A few tips for anaIyzing gaps for the foIIowing dimensions :

1. Independent /interdependent
2. EgaIitarian / Status
3. Risk / restaint
4. Direct /indirect

When working with people who are more IN DEPENDENT than you, consider the
foIIowing points.
EstabIishing CredibiIity
Let them know about your track record by making reference to your experience and
expertise in appropriate contexts. Don't go overboard boasting and name-dropping are not
appreciated however, excessive humility is often interpreted as a sign of low self-esteem.
Take initiative to greet others or to introduce yourself. Express interest in learning about the
other person, and reveal information about yourself through "small talk. Project confidence
through a firm handshake, upright but relaxed posture, pleasant facial expression, and good
eye contact (at least five seconds).
BuiIding ReIationships
Take initiative to start conversations with colleagues even if you have not yet been
introduced. Bear in mind however, that in some cultures (such as Scandinavian cultures),
reserve is highly valued and small talk is not as customary as in countries such as the United
States. Cultures that value individuality often also value privacy. When getting to know
colleagues, refrain from asking questions about their private lives unless they offer
information or ask you first.
Leadership
s a manager, empower your employees. People from individual-focused cultures may
expect their managers to delegate, that is to give them the responsibility to take action and
make decisions in certain defined areas - without necessarily getting management approval
first. Employees tend to be more satisfied with work and therefore more productive and
efficient if they feel they have some degree of control over their jobs.
Presenting Information
Present with confidence project enthusiasm and energy, maintain good eye contact with
the audience, and respond to questions without hesitation. Business presentations in
individual-focused cultures are often interactive, with audience members interrupting
frequently to ask questions or make comments. Handling questions effectively is therefore
an important skill in giving presentations.
Meetings
Take initiative to offer opinions, ask questions, and express disagreement during the
discussion rather than waiting until after the meeting. Decisions may sometimes be arrived
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at by taking a vote after just a brief discussion has taken place, and "brainstorming" may be
used in meetings to generate ideas.
Giving & Receiving Feedback
#ecognize the achievements of your subordinates and express your appreciation to them
both privately and publicly. ndividual recognition is an important motivator in individual-
oriented cultures, and effective managers know how to give credit. Give constructive
feedback directly to the individual concerned in a one-on-one situation. The feedback should
be specific and timely, and be supported with concrete examples.
Negotiating
n cultures where people tend to be more independent, flexibility is often considered a
strength. Because of the diversity of individual opinions, agreement can often not be reached
without compromise. When trying to persuade others, it is advisable to prepare one or two
alternatives in the event that you cannot get consensus on the entirety of your original
proposal.
Training
Employees may take the initiative to seek training and development to pursue their own
career paths. Conversely, managers may have the same expectation, and view those who
don't seek training opportunities as "lacking initiative. ndividualistic training participants may
prefer sessions which are interactive and provide the opportunity to engage the material
i.e., discussions, case studies, role plays and simulations, rather than lectures.
Decision Making
Expect individual decision-making styles. People focused on the individual may not
necessarily see the value in taking a lot of time to consult with others before making a
decision.
EvaIuating PeopIe
Try to evaluate others on the basis of their individual traits or accomplishments rather than
their group affiliations.
GeneraI Advice
Take more individual initiative in most situations, for example, seeking clarification when
objectives or processes are unclear, initiating conversation to build relationships with
colleagues on the job, speaking up in meetings, taking initiative to offer opinions or
feedback. However, note that in some cultures (such as France), which are individualistic but
also hierarchy-focused, initiative is not necessarily expected.
Employees from individual-focused cultures may be protective of their personal time and try
to avoid doing too much business after regular work hours or on weekends. Don't expect
everyone to conform to social norms. n cultures that prize independence, there tends to be
a greater tolerance for individuality, and thus a more flexible definition of protocol.

