Typical Ethnocentrism
Labels: ethnocentrism
Random discussion on business and culture.
Labels: ethnocentrism
Labels: bill gates, culture, greeting, obama
Labels: crisis, customer service, Hong Kong, non-crisis, taxi
“I think I saw you at the Delhi airport,” I said to the woman sitting next to me on the flight from Amsterdam to Minneapolis. After confirming that she, indeed, was making the air-o-than of nine hours from DEL to AMS; nine hours from AMS to MSP, she told me that it was her first trip to the sub-continent. When she learned I taught cultural anthropology and had visited India often, she had a lot of questions.
Working for a large multi-national corporation, this trip took her to Chennai to visit engineers. She was in the country less than a week, though she said she found the India interesting and her experience positive, there were some cultural issues that had her confused.
“There was one engineer in the company in Chennai that was clearly smart and had great potential for advancement. We pressed the manager of the company to allow this junior employee to get additional training to enhance his skills, but the manager never granted permission for such training.
Why?
“We were told , by another employee, that it would not look if a junior employee had more advanced training than the manager.”
There is nothing more important in India than status and role. Status is often due to caste ranking. Ascribed status is seldom coupled with achievement, and to have an employee of lower status to rise in the ranks though achievement is a cultural impossibility.
“Another thing we could not figure out,’ she continued was their ‘head wagging.’ My colleague from the U.S. was really upset with this behavior and complained that he thought the Indians were ‘blowing me off,’ with their head wagging.”
I smiled and told her that’s the way south Indians show agreement. They weren’t disagreeing with the American, they were actually showing they were understanding and agreeing with what he had to say.
She laughed when I explained the meaning of the Indian head bobble and said, “I can’t wait to tell my colleague as he was really upset with the whole experience.”
“Doesn’t your company not offer any cross-cultural training for your employee’s?”
“Some,” she answered, “but not much.”
I did a bit of a head wobble myself as I got off the plane, but not in agreement, with my travel companion, but in dismay. With all the money multi-nationals spend for global business, it looks like they would spend a little time and money teaching their employees how to communicate and understand people of other cultures. Cultural anthropology is not important for people going to work with tribals in the jungles of Africa but for multi-nationals companies seeking ways to enhance their business in a global working environment.
About this time last year my 90-year old father was becoming a physical challenge for my 86-year old mother. They lived in an apartment and with each passing day dad’s ability to walk, feed and bathe himself was declining. Some members of the family wanted to immediately move dad into a nursing home, but since I was given the charge to determine their medical decisions I was reluctant to move him into a full care facility. Why? My mother was not ready to be separated from dad and, being a very proud man, dad would have resented such a move.
Visibly angry I was taken to task by one member of the family who told me in no uncertain terms that, “No decision IS a decision.” I’ve thought a lot about the statement over the past year. Is no decision a decision? I have come to the conclusion that the decision was not the issue, but the timing of the decision. The decision was a predetermined conclusion. There indeed would be a time when mom could no longer take care of dad and he would need full time care. But the issue was when, not what and the conflict rose because of timing, not substance. One person wanted immediate action, the other person, me, wanted to wait.
The hallmark of American business people is their quick decisions. I’ve heard most of my life that the characteristic of a leader is one who makes quick and decisive decisions. It is actually a flaw in character, perceived by some, that if someone does not make a decision that somehow they are weak or cowardice. No decision IS a decision, they are told. But is that true?
“If you love me you will marry me now,” a boy says to the girl. She does indeed love him and, yes would like to marry him, but now? If she says let's wait awhile is she making a decision on marriage or timing?
In many of the countries I have worked decisions are often a slow process for two reasons. One is consensus, the bringing on board as many people as possible before a decision is made. Consensus drives American leaders crazy. “Just do it, for heavens sake,” they scream. “You don’t have to take a poll, just make a decision.” What these “deciders” don’t realize is that making independent decisions in their context is rude, arrogant and self-serving.
The other reason for going slow in making a decision in other cultures is because of family considerations. Whether it is making the decision in marriage, where to go to school or a business deal the family structure is often so tight that individual decision making is unheard of. As one Korean leader stated recently, “Americans focus on projects rather than people.” That’s being kind. In many situations American leaders believe that the project is more important than people, regardless of family concerns.
Though often a laborious process, if one is working in an egalitarian or hierarchal social environment it’s best that the foreign leader learn the rules of decision making before going in and making a demand for a ruling. To be a decider may make you feel efficient, but in the process you may well destroy your legitimacy.
Dad fell ill a few weeks after the family confrontation, which required he be hospitalized. It was at that time I made the decision for dad to be transferred into a nursing facility. The timing was perfect as mom was able to recognize her inabilities to take care of dad and, for dad, his transfer from the VA hospital to the Veterans home was almost seamless and he was able to accept the decision. The decision was never the issue and we all knew it would be a tough decision. Waiting for the proper time may not have been “efficient” for some, but it was the right decision at the right time.In a recent article in the American Ethnologist (2010:617-637), Materializing piety: Gendered anxieties about faithful consumption in contemporary urban Indonesia, author Carla Jones writes about piety among Muslim women and the wearing of the jibab (scarf and floor length dress). Jones describes the tension within a devout Muslim society and modernization, fashion and piety.
Since the events of 9/11/2001 Muslims throughout the world have been more aware of the symbols of their religion, not only within their own culture but also to the non-Muslim world. There was a time when young women considered wearing the jibab as something that was a necessary devotion to piety, sometimes forced upon them, most of the time merely an expectation by the norms of religious practice. Today the jibab and other symbols of Islamic religion is giving way to the market as entrepreneurs capitalize on the yield toward fashion and consumption while at the same time promoting fashion symbols as a means for piety.
“The Islamic lifestyle and the Islamic market segment encompass an almost limitless variety of goods and services. From CD’s and MP3 recordings of sermons, halal fast food and the Islamic finance to hajj packages, hajj gold, religious ringtones, themed weddings, gated Islamic housing communities, and even fesyen Islami (Islamic fashion, including socks, gloves and makeup), what one might generally gloss as religiously identified commercial offerings cover the spectrum from high to low consumer culture” (617).
Piety consumption is certainly not only an Islamic market phenomenon. Hindus, Buddhist and most certainly Christians integrate commerce and faith as well. Go to the average Bible book store and you will see nearly as many trinkets (pictures, plagues, CD’s, DVD’s, wrist bands and bumper stickers) as there are books. Christians are more verbal with their faith than outward attire, but where there is faith there will be someone who can manipulate devotion into profit.
Manufacturing is the engine for economic growth, but so, too, are goods and services. If there were no religion, the world would still build and produce products. But, thanks to faith, there is, as Marx suggested, a link to religion, materialism, capitalism and consumption. The jibab, the plastic idol of Ganesh, yoga books and classes, the gold crucifix or the porcelain image of Mary; the edifices of the giant Mosques, Golden Temples and Cathedrals, all point to a capitalist transubstantiation to the Divine. Perhaps Jesus had no place to lay His head; Buddha may have renounced all human impulses and the founder of Jainism, Mahavira, may have rejected all creature comforts, including clothing. Nevertheless, the faithful still pay big bucks, yen, rupees and pesos to be fashionably pious.