The Culture Map deals with how middle managers across the world experience things differently – how cultures vary in terms of how businesses develop trust, how they give feedback, how authority is treated, etc. It’s written with middle-managers as an audience so I expect to be less honest than it seems like this book is being. But it’s focus is on the particular failure modes that you run into if you’re running a multinational business deal. It maintains a bit of a neutral, cultural-relativism viewpoint, but still is oriented about how to solve objectl level problems.
For an example:
A particular recommendation it makes, in some cultures, if you are a boss who actually wants to get feedback on idea, but where the corporate culture punishes people for giving bosses feedback: have the team below you meet together to discuss their ideas, and present their suggestions about a project to you as a group rather than in a way that makes any one person individually culpable.
I expect to get some value out of reading between the lines of both books, in terms of what moral mazes are like in different parts of the world and what things are cross-cultural vs specific.
Thanks for this detailed summary. (Though I haven’t finished reading yet, just finished the first section)
This feels complementary to the book “The Culture Map”, which cousin_it recommended in my request for “communities different from our own.”
The Culture Map deals with how middle managers across the world experience things differently – how cultures vary in terms of how businesses develop trust, how they give feedback, how authority is treated, etc. It’s written with middle-managers as an audience so I expect to be less honest than it seems like this book is being. But it’s focus is on the particular failure modes that you run into if you’re running a multinational business deal. It maintains a bit of a neutral, cultural-relativism viewpoint, but still is oriented about how to solve objectl level problems.
For an example:
A particular recommendation it makes, in some cultures, if you are a boss who actually wants to get feedback on idea, but where the corporate culture punishes people for giving bosses feedback: have the team below you meet together to discuss their ideas, and present their suggestions about a project to you as a group rather than in a way that makes any one person individually culpable.
I expect to get some value out of reading between the lines of both books, in terms of what moral mazes are like in different parts of the world and what things are cross-cultural vs specific.