When peopIe are MORE INTERDEPENDANT than you, consider the foIIowing points.
EstabIishing CredibiIity Listen well and demonstrate an interest in learning about the local
situation before taking action. Foreigners who come into a situation and make quick changes
are sometimes viewed as shortsighted or arrogant, and are not likely to gain cooperation.
When entering a new situation, avoid overemphasizing your accomplishments or personal
background. Such behavior may be interpreted as selfish or arrogant. Find a way to transmit
your qualifications indirectly, through information that implies your experience, status,
affiliations, and accomplishments.
BuiIding ReIationships n some cultures, individuals may feel more comfortable socializing
in groups rather than one-on-one. Company-sponsored group activities (such as
departmental parties or outings') may be an important way for coworkers to build
relationships. Boundaries of privacy may differ, and you may be asked questions that you
consider "too personal (for example, how much you paid for something, how old you are, or
how many children you plan to have'). Try not to take offense, but find a way to deflect the
questions in a pleasant way if you do not want to give a direct answer.
Leadership n interdependent, group-focused cultures, a leader's ability to establish strong
relationships and build consensus may be as important as (or even more important than')
outstanding individual traits. n some group-focused cultures it is common to have a
"paternalistic" leadership style, and employees are likely to bring problems to their managers
and want to solve them together. They may approach their managers on personal as well as
business issues, and expect help in resolving them.
Obtaining Information ndividuals in interdependent, group-oriented cultures may hesitate
to ask questions or express opinions in a group situation such as a formal meeting,
especially if their opinion differs from the majority. Extra effort may need to be made to
encourage questions or input, or to provide opportunities for individuals to express
themselves in one-on-one situations.
Presenting Informationudiences in cultures that tend towards interdependence may ask
few questions during a presentation, preferring to wait until the end of the presentation or
subsequent break. To give people a chance to clarify or express opinions, you can
periodically ask for questions, allowing enough time for people to overcome hesitation, build
breaks into the presentation so that people can communicate with you or each other one-on-
one, or set up follow-up meetings after the presentation to get questions and input.
MeetingsMeetings in cultures that are highly interdependent, especially ones which utilize
consensus-style decision-making, are often not where actual decisions are made, but rather
a forum for the exchange of information which precedes the decision, or an after-the-fact
formality convened to confirm a decision. There may be little real discussion. t is therefore
important to understand the decision-making process so that one is able to influence the
decision in an appropriate manner.
f meeting participants are not taking initiative to speak up, structure turn- taking by giving
each person at the table, one-by-one, the chance to express his or her views before
beginning a discussion. f individuals are hesitant to voice opinions in front of a group, using
small groups within a larger team can be effective. ndividuals may feel more comfortable
reporting the views of their sub-group rather than their personal opinions. Misunderstandings
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may sometimes occur if you assume that something committed to in a teleconference or

meeting is truly an agreement among all concerned. "You can sometime get consensus at
the expense of agreement. No decision made in a meeting should be considered a basis for
moving forward without further clarification with the individuals involved.
Giving & Receiving FeedbackBe careful about singling out individuals for public
recognition. n an interdependent, group-focused culture, this practice might backfire and
cause resentment. Group recognition and rewards may be more effective than individual
ones.
TeamworkFocus more on cooperation and group goals rather than individual initiative.
Team recognition and rewards may be more effective, for example, than encouraging
competition and singling out individuals.
NegotiatingExpect negotiations to take much longer than they do in cultures where
independence is stressed and decisions may be made quickly. nterdependent cultures often
utilize a consensus-building form of decision-making, which requires time to build consensus
and get approval from those who are not present in the actual negotiation.
TrainingEmployee development in cultures that are highly interdependent may involve
systematic, in-depth training and careful coaching by the manager of each subordinate i.e.,
much more guidance and structure than in individualistic cultures. n some cultures,
employees may expect managers to initiate next steps in the employee's career
development.
When choosing activities for a training session, keep in mind that the concept of "losing face"
is very real in many group-oriented cultures. Participants may, for example, not respond well
to interactive exercises such as role plays or simulations, and may prefer an approach which
poses less risk. #ole plays can be successful, but they should be carefully introduced and
used only after models have been demonstrated and explained in detail.
Decision Makingnvolve the group in the decision-making process. When trying to get a
decision, don't expect an immediate answer. Expect the process to take longer than you
might expect, as consensus may need to be built.
EvaIuating PeopIet is important to learn local standards for evaluating people and to
cultivate broad sources of information so that one can arrive at balanced assessments. Cues
that would signal competence in your native environment assertiveness, for example, in
some Western cultures -- may have an entirely different significance in cultures that are
more focused on maintaining harmonious relations within their group.
GeneraI AdviceTry to conform to social norms. Some cultures appreciate formality and
protocol more than others. t's always wise to learn the appropriate protocol for formal
occasions in the country you're in and try to follow it. respect for protocol is often perceived
as a sign of maturity. n group-oriented cultures, always provide and follow standardized
guidelines, for example, a shared procedure for problem solving and escalation of issues,
standard meeting processes, written reporting formats, and teleconferencing guidelines.

