RW3's CultureWizard is a leader in the intercultural and e-learning industries. He creates customized, co-branded CultureWizard websites that teach culture and foster cultural awareness through interactive e-learning tools and resources.
CultureWizard works with experienced interculturalists globally and tens of thousands of employees of global corporations turn to his insights daily. Country specific information on over 135 countries provides a wealth of cultural information and strategies for success when living and working around the world.
Latest Posts by CultureWizard
As the undisputed “World’s Most Popular Sport”, association football (or soccer) comes steeped in cultural implications as diverse as its estimated global fan base of more than 3 billion. For World Cup viewers around the world, it quickly becomes apparent that for many, the tournament represents much more than a game – it’s a de facto symbol of the national character of each team’s country.
According to The Washington Post, as the World Cup continues, we’ll likely hear many references to the different playing styles of national teams and how fans believe they relate to the cultural characteristics of each country. Both sports analysts and fans alike often cite the “Gallic flair “of the French, the “samba-like” movement of the Brazilian team, and the “clinical and effective” playing style of the Germans.
While it may seem to be an obvious connection, the author of the WP piece (German studies scholar, Andrei Markovitz) argues that cultural characteristics do not adequately explain a particular team’s playing style. Using Germany’s transformation from a militant superpower during WWI and II to one of Europe’s most peace-seeking countries, he claims that “national character” cannot even be proven to exist and that if it did, it wouldn’t manifest itself in something like on-field sportsmanship.
Markovitz may say that cultural explanations of team play are too “facile and convenient” but even the German-born US coach Jurgen Klinsmann sees a connection. Recently, he made public his plans to create a truly “American Style” of playing soccer, which would be immediately recognizable to viewers around the world and leverage the perceived strengths of US culture. “Americans are proactive,” he explains. “You want to be world leaders in everything you do. So, on the field, you shouldn’t just sit back and wait.”
Do you agree more with Markovitz or Klinsmann? How reflective of national culture do you think a team’s playing is? What cultural qualities of your own nation (if any) do you see in your own regional soccer teams?
The World Cup is still a buzz. And, as with any endeavor of such scale and ambition, there are controversies to go along with it. Questions surround the Brazilian government’s use of funds, the security presence in the favelas, and players who moonlight as vampires (Uruguay’s Luis Suarez). In the midst of these controversies, and the general madness and passion that accompanies the World Cup, Japanese fans have stood out for their conscientiousness and good sportsmanship.
After watching their team lose to the Cote D’Ivoire, 1-2, in Group C, Japanese fans stayed after the game to clean up their section of the stadium. Photos of their actions went viral on social media, and the global response was hugely positive, saying the Japanese fans are, the “most respectful” and “best fans at the World Cup.”
Japanese fans repeated their thoughtful gesture of community and respect after the Samurai Blue’s showdown with Greece ended in a scoreless draw.
An article on JapanToday.com covered social media’s positive reaction to Japan’s fans. It references the hanami season, when thousands of people descend on public parks to eat, drink and have fun. During that season of public events, there are rarely trash bins provided, but there is no mess left behind at the end of the day because people bring along rubbish bags to carry out their waste.
Japanese conscientiousness is also reflected in business and personal interactions. The concept of “face” is hugely important, wherein it is possible to give, lose, or save face. It is essential to consider how your behavior may impact others because causing someone to lose face can potentially make that person difficult to work with in any future transactions. Why? It may significantly de-rail the building of mutual trust and respect. By acting politely and conscientiously, the Japanese are showing respect to their hosts, and in the case of the post-game clean-up, to their opponents. By not becoming emotional and/or rude in the wake of their loss, the Japanese avoid loss of face.
Face also intersects with the Japanese value for hierarchy. For example, not all compliments qualify as “giving face”. The CultureWizard online learning platform provides examples of how to navigate the concept of face effectively:
1) In the presence of a supervisor, do not praise a subordinate for their talent. The boss should always be seen as ultimately responsible for their employees. Praising the subordinate makes the supervisor lose face. Instead, praise a supervisor for his or her ability to build and maintain such an effective team.Or, address the team directly for their good work. Singling out individuals in front of others violates strong collectivist norms.
2) Do not refuse someone’s willingness to pay for a meal or insist on splitting the bill. The Japanese prefer to take on the role of host when in their country. They also gain face by paying. As a customer or client, you will always be seen as the
“guest” by your Japanese vendors or suppliers, even if they are visiting you.
3) Understand the implications of hierarchy when interacting with Japanese, especially in meetings. Who contributes and who doesn’t contribute has a lot to do with the way hierarchy impacts meeting behaviors. Failure to consider this can easily violate deep cultural norms that may cause individuals to lose face, including yourself.
Do you have any experiences with receiving, giving, or losing face in a business setting? Share your stories and observations in the comments section below.
