BS and MS in Engineering, Stanford University

1. ENG 192: SeminarBorderless Engineering Cross Cultural Leadership and Communication October 14, 2008LuAnn Piccard aflp@uaa.alaska.edu

2. LuAnn Piccard, PMP Instructor Engineering, Science & Project Management (ESPM) Graduate Department at UAA • BS and MS in Engineering, Stanford University • 22 years professional experience at Hewlett Packard, Agilent Technologies and Advanced Energy Industries • R&D • Strategic Marketing • Strategic Alliance Management • Professional Services • Operations • General and Executive Management • Teaching • ESM 613 Managing Technical People • PM 622 Project Communications Management • PM 601 Project Management Fundamentals • PM 610 Project Scope Management • PM 612 Project Time Management (Guest) • PMPP Scope and Integration Modules

3. Outline • Culture Quiz • Definition of Culture • Aspects of Cultural Differences • Dimensions of National Cultures • Examples of National Culture Rankings • Culture Quiz Answers

4. Culture Quiz • Is it important to be on-time for a meeting in China? • In Turkey, what does a hand-shake signify? • Is the gift of a clock appropriate in Japan? • Should you pat a child’s head in India? • Where is a “thumbs-up” gesture considered offensive? • Should you show the soles of your shoes in Russia? • Should you eat all of the food on your plate in Indonesia? • Where does the largest population of Japanese people live outside of Japan? • In Great Britain, what does tapping the side of your nose signify? • In France, what does twisting your hand around your nose signify?

5. Definition of Culture “The collective programming of the mind that distinguishes the members of one group or category of people from another.” * • Culture is learned, not innate • Derived from one’s social environment • “Cultural Relativism affirms that one culture has no absolute criteria for judging the activities of another culture as “low” or “noble”. However, every culture can and should apply such judgment to its own activities because its members are actors as well as observers.” -Claude Levi-Strauss, French Anthropologist *Geert Hofstede, “Cultures and Organizations, Software of the Mind”

6. Values Attributes of Culture Symbols Heroes Rituals Practices “Visibility” *Geert Hofstede, “Cultures and Organizations, Software of the Mind”

7. Layers of Culture • National level • Regional, ethnic, religious, linguistic • Gender • Generational • Social Class • Work organization

8. Dimensions of National Cultures • Power distance: equality vs. inequality • Individualism vs. Collectivism • Masculinity vs. Femininity • Uncertainty avoidance • Long-term orientation

9. Dimensions of National CulturesPower Distance • Degree of equality or inequality between people in a society • High Power Distance: • Inequalities of power and wealth • Likely to follow a caste system • Does not allow for significant upward mobility of citizens • Low Power Distance: • De-emphasizes differences in power and wealth • Equality and opportunity for everyone is stressed

10. Dimensions of National CulturesIndividualism vs. Collectivism • Degree to which the society reinforces individual or collective achievement and interpersonal relationships • Individualism: • Individuality and individual rights are paramount in society • Individuals may tend to for a large number of looser relationships • Collectivism: • Close ties between individuals • Reinforce extended families and collectives • Everyone takes responsibility for fellow members in group

11. Dimensions of National CulturesMasculinity vs. Femininity • Degree to which the society reinforces or does not reinforce traditional masculine work role model of male achievement, control and power • High Masculinity: • High degree of gender differentiation • Males dominate large portion of society and power structure • Low Masculinity: • Low level of gender differentiation and discrimination between genders • Females and males treated equally in all aspects of society

12. Dimensions of National CulturesUncertainty Avoidance • Degree of tolerance for uncertainty and ambiguity in society (unstructured situations) • High Uncertainty Avoidance: • Low tolerance for uncertainty and ambiguity • Rule orientation: laws, rules, regulations and controls • Low Uncertainty Avoidance: • Less concern about ambiguity • Tolerance for variety of opinions • Readily accepts change, takes more and greater risks

13. Dimensions of National CulturesLong Term Orientation • Degree to which society embraces or does not embrace long-term devotion to traditional forward thinking values. • High Long-term orientation: • Values long-term commitments and respect for tradition • Strong work ethic where long-term rewards are expected as a result of today’s hard work • Business may take longer to develop for “outsiders” • Low Long-term orientation:: • Does not reinforce long-term traditional orientation • Change occurs rapidly; long-term traditions and commitments are not impediments to change

14. National Culture RankingsWorld Average http://www.geert-hofstede.com/

15. National Culture Rankings: China High Power Distance: High level of power and wealth inequality Low individualism: Close “member group” High LTO: Perseverance will overcome obstacles

16. National Culture Rankings: India High Power Distance: Highest level of all cultures; Accepted cultural norm High masculinity: Third highest Low uncertainty avoidance: Open to unstructured ideas High LTO: Perseverance will overcome obstacles

17. National Culture Rankings: United States Low Power Distance Focus on equality High Individualism: Highest of all attributes Individualistic, self-reliant High masculinity: Women shift towards male traits Low uncertainty avoidance: Few rules, flexibility Low LTO: Meet obligations

18. National Culture RankingArab Region High Power Distance High level of inequality; Cultural norm Low Individualism: Highly collective member Group; look out for members High uncertainty avoidance: Rules/laws to eliminate or avoid unexpected

19. National Culture Rankings:Israel Low Power Distance Egalitarian High Individualism: Independence High uncertainty avoidance: Rules/laws to eliminate or avoid unexpected

20. National Culture Rankings: Mexico High Power Distance Power and wealth differentiation Low Individualism: Strong extended family structure Low uncertainty avoidance: Rules/laws to eliminate or avoid unexpected. Risk Averse.

21. National Culture RankingsScandinavian Countries Low Power Distance Egalitarian High Individualism: Independence Low masculinity: Sexual equality Low uncertainty avoidance: Flexible, risk taking

22. National Culture RankingPhilippines High Power Distance High level of inequality; Cultural norm Low Individualism Collectivism Low uncertainty avoidance: Flexible, risk taking Low long-term orientation Not bound by tradition

23. National Culture RankingJapan High Masculinity High Uncertainty Avoidance High Long-term Orientation

24. United States-Japan Comparison

25. Culture and Teamwork • No “wrong or right” • Build understanding • Respect different perspectives • Value differences • Use unique attributes to enhance problem solving

26. Why is this important? • Customers are diverse • Teams are diverse • Cross-border engineering becoming norm • Global economy • Understanding can improve and accelerate results • Understanding can help avoid conflicts