I came across this post by Bob Hayward in which he posed some interesting thoughts on how different cultures affect communication and therefore work environment and work relationships.
This reminded me of our first contract to deliver 360 degree feedback. Within the first 3 months of setting up, we were supporting users in the USA and Asia, as well as across Europe. The differences were not really unexpected: In America, feedback was encouraged and very open. Candidates asked for feedback from many colleagues – often as many as the system allowed. In Asia, however, the opposite happens. Reviewers are very careful in their feedback in order to avoid offending. Candidates select far fewer reviewers; sometimes only just the minimum.
What we learned very quickly was that adapting our support style to the culture of the user delivered far better end results for the client. When we start a 360 degree feedback project, we take culture into consideration right from the outset, and initiate the actions we know will provide the best fit style of support for the client. This is only possible because we provide very personal levels of support for all our project – even the biggest. We take the user experience very seriously and wouldn’t consider using a call centre-type operations or automated support to answer our clients’ queries.
It goes beyond national cultures as well. Company culture makes a big difference and there we can use similar methods to change the support we provide once we know exactly what will deliver a better result for our clients. So, some organisations are super-efficient and want fast results, while others are slower and more considered in style, and for them providing enough time and making sure everyone feels absolutely comfortable every step of the way is the key to success.
Naturally, the best outcome in our view, is one which combines efficiency and happy users.
Article by Vandy Massey
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