Despite being a global superpower, China isn’t known for its soccer prowess. Undeterred by their World Cup disqualification in 2011, it seems nothing can stop the nation of over a billion from enjoying the World Cup with enough passion to inspire even the most hardened non-sports fan.
The problem for many Chinese fans is that the majority of matches take place after midnight, which according to the WantChinaTimes, has led many workers to buy fake doctor’s notes online to allow them to stay up late and skip work the next day. While searches for “sick leave notes” are technically banned from China’s largest online shopping platform, Taobao, a quick search for “hospital registration service” often yields the same results, with prices varying depending on the length of leave and what type of imaginary affliction one chooses.
Peddlers of fake doctor’s notes aren’t the only ones cashing in on Chinese World Cup fever – insurance companies are now offering “nightbird insurance” for soccer fans who have died whilst staying up to watch the games (at least three so far, according to WantChinaTimes). This includes packages for “drunk insurance” targeted to those suffering from alcoholism.
While it’s hard to pinpoint an exact cause of China’s World Cup fever, it may have something to do with the group-oriented nature of Chinese culture. Choosing a country to support, donning the respective jersey and gear, and cheering for ‘their’ team with as much passion as a native. Collective celebration of a team’s winning (or lamenting over loss) and partaking in a truly global event may be at the heart of one of the strongest Chinese cultural values. Some avid game-watchers don’t consider themselves “fans” on a regular basis, but are excited for the opportunity to witness, perhaps some for the first time, a game that people around the world are also watching at the exact same time. The IB Times posits that the large number of expats and foreign diplomats living in China have brought their love of the game with them, thus spreading the phenomenon to their Chinese counterparts.
Are you watching the tournament from China? Why do you think Chinese are so crazy for the World Cup? How do you think culture plays into the China’s love of the World Cup?
Those of you who have been following the World Cup might be aware that the US won against Ghana on June 16, giving hope to the US team’s dream of beating Portugal on Sunday and securing a place in the top 16 teams. Thus, allowing them to stay in the game that much longer.
What some of you may have missed, is that the US team’s coach, German-born Jurgen Klinsmann, was initially less than optimistic about their chances at the tournament.
You have to be realistic. Every year we are getting stronger. For us now talking about winning a World Cup, it is just not realistic. If it is American or not, you can correct me
Harsh words for Americans, who as a culture, don’t take too kindly to anything perceived as defeatism. Americans are legendarily optimistic and Klinsmann, seeming to be aware of this, goes as far as to qualify his statement as potentially un-American. US sports publications were still quick to take offense, but some fail to note the role Klinsmann’s German cultural heritage plays in his very direct communication style. From Klinsmann’s cultural vantage point, it’s likely that he’s not being pessimistic, but is merely telling the truth.
Despite Klinsmann’s comments, the US team and their fans were undeterred. Their motto for the 2014 World Cup is “I believe that we will win.” (Note that they say, I instead of we in truly individualistic fashion.) For Americans – many of whom learn from childhood that grit and determination make all things possible – believing is half the battle. For a German like Klinsmann, who hails from a culture so fact-oriented, this unbridled optimism might seem rather imprudent. After all, the American team hasn’t even made it to the quarterfinals since 2002, and holds a middling #13 spot in the FIFA World Ranking.
The fact that the US is not yet a force to be reckoned with is the very reason they imported Klinsmann – to “de-Americanize” and bring a European sensibility to the team. This represents not just a slight change to American soccer, but a total overhaul, and suffice it to say that US players and their fans might just have to get used to the Teutonic trainer’s communication style if it means the betterment of the team.
What do you think of Klinsmann’s statement? What elements of culture were at play in this situation? Have you ever been in a situation where your levels of optimism or pessimism were not a fit for your cultural surroundings?
Looking for a way to improve the production and quality of native businesses, the Ethiopian government sought the counsel of the Japan International Cooperation Agency (JICA), a Japanese governmental agency focused on development through technical cooperation. JICA found Ethiopia’s current business climate similar to what Japan experienced in the years after WWII, and introduced the work and management philosophy of Kaizen to the African nation.
Kaizen, literally translated as, “Change for the Best,” is a Japanese management philosophy that allows companies to improve their productivity and quality continuously by utilizing available resources and avoiding dependency on new, particularly outside, investment. Both ancient and modern, Kaizen philosophy is a blend of Japanese Zen Buddhist principles of introspection and group harmony and the scientific method of experimentation.
This enables company wide systems, protocols and philosophies to be examined, refined and tested in order to create the most harmonious and productive work environment. The fact that Kaizen is taking root in Ethiopian business culture, and to great effect, is testament to the good things that can happen when countries and companies are open to the cultural traditions of foreign lands. Fascinating to think that a management philosophy that helped Japan emerge from the ravages of WWII and build mega-companies like Toyota is now elevating the fortunes of Ethiopian shoe manufacturers and woodworkers.