When working with people who are more focused on STATUS than you, consider the
foIIowing points.
EstabIishing CredibiIity
mong status-oriented people, there is likely to be a higher level of formality expected in
interactions and relationships between people of differing rank. Try to avoid being
overly informal, especially when first meeting people. Before moving into a new position,
always arrange to have a formal introduction by someone who is respected and trusted by
the people with whom you will be working. n some cultures that value hierarchy, dressing
well (i.e., in good quality fabrics or fashionable styles) may help to establish one's credibility.
BuiIding ReIationships
n cultures emphasizing status, being introduced properly by an appropriate third party
before sending an email or making a call to someone will be important. #elationships
between managers and subordinates will generally be characterized by a higher degree of
formality than in equality-oriented cultures. n some hierarchy-focused cultures such as
Japan, managers often socialize with subordinates outside of the workplace; however, in
other cultures such as Saudi rabia or France, there is no such expectation.
Leadership
Provide more direction to subordinates. "Delegate and disappear is a criticism of some
foreign managers in cultures where managers are expected to "take care of subordinates in
a more hands-on fashion than may be expected in equality-focused cultures.
Obtaining Information
When trying to obtain information, utilize your contacts at similar levels in the organization;
information may not flow downward through the hierarchy as easily as one might expect
when the culture of a country or company is less hierarchical. t will also be beneficial to
cultivate many informal contacts.
Presenting Information
n status-oriented cultures there may be less feedback from the audience during a
presentation than one might expect in a more equality-focused culture. Feedback may come
in the form of follow-up questions or comments at the end of the presentation, or even later,
in a subsequent meeting or conversation.
Meetings
Don't openly challenge opinions of superiors. Conversely, be aware that subordinates may
hesitate to interrupt you to disagree or ask for clarification. Be sure to create opportunities for
them to ask questions and give their input. Misunderstandings sometimes result if you
assume that something committed to in a teleconference or meeting is truly an agreement
among all concerned.
#espect for hierarchy may inhibit certain individuals from voicing disagreements in a meeting
situation, as in some cultures, it is important to show reserve and be somewhat circumspect,
especially in a group with superiors present and/or with people who are outside your
immediate network of colleagues. No decision made in a meeting should be considered a
basis for moving forward without further clarification with the individuals involved.
Communicating via TechnoIogy
With people from cultures emphasizing status, it may be useful to provide and enforce more
guidelines for communicating via technology. For example, a shared procedure for problem
solving and escalation of issues, standard meeting processes, written reporting formats and
teleconferencing guidelines.
Teamwork
When forming a team with members from a status-focused culture, there must be a strong
team leader, preferably one who is highly respected by each team member and well
positioned in the organization.
Negotiating
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Expect a higher level of formality in negotiations with business associates from status-
oriented cultures. Send an agenda well in advance with the names and titles of those who
will attend the meeting from your side so that the other party can identify the appropriate
people to attend. There may be one speaker who represents the entire team. This is usually
the most senior person, but not always. Your team should operate the same way.
t is OK to consult with your team members during a meeting, and you can even ask them to
speak on a certain topic, but your team members should not jump in to participate unless
invited to speak by the senior person on your team.
Entertaining
Be careful to observe correct protocol when dining out with high-ranking management or
customers. Many status-focused cultures acknowledge status differences in seating
arrangements as well as other dining-related etiquette. Form and style are important
considerations, and when entertaining customers be selective in choosing the quality of a
restaurant, hotel, or transportation. n informal approach may be perceived as reflecting a
lower degree of respect.
Training
When delivering training in status-focused organizations, it is important to get high-level
management endorsement for the training to ensure acceptance by the participants.
Decision Making
When trying to get a decision, don't expect an immediate answer. Expect the process to take
longer than you might expect, as consensus may need to be built across multiple levels of
hierarchy.
ResoIving ConfIict
n cultures such as Mexico, Japan and China, a common way to soothe feelings in conflict
situations is to offer a sincere apology. n apology is more an expression of concern for
others' feelings than an admission of guilt or responsibility. n some cultures, asking
questions or offering explanations in a conflict situation may only exacerbate the conflict.
Especially if you are in the subordinate position, it may be better to listen, apologize, and
accept criticism even if you feel it is unjustified.
GeneraI Advice
When working with people who value and respect status and hierarchy, it is important to be
aware of the relative rank of the individuals you are dealing with, as these considerations
dictate appropriate behavior. t may be customary to acknowledge hierarchical differences
when exchanging business cards, seating people at formal meetings or dinners, etc.
Expect an individual's behavior to be more situational adjusted depending on the relative
rank or status of those present. Such changes in behavior are considered appropriate and a
sign of social maturity as opposed to inconsistency or hypocrisy, as they may be judged in
cultures where straightforwardness or behavioral consistency are valued.
Be aware of differing attitudes regarding men and women, and expect some distinctions to
be made. Be sure to define your roles clearly and stay within role. Expect others to do so as
well.

