By Sean Dubberke
The moment we started driving, it seemed that traffic in Kathmandu wasn’t governed by a single law, not even the unwritten ones. Each bus, truck, car, moped, bicycle, pedestrian and water buffalo was following its own impromptu trajectory, simultaneously, down a thoroughfare where choosing a side of the road was up to chance. What appeared to be pure anarchy was what my Nepalese friend described as “organized chaos.”
Roadside Parking, Pokhara, Nepal. Sean Dubberke
There is organization to the roads of Nepal’s capital, but for me the approach was foreign and nonsensical. After a short and intense week, I began to call out when the appropriate time was to pass one of the many lethargic buses that dominated traffic, considering the treacherous nature of Nepal’s one- and two-lane mountain roads. After considerable observation, I could explain the various reasons for the frequent horn-honking, which is used equally as an anticipatory signal, an alert to animals and a defensive warning. The way a culture influences organization is a fundamental, which someone from a distant culture might find challenging or wearisome. Ergo, cultural awareness is a core competency for people who live and work in a non-native culture.
Rooftop Transportation, Nepal. Sean Dubberke
The key term is a verb: to organize. Culture defines the way people organize. As an American, I organize to be productive and to complete certain tasks, but not all societies organize with that in mind. Some tether daily life around collective harmony, family or social activities. Many times, the way the day is organized in one culture can be a distraction to the uninitiated. For example, it may be hard to understand why a colleague needs to organize frequent group meetings, where a one-on-one could be sufficient, or why a complex bureaucracy is needed to send a package overseas or to pay utility bills. If you’re able to adapt to new ways of organizing, you may be able to achieve the productivity, peace of mind or group harmony you seek.
Waiting in Line, Manakamana, Nepal. Sean Dubberke
On a recent business trip, I went to Nepal and to parts of the Arabian Peninsula, including the United Arab Emirates and Oman. I observed the numerous approaches to activities that all humans share. Waiting in line, or not waiting, is an example. I noticed that single-file lines were irrelevant and barging in front of people wasn’t interpreted as an offense. No one expressed anger or impatience in these situations, as one would expect in North America and many parts of Europe. In a highly interpersonal country, strangers are not accorded the same respect an acquaintance would receive. I found that if I kindly asked someone to wait in line behind me, or if I began to chat with someone, they became aware of my position in the line. However, my American perception of personal space were frequently breached. Physically bumping into others was an integral part of the wait, and making it to the front at another person’s expense was also the best way to get through, I learned. An inherent lack of trust in a process, like queuing, seemed built into the culture.
Masqat, Oman. Sean Dubberke
Another point of contention for foreigners in places like Dubai, Abu Dhabi, Masqat and Kathmandu is pricing for goods and services. Americans are accustomed to fixed prices, while in these regions bartering is typical. It requires energy, thought and a strong sense of price. It’s a rewarding experience to bargain for the best price, as is the simple challenge of communicating with vendors. Haggling is common in relationship-oriented cultures. So, in most business settings, it’s important to establish a certain level of trust and an amicable environment when beginning a new relationship. This may mean that you’ll meet several times with a client or partner before talking about business. Another aspect of communication that Americans should consider is interruption. They may happen frequently in this part of the world, which can be frustrating, but learn to understand that people interrupt to demonstrate interest and enthusiasm. As an uninformed foreigner, the solution to many intercultural hurdles may depend on your courage and ability to emulate your culturally distinct counterparts.
Vendor, Kathmandu, Nepal. Sean Dubberke
Oftentimes, ideas on organization are linked to the perception of time. In countries where time is thought to be outside an individual’s control, as in Nepal, organization is loose and flexible, allowing for change when unexpected challenges arise (and there will be many). So, strict adherence to any formal process is not required to achieve a goal. Conversely, the attitude towards organization in countries like Switzerland is usually preconceived and stiffly structured because for the Swiss, time is something the individual controls and masters. Thus failing to adhere to structure is detrimental to achieving one’s goals, it reduces productivity and projects a lack of organization. In either situation, it is crucial to understand that following a protocol or adhering to an outlined guide may or may not be required. Knowing this in advance will reduce the frustration so typical of cross-cultural interaction.
Burj Khalifa, Dubai. Sean Dubberke
Why talk about organization? For people who are new to intercultural communication, it’s necessary to understand the roots of organizational systems, which are spread across ideas we have on time, communication, hierarchy and relationships, among others. Without this knowledge, it is very easy to be dismissive, distracted and confused by distinct cultures. In certain instances, a lack of awareness can obstruct your entire understanding of a place. Learning to be successful around the world means learning to adapt and understand where behaviors originate and to know they are a mixture of personal background and deeply embedded societal values. If you appreciate culture, you’ll soon overcome the shock it can evoke. Equipped with an expanded global mindset and a heightened sense of cultural awareness, you can tune your thinking and your vision to see many locations and cultures through its intended lens.
Reprinted and adapted from Moving Forward with permission of Prudential Real Estate and Relocation Services.
RW3 CultureWizard
IBM came in at number one in the world for developing leaders in Fortune’s “Top Companies for Leaders” in 2009. One of IBM’s Corporate Service Corps teams was assigned to market locally crafted Ghanaian products around the world. The job “stretched me in a way we all absolutely need,” and “it gave us a shake in perspective,” said one of the team members.
