Erin Meyer

Communicating: low-context vs. high-context
• Evaluating: direct negative feedback vs. indirect negative feedback
• Persuading: principles-first vs. applications-first
• Leading: egalitarian vs. hierarchical
• Deciding: consensual vs. top-down
• Trusting: task-based vs. relationship-based
• Disagreeing: confrontational vs. avoids confrontation
• Scheduling: linear-time vs. flexible-time

Now ask yourself a simple question. Is Spain task-based or relationship-based? If you are like most people, you would answer that Spain is relationship-based. But this answer is subtly, yet crucially, wrong. The correct answer is that, if you come from France, the United Kingdom, Sweden, the United States, or any other culture that falls to the left of Spain on the scale, then Spain is relationship-based in comparison to your own culture. However, if you come from India, Saudi Arabia, Angola, or China, then Spain is very task-based indeed—again, in comparison to your own culture

So cultural relativity is the key to understanding the impact of culture on human interactions. If an executive wants to build and manage global teams that can work together successfully, he needs to understand not just how people from his own culture experience people from various international cultures, but also how those international cultures perceive one another.