When working with people who are more focused on EGALITARIANISM than you,
consider the foIIowing points.
EstabIishing CredibiIity
People who emphasize egalitarianism feel that it is important to treat people of every age,
rank, and status with the same degree of respect. #egardless of whether a person is a
janitor, receptionist, or CEO, people who prize egalitarianism generally feel that everyone
deserves to be treated equally. f you regularly treat people with disrespect, you may not be
respected - either by people of lower or higher status than you.
Take the initiative to greet others or to introduce yourself. Project confidence through a firm
handshake, upright but relaxed posture, pleasant facial expression, and good eye contact (at
least five seconds). Speak with sufficient volume and make positive (but not excessively
flattering) comments.
BuiIding ReIationships
nteractions and relationships among colleagues of varying status may be characterized by
less formality than in status or hierarchy-focused cultures. Status differences may be
downplayed for example, calling one's superior by his or her first name may be common.
Leadership
Egalitarian-oriented people often admire leaders who do not set themselves apart from the
ranks of the company, but who engage with individuals at all levels and are willing to "roll up
their sleeves and take part in any company endeavor, whether it is social or business-
related. Get to know your people and express interest in them as individuals.
s a manager, empower your employees. People from egalitarian cultures may expect their
managers to delegate, that is to give them the responsibility to take action and make
decisions in certain defined areas - without necessarily getting management approval first. n
companies that emphasize egalitarianism, it is also important for a manager to be articulate
in explaining new initiatives and directions. Employees want to understand why they are
doing something they don't want to just be told to do it. Note: Managers and executives
might have a secretary but still do most of the work themselves. There is a very little "power
distance," and accessibility is key.
Obtaining Information
n cultures emphasizing egalitarianism, people within a company may be more willing to
share information across levels, as long as you have a good reason for knowing it. t is
important to explain why you need the information and what you will do with it.
Presenting Information
Business presentations in these cultures are often interactive, with audience members
interrupting frequently to ask questions or make comments. Handling questions effectively is
therefore an important skill to have when giving presentations.
Meetings
Meetings may be less formal and more interactive than in cultures focused on status and
hierarchy. Expect the "air-time, or speaking time, to be more evenly distributed among
participants. t's important to speak up in meetings to give your input; silence may be taken
as agreement. Decisions are often made in meetings, so you should not expect to have an
opportunity after the meeting to make your feelings known by then, it may be too late.
Sharing Information
mong egalitarian-oriented people there may be more openness to sharing information
(financial data, for example) across levels within a company. This assumes, of course, that
there are not political considerations within the company that would interfere with this
openness.
Giving & Receiving Feedback
When giving feedback to people from a culture that prizes egalitarianism, it will generally be
more effective to describe the issue and elicit ideas from the employee regarding corrective
action, rather than to impose solutions without the employees' input.
Teamwork

