1. GATE Frameworks Dean Bill Boulding Prof. Tony O’Driscoll

2. Agenda Describing Fuqua’s Global Perspective Defining Culture, Stereotypes and Bias 2 Understanding and Applying Relational Models Understanding and Applying Cultural Dimensions Preparing for GATE

4. Embedded and Connected

5. Agenda Describing Fuqua’s Global Perspective Defining Culture, Stereotypes and Bias 5 Understanding and Applying Relational Models Understanding and Applying Cultural Dimensions Preparing for GATE

6. A Brief History of Time (Not to Scale) 4.5 Billion Years 7 Million Years 13,000 Years 6,000 Years 250 Years 150 Years Planet People Ice Age Civilization/Empire Nation Revolution 6

7. Civilizations, Culture, Institutions, Markets Food Surpluses & Food Storage Food Surpluses & Food Storage Hunter Gatherers Farming/Agri culture Civilizations and Empires Nation States Property Ownership Property Protection Leisure Time Division of Labor Division of Labor Market Exchange Mechanisms Bureaucratic Institutions Large, Dense Sedentary, Stratified Civilizations Large, Dense Sedentary, Stratified Civilizations National Cultural Residue National Cultural Residue 7

8. GATE FOCUS: Why not How GATE experience should NOT focus solely on HOW to do business in a given region, but also on WHY business is conducted the way it is in the region. 8

9. 2012 Leadership Transitions 9

10. Experiencing Culture 10 Source: Peace Corps Culture Matters p.12 Think of an experience you had in during a visit to another country: A moment where you were surprised, embarrassed, frustrated confused or annoyed.

11. Defining Culture Culture is the collective programming of the mind which distinguishes the members of one category of people from another. Hofstede. 11 Culture has been defined in a number of ways, but most simply, as the learned and shared behavior of a community of interacting human beings. Useem & Useem Culture is a shared system of meaning, ideas and thought. It is the code through patterns of conduct are communicated and deciphered through the use of words, gestures and objects. Rosenzweig Our culture is what is familiar, recognizable and habitual. It is “what goes without saying.” Von Maanen and Laurent

12. Activity: Universal, Cultural, Personal? 12 Universal refers to the ways in which all people in all groups are the same Cultural refers to what a particular group of people have in common with each other and how they are different from every other group Personal describes the ways in which each one of us is different from everyone else Three Categories of Human Behavior: Source: Peace Corps Culture Matters p.16

13. Activity: Universal, Cultural, Personal? 13 Complete the U,C,P activity 3m Source: Peace Corps Culture Matters p.16

14. Activity Key 14 Source: Peace Corps Culture Matters p.16 P U C C C P P U C C C U U C P

15. Culture: Definition, Structure & Universals 15 Culture is the collective programming of the mind that distinguishes the members of one category of people from another. Culture is the collective programming of the mind that distinguishes the members of one category of people from another. Hofstede  Dealing with Inequality  The role of the Individual versus the Collective  Dealing with Gender Differences  Dealing with Uncertainty  Looking towards the Future

16. Culture: CSIS Framework 16 Communication Style, Relationship Context, Space Context and Time Context comprise Communication and Social Interaction Style (CSIS) which we define as the standard operating procedures for communication and social interaction characterized by a culture’s reliance on direct or indirect messages and attention to information in the relationship, temporal, and spatial contexts of interactions. Communication Style, Relationship Context, Space Context and Time Context comprise Communication and Social Interaction Style (CSIS) which we define as the standard operating procedures for communication and social interaction characterized by a culture’s reliance on direct or indirect messages and attention to information in the relationship, temporal, and spatial contexts of interactions. Buchan, Adair & Chen

17. Culture: Inter Cultural Edge (ICE) Profile 17 ICE PROFILE SUB-SCALE Hall’s conceptualization of communication as culture can be distilled into four key correlated components: Communication Style, Relationship Context, Space Context and Time Context. Hall’s conceptualization of communication as culture can be distilled into four key correlated components: Communication Style, Relationship Context, Space Context and Time Context. Buchan, Adair & Chen

