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The Culture Map: Breaking Through the Invisible Boundaries of Global Business Hardcover – Illustrated, May 27, 2014
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"Whether you're a corporate or traditional diplomat, global traveler, government official, or passionate world citizen, this is the one book you should not miss. Chock-full of real-world examples and a simple framework that can be utilized in any cross-cultural context, Meyer's work is characterized by a fresh and relevant voice, distilling down the essentials of communicating, persuading and working effectively around the globe. It is rare that I pick up a cross-cultural book and can't put it down."―Cari Guittard, Huffington Post
"With business becoming ever global, there are a raft of books available on dealing with cultural differences. If you only read one, make it INSEAD professor Erin Meyer's...Skillfully blend[s] real-life examples...with an analytical framework... What brings this book to life are the numerous examples Meyer has encountered, both in her own life as an American living in Paris, and in her experience as running the Managing Virtual Teams module at INSEAD."―HR Magazine, 5 star review
"The book abounds with well-chosen anecdotes to illustrate the misunderstandings that can arise from clashing cultural assumptions, making this enlightening book a pleasure to read."―Foreign Affairs
"This readable book explains how to dramatically increase organisational success by improving our ability to understand the behaviour of colleagues, clients, and suppliers from different countries."―Professional Manager (UK)
"A helpful guide to working effectively with people from other cultures...Meyer delivers important reading for those engaged in international business."―Kirkus Reviews
"In a relaxed, entertaining, but always knowledgeable style, Meyer draws on numerous examples from her experiences to explain how to detect the invisible barriers in the global business world--and how to get past them."―Siemens Industry Journal
About the Author
Her work has appeared in Harvard Business Review, Singapore Business Times, and Forbes.com. In 2013 Erin was selected by the Thinkers50 Radar list as one of the world's up-and-coming business thinkers. She is the recipient of the 2015 Thinkers50 RADAR Award. With Reed Hastings, she is the co-author of No Rules Rules: Netflix and the Culture of Reinvention. Follow her on Twitter: @ErinMeyerINSEAD
- Item Weight : 1.1 pounds
- Hardcover : 288 pages
- ISBN-10 : 1610392507
- ISBN-13 : 978-1610392501
- Product Dimensions : 6.5 x 1 x 9.75 inches
- Publisher : PublicAffairs; Illustrated Edition (May 27, 2014)
- Language: : English
- Best Sellers Rank: #6,128 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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In "The Culture Map", author Erin Meyer gives 8 scales or graphs that you are able to use to map out and gain understanding to how each culture functions and is wired. Once you map out your native culture on these graphs, you are then able to compare and relate a differing culture to how you are wired. These maps or graphs are something you are able to take with you and use at any time in the future to help you better understand how other people think and process basic, everyday principles and concepts.
I highly recommend that everyone read this book, and I do mean everyone! Writing from a United States perspective, we all interact with people from differing cultures than our own. As cultures continue to blend with immigration and the ability to move freely about much of the world, we are bound to have interactions with people from other cultures…maybe even live next door to them. "The Culture Map" is written with business people and dealings in mind; however, I found that the concepts within this book are extremely useful in interacting with neighbors and friends from a differing culture than your own.
Don’t hesitate to pick up this book for an enlightening read!
The author gave multiple examples involving diverse countries from her own experience and qualitative research. The majority of the examples were European and US-based but also included several Asian cultures and a few examples from South and Central America. Very few examples were given from nations in Africa.
What I appreciate most about Meyer's work was that each cultural approach was appropriate in its own setting. There are no "right" or "wrong" cultural practices. She highlights the difficulties encountered when one person or group works with another person or group that has different expectations. She provides strategies for managers working with multi-cultural teams and strategies for those working cross-culturally with a team from a culture different than their own.
The author mentions several of Hofstede's dimensions and I supplemented the course with additional information from Hofstede's study.
The visual diagrams were enlightening especially when comparing countries with multiple scales. As is usual when studying other cultures, the students had insights into their own cultural approaches.
I enjoy seeing the way Erin places countries or cultures on a line and gives everyone a place--and then you can see and appreciate why we behave as we do. Bottom line, for me--is the fact that now I am aware of my own shortcomings when I think something about other people or culture being rude or nice....it is all on the eyes of the beholder! The problem lies on being able to identify our own personal biases.
I hope I can teach these principles and explanations to my students and make them aware of the many tools available so that we can be a better global business person/leader/boss/employee....Thank you Erin--what an amazing learning experience!
Top reviews from other countries
The book also falls short in a number of other key areas - what are the shortcomings of cultural modelling of this sort (see McSweeneys thorough critique of Hofstede)? Is this a purely US view of how culture works? The book fails to address its underlying Western / US perspective. How would the Chinese, Swedes or indeed anyone else describe culture? The text also assumes managerial primacy - i.e. consent to manage is a given (which it may be inside a single organisation) - but when working with other companies in JVs, partnerships or even a supply chain what happens then? Notions of power and how to manage differences in how power is used, how accountability works all then come to the fore. The book fails to address how inter-cultural differences can be managed, but rather explains how different cultures view decision making etc. These are different notions. Is the book about leadership or management? Reading through it attempts to deal with management. If its leadership then appropriating other cultures may come across as inauthentic leadership. Lastly, what are the shortcomings of this model? The author has failed to express any limitations, areas for further development or expansion of the model.
From a language perspective the book could be heavily condensed without missing much. The book switches between first and third person (poor editing there) and I felt that 30% of the words could be removed without missing anything (but this is a personal opinion).
Get some solid evidence behind this that builds on the work of others - then thats a different story. As its stands - there are far better developed and properly supported models from the likes of Hofstede and the GLOBE study out there.
I ended up using this book in my training material and hand it out to attendees.
A great book to get you started on the journey to understanding different cultures and helping you work better together - thoroughly recommend it.