n cultures oriented to egalitarianism, team members are not expected to defer to the team
leader. Deferential behavior to a superior may be misinterpreted as not having anything to
contribute or as an attempt to evade one's responsibility.
Entertaining
People may demonstrate less rigid adherence to protocol and a higher degree of informality
than those from status and hierarchy-focused cultures.
Training
The trainer's style may be more informal than in status and hierarchy-focused cultures, and
the emphasis may be on interactive discussion or role plays rather than lecture.
ResoIving ConfIict
When working to resolve an issue in a culture emphasizing egalitarianism, try to do it
through direct communication with your key contact, and avoid elevating the issue to his or
her manager, which may be perceived as "blowing the whistle. n a conflict situation, it may
be best to confirm what the other person is saying in order to demonstrate that you are
listening, and also to explain, in a calm way, your understanding of the situation.
sk questions if necessary to clarify the other person's perspective. t may be
counterproductive to remain silent or to avoid eye contact, as these nonverbal messages are
likely to be misinterpreted by the angry party.
EvaIuating PeopIe
n some cultures such as the United States, by law all employees must be treated equally.
Discrimination occurs when an employee receives unfair treatment. People living in the U.S.
may be sued for not hiring, firing, or not promoting someone based on race, gender, age,
sexual orientation, or disability.
Specific examples of discrimination include promoting only people of a certain race or ethnic
origin to managerial positions, hiring only thin and attractive women to work in a restaurant,
or firing only older workers during cutbacks. lso, if a woman can do exactly the same job as
a man, she is supposed to be paid the same amount as a man and be given the same
opportunities for advancement.
Meetings
To be effective with people who emphasize egalitarianism, it will be helpful for you to: be
flexible regarding roles and attitudes about appropriate behavior for people in those roles; be
more willing to make exceptions and "bend rules;and be more willing to challenge the
opinions of those in power.

When working with people who are more RISK-oriented than you, consider the
foIIowing points.
EstabIishing CredibiIity
The ability to complete projects efficiently and demonstrate quick results is important in
establishing credibility with people who are risk-oriented. Speed often takes priority over
detailed analysis, so a "learning by doing" approach may be more valued than trying to
anticipate all potential problems in advance. willingness to take on additional
responsibilities, accept new projects, and demonstrate flexibility will also help to establish
your credibility. t may be useful to try a new approach even if it has not been thoroughly
tested or previously attempted.
BuiIding ReIationships
People who are risk-oriented are likely to build relationships fairly quickly and do so in the
context of accomplishing business tasks. Try to get to know your colleagues as quickly as
possible in order to facilitate a working relationship that is efficient and will produce results,
but don't necessarily expect to learn a lot about their personal life outside of work.
Leadership
n risk-oriented cultures, employees at every level of the organization are expected to take
initiative and work independently to get the job done. n effective leader does not supervise
subordinates' work too closely. Subordinates are empowered to make their own decisions
and held accountable for the results of their work.
Subordinates are expected to demonstrate flexibility and a willingness to change procedures
in order to improve results. t is expected that subordinates will speak up even if they
disagree with the manager, as long as their ideas are presented as a way to reach a solution
more efficiently. Producing the best results in the most efficient manner is often a priority in
risk-oriented people.
Decision-Making
Decisions are generally made quickly in risk-oriented cultures. Too much discussion,
analysis and debate will be viewed as an inefficient waste of time. While it is important to
gain agreement on a decision, consensus building tends to be done fairly rapidly in risk-
oriented cultures with an emphasis on getting the input of key stakeholders vs. the entire
group.
Business partners and colleagues in risk-oriented cultures may become frustrated with a
decision-making process that involves multiple levels of an organization. prolonged
decision-making process may even be viewed with suspicion, and doubts about the sincerity
of the other parties involved may develop as a result.
Obtaining Information
n risk-oriented cultures, information is typically viewed as a resource to be shared on an as-
needed basis in order to get the job done. f you provide a clear explanation for why the
information is needed and how it will be used to address a specific problem, then obtaining

information should be relatively easy. #equesting too much background or contextual

