs. Femininity: Instead of the common perception of masculinity and femininity, this represents the tendency of a culture with a higher masculine dimension to value assertiveness, achievement and competition, such as in Japan. Countries such as Denmark and Sweden, which exhibit more feminine dimensions, lean towards caring for others and cooperation. Being aware that these differences can affect negotiation styles can be helpful, so that you won't be taken by surprise. • Power Distance: Relating to the acceptance of a hierarchical order in a culture, those whose culture exhibits high power distance will more readily recognize that power is distributed unequally. Middle Eastern cultures tend to accept that everyone has a place and generally will not seek to equalize such power. Others, such as in the United States, exhibit lower power distance, which can explain the belief that everyone is created equal. Understanding this cultural dimension can help to explain certain cultural behaviors, such as freely accepting orders or decisions from a superior, even when they create inequalities. Sharpen Your Sensitivity While comparing cultural dimensions can shed some light on the behaviors associated with a culture, particularly when analyzed against those of your own country, again, it is important to understand that these are generalizations describing only the tendencies of members of the group. The key is to hone your cultural awareness and sensitivity skills. When faced with the task of expanding into the global arena, it is beneficial to perform your own research. Simply talking with people from the country can provide amazing insight into some of the differences between the culture you are most familiar with and your new experience with another culture. Schedule some time to chat with attorneys, administrators and staff so that you can gain a more holistic perception of how the culture of the country, firm or office differs from yours. Ask questions to gain a clear understanding about how these differences might affect your management or communication style. Here are a few suggestions: • Ask about the concept of time. Do people tend to work in a linear fashion, completing one task before embarking on another; or do they tend to multitask? • Inquire about their purpose of work. Is work performed to support their lifestyle? Is work merely a means to an end, or is it more for personal reward and achievement? • Question the nature of work relationships. Are work relationships group-oriented or individual? Do those relationships carry on outside of the workplace? 34 Peer to Peer