When Cultures Collide: Leading Across Cultures (3rd Edition)
Richard D. Lewis
Language: English
Pages: 625
ISBN: B0140D27PS
Format: PDF / Kindle (mobi) / ePub
In this thoroughly updated and expanded 3rd edition of the groundbreaking book When Cultures Collide: Leading Across Cultures, Richard Lewis includes every major region of the world and more than sixty countries!Capturing the rising influence of culture and the seismic changes throughout many regions of the world, cross-cultural expert and international businessman Richard Lewis has significantly broadened the scope of his seminal work on global business and intercultural communication. Included are new chapters on more than a dozen countries. Within each country-specific chapter, Lewis provides invaluable insight into the beliefs, values, behaviors, mannerisms and prejudices of each culture, lending helpful advice on topics to discuss and those to avoid when communicating, guides to interpreting unique terminology, and modes of behavior that will contribute to successful communication and lasting relationships. Lewis advises on overarching guidelines for proper overseas manners, whether in a restaurant, at the home of a colleague or in the boardroom. Using dozens of scientific, yet highly accessible diagrams and building on his Linear-active, Multi-active and Reactive (LMR) culture type model, Lewis gives managers and leaders practical strategies to embrace differences and work successfully across an increasingly diverse business culture.The 3rd Edition of the popular When Cultures Collide grows in size and information. It contains an additional three countries and regions that now 'play significant roles on the world stage' and include coverage of newer EU member states, the Indian subcontinent, the 'Arab Lands,' the Sub-Saharan region and Latin America in more detail. Country chapters in the new edition also include sidebars that provide a quick look at key motivating factors in each country.- Kate Berardo, DELTA Intercultural Academy contributor ContentsPART I: GETTING TO GRIPS WITH CULTURAL DIVERSITYDifferent Languages, Different WorldsCultural ConditioningCategorization of CulturesThe Use of TimeBridging the Communication GapManners (and Mannerisms)PART II: MANAGING AND LEADING IN DIFFERENT CULTURESStatus, Leadership, and OrganizationTeam Building and HorizonsMotivating People and Building TrustMeetings of the MindsPART THREE: GETTING TO KNOW EACH OTHEREnglish-Speaking Countries Western European CountriesCentral and Eastern European CountriesNordic CountriesThe Baltic States and Central Asian CountriesMiddle Eastern CountriesAsian (South, Southeast, East) CountriesLatin American CountriesSub-Saharan African Countries
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World. Democracy flourished under Jan Masaryk and the country seemed to have the rosiest future of the Slavic lands. This fine progress was rudely interrupted by the German intrusion into Sudetenland in 1938 and by the Russian occupation from 1945 to 1989. During the presence of Soviet troops, the Czechs offered only passive resistance until Alexander Dubcek, who attempted to develop “socialism with a human face.” This audacity produced the Prague Spring of 1968, which was quickly crushed by.
Members, with all spontaneity taxed out of them. Figure 36.1 Swedish Ripple Graph How to Empathize with Swedes When dealing with Swedes, remember: They believe that they are honest and always tell the truth. They don’t like to contradict their own colleagues. They believe strongly in their group consensus, so don’t ask them for quick, individual decisions. They are not as profit-minded as you are, so don’t focus too much on the bottom line. In spite of their caring nature, they.
Argentina and the U.S.) soon produced a rapidly expanding mestizo population and culture that gave Mexico the most Indian-oriented mindset among the major American countries. Which are the Indian-influenced characteristics of the Mexican? If passion, rhetoric, exuberance, extroversion and imagination are Hispanic traits, the subtler, deeper, more inscrutable side of the Mexican reveals his affinity to indigenous life. Though normally bouncy and gregarious, Mexicans frequently slip into.
Wavelength and the other half of the time your own person. Americans find this disconcerting; they want to follow the script, or scenario as they often call it. This is never more apparent than when the Americans are buying—they want to hear your sales pitch. Soft sell is not necessary in the U.S. Any American walking into a car showroom expects the salesperson to attack him from the start. He wishes to be told every good point about the car, the true and the peripheral, the fine discount and.
Outmoded. Hierarchy is mandatory, often resulting in exaggerated deference for one’s immediate superior and CEO. The German boss is an extremely private person, normally sitting isolated in a large office behind a closed door. American and Scandinavian senior executives prefer an open door policy and like to wander round the corridors and chat with colleagues. This horizontal communication contrasts with the German vertical system, where instructions are passed down to immediate inferiors only.