information may be perceived as an unnecessary waste of time in risk-oriented cultures.
nformation sharing should be concise and immediately applicable to a specific situation or
problem.
Presenting Information
presentation that focuses on solving a specific problem or moving a project towards
successful completion in an efficient manner will generally receive a positive response.
Don't spend too much time on background information; it is best to focus on the benefits and
solutions.
nvolving the audience through participation in brainstorming, a question and answer period,
and the development of spontaneous agreements and next steps will generally be well-
received by risk-oriented people.
Meetings
Meetings are an important forum for sharing information, resolving issues, and making
decisions in risk-oriented cultures. t is important to focus on the purpose of the meeting and
what will be accomplished in a specified time frame. Brainstorming is a common strategy
for involving employees in meetings in order to generate creative ideas.
Most brainstorming sessions follow a similar format: within a set time limit, the group
generates as many possible ideas and solutions to a problem as they possibly can.
Someone records all of the ideas without editing or disapproving any of the ideas. During
the idea-generating phase, there is no discussion or evaluation of ideas. Once a large
number of ideas has been generated, the group goes through each of the ideas to decide
which are valid and which should be discarded.
Giving & Receiving Feedback
Counterparts or colleagues in risk-oriented cultures typically prefer to provide feedback in a
clear and solution-oriented style directly to the person. They may provide a balance of both
negative and positive comments. Negative comments are not meant to be taken personally;
rather they are meant to provide areas for improvement so that tasks or projects can be
completed more efficiently and effectively.
The feedback process in risk-oriented cultures is meant to provide solutions to business
problems. Be specific in your feedback, and focus on the performance, not the person.
Provide an opportunity for input, solicit ideas for next steps to address any performance
issues and confirm expectations.
Communicating via TechnoIogy
Efficiency is typically the most important consideration when selecting the right form of
communication technology in risk-oriented cultures. When talking face-to-face, on the phone
or leaving voice mail messages, getting to the main point quickly shows respect for the
person you're talking to by saving them time.

Email messages should state the main point quickly and make a request in the first few
sentences. nclude a timeframe in which you would like a response. Providing detailed
background and context will probably be perceived as inefficient. Lengthy emails may even
be ignored.
During teleconferences or videoconferences, all attendees are expected to respond to
questions spontaneously and move quickly from discussion to decisions. f you are quiet or
reluctant to share your ideas you may be perceived as having nothing to contribute.
Teamwork
Team members from risk-oriented cultures typically prefer a team structure that is flexible,
adapts quickly to change and provides opportunities for all team members to contribute
fully. They will usually favor a rapid decision-making style and a "trial and error" approach to
problem solving.
Negotiating
The negotiation process in risk-oriented cultures tends to focus on coming to an agreement
as efficiently as possible. Time is perceived as money, a resource not to be wasted.
Negotiators tend to get right down to business and focus on the negotiation issues. There
may not be a lot of time spent on after-hours social activities.
n overly cautious approach to the negotiation may be perceived as a lack of trust in the
potential business relationship. mbiguous answers and deferred decisions may create
tension for risk-oriented negotiators who are expecting clarity, directness and immediate
responses.
EvaIuating PeopIe
f you are from a restraint-oriented culture, employees or counterparts who are more risk-
oriented may appear to you to be impatient, reacting quickly with limited reflection. t is
important to remember that risk-oriented cultures tend to value rapid decision-making and
quick results. Employees from risk-oriented cultures will expect to be recognized and
rewarded for reaching goals quickly and reacting to changes easily.
GeneraI Advice
When dealing with risk-oriented people, expect change to occur quickly; be willing to take
informed risks and become comfortable with last-minute changes. Focus on solutions and
future benefits rather than historical background. Expect fewer rules, guidelines and
directions.