18. Activity: Compare and Contrast ICE 18 Review your ICE Profile Pair up and compare profiles (US/RoW) Identify areas of similarity and difference 5m

19. Generalizations versus Stereotypes 19

20. Categories: Benefits and Costs Categories simplify recognition and memory processes –Typical properties –Easy to “label and store” any new instance Their ease of use comes at a cost –Can be too simple –Assimilation to category properties Instances in category are seen as highly similar –Contrast with other categories Instances across categories are seen as very different 20

21. What If There Are Differences? Reality Significant overlap Perception Exaggerated difference in means Out-group homogeneity In-group bias on desirable traits Consequence: Small perceived overlap 21

22. Agenda Describing Fuqua’s Global Perspective Defining Culture, Stereotypes and Bias 22 Understanding and Applying Relational Models Understanding and Applying Cultural Dimensions Preparing for GATE

23. Activity: Relational Models 23 Form a team of four Complete the activity below 5m Source: Peace Corps Culture Matters p.30 Boss? Consultant?

24. Social Relations: Relational Models (RMs) 24 Relational Model (RM) RM Domains There are only four fundamental RMs that generate coordination systems in every domain of sociality in every culture….Just as four basic forces generate the complex and varied structures of the physical universe, four basic social bonds generate the complex and varied structures of the social universe Fiske and Haslam

25. Relational Model Domains Each culture implements the four RMs in many distinct ways and in different combinations. In a particular culture, a given aspect of a given domain of sociality may be organized by any of the RMs, and the way each aspect is organized may change historically. Fiske and Haslam

26. Social Relations: RMs and Domains Behavior acceptable in one relationship type may be highly anomalous in the context of another. context of another. Pinker Behavior acceptable in one relationship type may be highly anomalous in the context of another. context of another. Pinker 26 Eating Shrimp from Someone Else’s Plate Communal Sharing Authority Ranking Wife Of Boss Wife Of Boss “What’s mine is yours, what’s yours is mine” “Don’t mess with me” Reciprocal Exchange People give what they can and take what they need Superiors appropriate or preempt what they wish Social Influence Conformity: Desire to be similar to others and not stand out as different Authority: Obedience to authority or deference to prestigious leaders

27. Social Relations: RMs and Domains 27 Offering to Pay Your Share to Host after a Dinner Party Communal Sharing Market Pricing “Bounded group of people, equivalent and undifferentiated” “Market transactions based on proportionality” Reciprocal Exchange What you get does not depend on what you contribute, only on belonging to the group Pay for what you get in proportion to what is received as a function of market price or utility Contribution Everyone gives what they have without keeping track of what individuals contribute To each in due proportion. Each person is allotted a quota proportionate with some standard Divergent understanding based on mismatched relationship types can be emotionally costly and is experienced as awkwardness. Divergent understanding based on mismatched relationship types can be emotionally costly and is experienced as awkwardness. Pinker

28. Activity: US Relational Models 28 Form teams of 3-4 (US/RoW) Allocate 100 points across CS, AR, EM, MP Identify Key Domain for top two RMs Explain rationale for Allocation and Domains 10m Source: CCMBA 2010, 2011 Aggregate Responses (Shanghai, London, Dubai, Delhi, St. Petersburg). CS AR EM MP 100 90 80 70 60 50 40 30 20 10

29. Average for Non-US CCL Regions 29 Source: CCMBA 2010, 2011 Aggregate Responses (Shanghai, London, Dubai, Delhi, St. Petersburg).

