Status Updates From The Culture Map: Breaking T...

"I understood Danielle perfectly. She is a typical member of my (American) tribe," (222) two books in six weeks with this nonsense

"For this reason, investing time in establishing trust will often save time (and many other resources) in the long run. And a similar way of thinking continues to exist in relationship-based cultures that are also blessed with solidly reliable legal structures, such as Japan and France." (185) wait, so it's not abt relationship-based cultures at all. Just say "majority brown and black third world countries", Meyer

"The only way you feel assured that you'll be paid in countries like Nigeria is the trust you have in the other person. ...
You believe you can do business with the shopkeeper because your relationship with him (direct or indirect) provides a safety net that replaces the role of the legal system in more developed countries." (185) I hope this is low context because otherwise it's just racist

"Having a signed agreement in a culture with a consistently reliable legal system makes it possible to do business easily with people you don't trust or even know." (184) a CULTURE with a legal system?? How is this on the culture

"Now imagine ... this time you are Nigerian and designing women's purses in Lagos. The legal system in Nigeria is less reliable than the one found in countries such as Denmark, the United Kingdom, and the United States. You can sign a contract, but there is no way of enforcing it if the payment doesn't come through." (184) boy oh boy

"There is, in fact, a very clear, practical benefit to investing in affective relationship building-especially when working in emerging markets." (284) this feels gross

"The further a culture falls toward the task-based end of the scale, the more people from that culture tend to separate affective and cognitive trust, and to rely mainly on cognitive trust for work relationships. The further a culture falls toward the relationship-based end of the scale, the more cognitive and affective trust are woven together in business." (170-171)

"Authors Fons Trompenaars and Charles Hampden-Turner later expanded on Lewin's model to explain how different cultures have different layers of information that they divulge publicly or reserve for private relationships. These models are frequently referred to as the peach and coconut models of personal interaction." (175)

"At the same time, countries in the southern hemisphere such as Indonesia and Saudi Arabia are growing in global weight." (171-172) I did a double take here and truly had to bring up a map, because I was doubting my own recollection, but no, Saudi Arabia is not, in fact, in the southern hemisphere (and only some of Indonesia is). Maybe she meant "Global South", but I don't know that that's right for Saudi Arabia...

"...applications-first thinkers like to receive practical examples up front; they will extract learning from these examples. In the same vein, applications-first learners are used to the 'case method,' whereby they first read a case study describing a real-life story about a business problem and its solution, and then induce general lessons from it." (102) so...just like this entire book

"If you have members from more than one high-context culture on your team, lay out the issue and have the team develop their own solutions, as Pedro did. Don't wait until problems arise. The best moment to develop the processes is when the team is forming, before miscommunication takes place." (57)