When working with people who have a more DIRECT style than you, consider the
foIIowing points.
EstabIishing CredibiIity
Take the initiative to greet them and introduce yourself. Express interest in learning about
them, and reveal information about yourself through "small talk. Project confidence through
a firm handshake, upright but relaxed posture, pleasant facial expression, and strong eye
contact. f you avoid eye contact, or your eye contact is too brief, your behavior may be
interpreted as being evasive and you may be seen as lacking in self-confidence.
Let them know about your track record by making reference to your experience and
expertise in appropriate contexts. Don't go overboard boasting and name-dropping are not
appreciated but excessive humility on your part may be interpreted as a sign of low self-
esteem.
Leadership
Particularly in cultures that value egalitarianism, subordinates may openly express
disagreement with their superiors. You should not interpret this as insubordination, but rather
as an attempt to influence a decision through giving input. Once a decision is made, if a
subordinate still disagrees, he or she may "disagree but commit to the decision.
Obtaining Information
n order to obtain information from colleagues who are direct in their communication style, it
is important to make clear exactly what you want to know and why. They may not respond to
indirect hints, and will seldom give you more information than you ask for, so you need to be
very specific and explicit. Your colleagues will want to understand why you require the
information, and what you will do with it. Your justification should be linked to business
results or the bottom line rather than feelings.
Presenting Information
Use a direct style of logic, putting the main point first, followed by your rationale and
supporting data, with a conclusion that restates the main point. Don't spend too much time
giving detailed background information.
Meetings
The ability to debate is crucial in cultures where a direct communication style is valued. Part
of the process of "proving an idea is to be able to respond to objections and questions
which probe for an idea's weaknesses. People will often play the role of "devil's advocate to
test the soundness of an idea. t is therefore important to anticipate questions and objections
and prepare responses and supporting data, and also to listen carefully to your opponents
so that you can identify their concerns and address them effectively.
t is important to speak up to clarify, ask questions, or express your opinion at the time that
the discussion is taking place. f you wait, hoping to have an opportunity to clarify or give
input later, it may be too late, and you may not only lose your opportunity but cause a great

deal of frustration if it turns out that you had critical input that would have affected the
outcome.
Giving & Receiving Feedback
Don't avoid confrontation, but be willing to raise issues in a constructive and objective
manner. When giving developmental feedback, clearly separate a person's strengths from
the areas in which he or she needs to improve. Give positive feedback about the person's
strengths, and set specific objectives and a plan of action to address the developmental
areas.
t is generally advisable to get to the point quickly, without "beating around the bush. t is
also true however, that comments about how the person should improve are often
"sandwiched between comments about what the person is doing well. This can be a
delicate balancing act however, because putting too many positive comments before your
discussion about how the person needs to improve may mislead the other person as to the
objective of the meeting.
Communicating via TechnoIogy
n cultures which value directness, getting to your main point quickly shows respect for the
person you're talking to by saving them time. For example, voice mail messages should be
concise, with the purpose of the call stated as soon as you identify yourself.
Written Communication
n e-mail messages, include brief greetings and get to the point quickly. State the request up
front in a concise way before explaining the reasons for the request or the details involved.
Keep messages concise. nclude a timeframe in which you would like a response. lways
close with thanks.
Negotiating
n many cultures with a direct and linear approach to thinking or speaking, issues are
negotiated and resolved point by point. t may be uncommon (and cause a great deal of
frustration) to go back and reopen a discussion that is considered "closed.
Entertaining
When dealing with people who have a more direct communication style it is appropriate to
accept an offer, invitation, etc. the first time it is made; if you decline from a desire to show
hesitation and restraint, the offer or invitation may not be repeated.
Training
Training participants may ask challenging questions initially as a way of testing the trainer's
credibility. This type of behavior may be quite typical in the UK, for example, and should not
be interpreted as a sign of hostility.
Decision Making

Expect decisions to be made more quickly and with less information.

ResoIving ConfIict
People with a direct communication style may prefer to address conflict directly. "Directly
means directly with the party involved, and not going through a third party or intermediary,
which may be interpreted as "stabbing someone in the back or being "sneaky. t also
means focusing on the issue directly.
Directness does not mean becoming emotional, although in some cultures (e.g., the Middle
East), a demonstration of emotion can be viewed as an expression of sincerity and passion.
Many Western cultures (such as Germany, the UK, and the US) tend to feel that
demonstrations of emotion are inappropriate in a business context.
When working to resolve an issue, try to do it through direct communication with your key
contact, and avoid elevating the issue to his or her manager. This indirect approach may be
perceived as "blowing the whistle on your contact person.
GeneraI Advice
Be more direct in what you say; get to the point quickly, and be more explicit in your verbal
and written communication style. State conclusions, benefits and implications explicitly.