I’d love to hear from our international and expat community about how receptive their adopted nations (or native country) and workplaces are to foreign ideas. Is a good idea from another land or culture meet with skepticism or openness? Have you had a direct experience when a foreign idea or culture trait was just what the home office needed to get business back on track?
Things are changing in Africa. Foreign companies are no longer looking at the continent solely in terms of what they can take out, but what they can get in. You might not know that Africa is home to six of the top ten fastest growing countries in the world and U.S. exports to sub-Saharan Africa were a staggering $22.6 billion last year. Russia, Europe and China are also heavily invested in Africa and have major stakes in the continent’s natural resources.
According a recent piece in the International Business Times, this massive growth in cell phone use, social media — particularly Twitter — is exploding in Africa and everyone from multinational corporations to shrewd venture capital firms and tech start-ups want in on the action. Samsung South Africa’s Twitter account has more than 100,000 followers, and Adidas, Diageo, Magnum Ice Cream and several other popular brands are not far behind.
So, what are some key cultural tips when doing business in Africa? Well, for starters, you must consider that Africa is a continent, not a culturally cohesive monolith. Language and culture will shift by country, often in dramatic fashion. However, here are a few key points to keep in mind as you attempt to break into this powerful, emerging market.
1. Educate yourself on region and culture you’ll be entering and contact official channels in advance of your trip in order to present your business plan and anticipate legal or administrative obstacles you may face. Africa is the second largest continent in the world, with 54 states and over 3,000 spoken languages (by some counts). Significant differences exist between countries and you simply cannot approach Africa with a ‘one size fits all’ attitude. Is the state and region you’re entering Muslim, tribal, religious, or secular? Is the local economy stable or are there issues with corruption and safety that need to be heavily weighed?
2. Get a local expert and even consider hiring a local partner. Many parts of Africa are new to the modern global business arena, so it’s critical to get guidance from local experts, vetted and trusted, who can steer you away from harm and help you form those all-important personal relationships. A local expert and/or partner can help you navigate regional bureaucracy, tax and business laws and ultimately save you time and money.
3. Africa tends to be Hierarchical and Interpersonal. Not all, but a good many countries of Africa are hierarchical and highly interpersonal. Bosses, local chiefs, political or military heads, tend to make key decisions, so it’s important to get to the top person to get things accomplished. Additionally, most African cultures highly value relationships, and are not keen to rush into business with strangers, so take the necessary time to develop quality relationships and be prepared to spend a significant amount of time in your African country as you develop and launch your business.
4. Proceed with Caution. Corruption is rampant in many African nations, so, especially if you are new to region, invest prudently and don’t risk you or your firm’s solvency on your “New African project.” While opportunities in Africa abound, risk is still high, so it might be wise for your first African venture to be more modest in scale.
Are you from Africa? Have you ever lived and worked in Africa? What words of wisdom might you offer up for those of us anxious to do business in Africa?
If you’ve used the Internet in the past week, you’ve likely seen stories about the “need to disconnect” bill recently passed by French unions. Apparently, this story hit hard with some email-weary workers around the world, with many scoffing in indignation — citing France’s 35-hour work week and penchant for taking extended summer holidays. Many missed the point – including major media outlets — in mistaking the right to disconnect as a requirement to disconnect.
The law in question will actually only affect 200,000-250,000 tech workers to whom the typical 35-hour workweek does not apply. A recent piece in The Economist sets the record straight. While the new rule does state an “obligation to disconnect communications tools”, this only applies if the worker has worked a 13-hour day. The primary purpose of the bill is to allow technology professionals to not check email during their legally allotted rest period without fear of retribution.
The statement that many journalists took out of context (and then ran with) was when one of the union heads, Michel de la Force, was quoted as saying employers can best honor the agreement by shutting off access to work emails after 6p.m. (France’s Volkswagen research unit already does this) and employers can also ask workers to leave their work phones and computers at the office. So, it was a suggestion, not a mandate on the part of the French government. And, while France’s labor laws are famously strict, they are not as draconian as stories like this would suggest.
What is the cultural norm for checking work emails after typical work hours at your company? How much does that have to do with what we might call “national culture” of the country in which you work (or the country culture of headquarters)? Does management expect you to always be available, or do you disconnect at some point? Let us know in the comments section below.
Establishing a rapport is the first step toward building the trust that is the cornerstone of business relationships.
2. Brazilians have a relaxed view of time. Since time is seen as something beyond human control, lateness is tolerated.
Arriving an hour late for a party is typical. Given this free-flowing view of time, meetings seldom start when scheduled.
3. Brazilians emphasize how something is said as much as the words spoken. They pay attention to eloquence and speaking with flair.
They may use hyperbole, assuming their colleagues will understand it as an exaggeration.
4. Never use the “Okay” symbol in Brazil as it means something vulgar. Instead, use the thumbs up to indicate approval or agreement.
5. Brazilians are tactile communicators. They often put their hand on the other person’s arm, hand, or shoulder when speaking.