Culture Clash
Culture Clash
Work in groups can
affect individual
contributionsAs a project manager for a software engineering firm in Cupertino, Calif., Mary Riley was accustomed to working with highly independent computer specialists.
Her coworkers were very creative, liked to work on projects of their own choosing, and preferred working alone rather than in groups. Mary once tried to introduce team-based projects, but results were disappointing. When they worked in teams, people had a difficult time sharing their ideas for fear that others would not give them proper credit for their original thinking. If they developed a product that could be patented or copyrighted, the computer specialists feared that they would not earn as much money as they felt they deserved.
A year ago, Mary accepted a management position in Bangkok, Thailand. Noting her past experience, her supervisors asked her to oversee projects that involved innovative computer technology for rural development. She was told any new products and programs could have uses in other Asian countries. In sharp contrast to her experiences in California, Mary found that the Thai computer specialists enjoyed working as part of teams. They were highly productive, helped each other when stumbling blocks occurred, and were willing to share credit for various innovations. Mary wondered why group efforts were effective in one culture but not the other.
Mary is encountering an aspect of people's social identity. In the United States, many people have an "independent self-construal." This means that they view themselves as individual actors who are judged on the basis of their unique contributions. Throughout their formal education, they worked on various projects for which they would be held responsible: term papers, class presentations, science fair projects and so forth. They become very good at identifying projects on which they want to work, and they are willing to be judged as successful or unsuccessful when they complete their efforts. If they do join groups, they may engage in "social loafing." Since it is hard for outsiders to judge their individual contributions to a group, they may work with less intensity. Group efforts become less than the sum of potential individual contributions.
In Thailand and other Asian countries, many people have an "interdependent self-construal." This means they view themselves as members of groups, and these groups can consist of family members, friends, coworkers and others with whom they are in frequent contact. As part of their formal schooling, teachers expected them to contribute to class projects and to form study groups with schoolmates. When they become part of teams, they often experience "social striving." Being part of a group energizes them and allows them to express their interdependent identity and to benefit from the contributions of others.
Change is imminent. Realizing that technology-based projects demand the contributions of many specialists, American executives have asked business school faculty to introduce team building skills so graduates are better prepared to work effectively in groups.
The purpose of this column is to increase understanding of human behavior as it has an impact on the workplace. Special attention will be given to miscommunications caused by cultural differences. Each column will start with a short example of such confusion. Possible explanations will be offered to encourage thought about these issues.
Richard Brislin is a professor in the College of Business Administration,
University of Hawaii. He can be reached through the
College Relations Office: cro@cba.hawaii.edu