When working with people who have a more INDIRECT style than you, consider the
foIIowing points.
EstabIishing CredibiIity
n approach that is too direct may be interpreted as overly aggressive or challenging. t may
be advisable to modify your style, for example, by avoiding eye contact that is too direct or
prolonged. When entering a new situation, avoid overemphasizing your accomplishments or
personal background. Such behavior may be seen as selfish or arrogant.
Find a way to transmit your qualifications indirectly, through information that implies your
experience, status, or accomplishments. When moving into a new position, it is a good idea
to arrange a formal introduction by someone who is respected and trusted by the people with
whom you will be working.
BuiIding ReIationships
When communicating with people who have a more indirect style than you, always try to use
the first part of any communication -- written or verbal, phone calls or face-to-face -- as a
chance to build the relationship by using a few personal words, and inquiring about the
person you are talking to; i.e., health, current events, etc. n some cultures, depending on
whom you are talking to, it can be considered disrespectful to jump to the main point right
away.
Leadership
n some cultures where an indirect style is appreciated, particularly those in which hierarchy
is ingrained, individuals who disagree with a decision may sabotage it rather than confront
those in power directly. t is best to build a wide network and utilize informal channels to
keep your finger on the pulse of feelings in the organization. When introducing change, be
sure to manage the change process - introduce it, sell it, and structure it to reduce risk. Try
to avoid last-minute changes.
Obtaining Information
When trying to obtain critical or sensitive information in a culture that values indirectness, it
may be more effective to clarify through an appropriate third party than to ask directly. When
clarifying or attempting to draw out key information, asking direct questions (such as "Why?
and "What do you mean?) may interrupt the speaker or be perceived as impatience. t can
be less intrusive to repeat key phrases and draw additional information from the speaker
through encouraging non-verbal cues and pauses.
Changing the setting and utilizing informal communication channels may be an effective way
of obtaining information that colleagues may not feel free to voice in a more formal situation.
Presenting Information
When presenting information or making a request to people with an indirect style, preface
the point with sufficient background leading up to the request or point so that it does not
seem sudden or abrupt.
Meetings
Misunderstandings may occur if you assume that something committed to in a
teleconference or meeting is truly an agreement among all concerned. No decision made in
a meeting should be considered a basis for moving forward without further clarification with
the individuals involved.
Giving & Receiving Feedback
When giving feedback to those who prefer an indirect style, don't confront differences
directly; anticipate and proactively prevent conflict. Consider a range of feedback options
that includes feedback that's more indirect, for example, non-verbal or implicit, and which
may be periodic or phased over time on a number of different occasions, which may be
given in a different place, or which might be offered to a group even if the target is a
particular individual or individuals.
Communicating via TechnoIogy
When communicating with people who have a more indirect style, provide more guidance,
rules, and directions, for example, a shared procedure for problem solving and escalation of

issues, standard meeting processes, written reporting formats, and teleconferencing

guidelines.
Negotiating
Some people who have an indirect style will approach negotiation in a non-linear way,
circling back to reopen issues that you may have thought were already closed, in order to
reconsider them in light of subsequent discussion. This stems from a holistic approach and
should not be interpreted as dishonesty or manipulation.
Try to avoid saying "No immediately. Even if it is impossible to fulfill the other person's
request, acknowledge the importance of the request and demonstrate a desire to help.
Frame a negative response in a positive way to demonstrate the desire to cooperate even if
one is unable to do so. Conversely, recognize that in some cultures, individuals may avoid
giving a clear negative response. Be careful how you interpret responses that seem
affirmative in nature they may not signal agreement or commitment, merely
acknowledgment.

Entertaining
When entertaining people who prefer an indirect style, it may be necessary for you to repeat
an invitation or an offer of food or drink two or more times before it is accepted. n some
cultures, hesitation can be a sign of good manners, and repetition is a sign of sincerity.
Training
Training participants from cultures that have an indirect style may not ask as many questions
as one might expect from those with a more direct communication style. n this case it can
be effective to schedule formal Q& sessions or create informal opportunities for individuals
to ask questions by taking longer breaks or allowing small group interaction.
GeneraI Advice
When interacting with people who prefer a more indirect style, it will be wise for you to pay
attention to how you say something, not just what you say. Try to listen harder and be more
observant. n some cultures non-verbal cues and what is left unsaid can be as important
and sometimes more important than what is said.