30. Agenda Describing Fuqua’s Global Perspective Defining Culture, Stereotypes and Bias 30 Understanding and Applying Relational Models Understanding and Applying Cultural Dimensions Preparing for GATE

31. Culture: Defining Cultural Dimensions Culture is the set of beliefs and values about what is desirable and understandable in a community of people, and a set of formal or informal practices to support those values Culture is the set of beliefs and values about what is desirable and understandable in a community of people, and a set of formal or informal practices to support those values Javidan and House Source: Culture Leadership and Organizations, The GLOBE Study 31 Cultural Dimensions (CD) CD Descriptors

32. Activity: US Cultural Dimensions 32 Form teams of 3-4 (US/RoW) Identify where the US would differ from Avg. Explain rationale for your CD Profile 10m Source: Globe Study of 62 Societies, Sage 2004

33. US CDs 33 Source: Globe Study of 62 Societies, Sage 2004

34. Agenda Describing Fuqua’s Global Perspective Defining Culture, Stereotypes and Bias 34 Understanding and Applying Relational Models Understanding and Applying Cultural Dimensions Preparing for GATE

35. Activity: GATE Country RMs 35 Form teams of 3-4 (GATE Locations) Develop RM Profile for each country Explain rationale for your RM Profile 6m

36. Regional RM Template 36 CS AR EM MP 100 90 80 70 60 50 40 30 20 10

37. China RM 37

38. Composite Relational Models

39. Activity: GATE Country CDs 39 Form teams of 4 (GATE Locations) Develop a CD Profile for each country Explain rationale for your CD Profile 10m Source: Globe Study of 62 Societies

40. China, Taiwan, US CDs 40

41. South Africa(B), South Africa(W), US CDs 41

42. Thailand, US CDs 42

43. Activity: Preparing for Gate 43 Form teams of 3-4 (GATE Locations) Identify CDs that have high variability What can you do to prepare for this? 10m Source: Globe Study of 62 Societies

44. Examining GATE Experience Individual Predispositions Relational Interactions Cultural Dimensions 44 ICE RM CD GATE

45. GATE Assignment 45 Prepare and submit a 600 word paper that answers the following questions:  Describe a cultural encounter you experienced during the GATE trip that you perceived to be particularly unique or significant.  Describe why people from this region might view what you perceived to be unique or significant as regular or normal in their culture  Use your ICE Profile, the Relational Model Framework and the Cultural Dimensions to explain the difference between your perception and the regional reality.

46. GATE Course Commons 46 https://cebeapps.fuqua.duke.edu/coursecommons/index.jsp?topic=1300 https://cebeapps.fuqua.duke.edu/coursecommons/index.jsp?topic=1303 https://cebeapps.fuqua.duke.edu/coursecommons/index.jsp?topic=1304 China: South Africa: SE Asia:

47. GATE Journal Reviews (3) 47

48. Additional Reading 48 The Rise and Fall of Civilizations: https://cclblog2012.fuqua.duke.edu/blog/2011/06/27/the-rise-and-fall-of-civilizations/ Defining and Categorizing Culture: https://cclblog2012.fuqua.duke.edu/blog/2010/07/15/defining-and-categorizing-culture/ Social Relational Models: https://cclblog2012.fuqua.duke.edu/blog/2010/07/15/civilizations-and-relational-models-theory/ The Globe Project and Cultural Dimensions: https://cclblog2012.fuqua.duke.edu/blog/2010/07/15/the-globe-project-cultural-dimensions/ China: Facts, History, Societal, Political and Economic Transitions: https://cclblog2012.fuqua.duke.edu/china/

49. Session on UAE (April 11) 49

50. 50

51. In Group Collectivism Source: Culture, Leadership and Organizations. The GLOBE Study. p.454 51

52. Power Distance Source: Culture, Leadership and Organizations. The GLOBE Study. p.536 52

53. Uncertainty Avoidance Source: Culture, Leadership and Organizations. The GLOBE Study. p.618 53

54. Institutional Collectivism Source: Culture, Leadership and Organizations. The GLOBE Study. p.459 54

55. Performance Orientation Source: Culture, Leadership and Organizations. The GLOBE Study. p. 245 55

56. Humane Orientation Source: Culture, Leadership and Organizations. The GLOBE Study. p.570 56

57. Assertiveness Source: Culture, Leadership and Organizations. The GLOBE Study. p.405 57

58. Future Orientation Source: Culture, Leadership and Organizations. The GLOBE Study. p.302 58

59. Gender Egalitarianism Source: Culture, Leadership and Organizations. The GLOBE Study. P.359 59