PROBLEM-SOLVING

Problem solving and intercultural assignments

Trompenaars and Hampden-Turner (1998, p. 6) describe culture as, “…the way in which a group of people solves problems and reconciles dilemmas.” In this chapter, we will describe five influences that govern how those within a culture tend to approach relationships with people (p. 8) as well as describe differences in orientation to time and nature. These influences in turn affect how a dilemma is framed as a problem and how then it is approached (p. 8).

The influences impacting relationship with people include: Universalism versus particularism; Individualism versus communitarianism; Neutral versus emotional; Specific versus diffuse; and, Achievement versus ascription (Trompenaars & Hampden-Turner, 1998, p. 8).

//Cultural influence continuums//

To be successful in an intercultural assignment, it is helpful to assess where upon these continuums the culture lies. The following can be a useful guide in determining how problems might be solved with the following influences:

Cultural influence continuum: the role of relationships ß -- à
 * Influence || Problem solving tendency/strategies || versus || Influence || Problem solving tendency/strategies ||
 * Universalism || Applying rules; deviation from rules is perceived as a threat to the order of society (Trompenaars & Hampden-Turner, 1998, p. 31).

Possible problem solving strategy: use of legal contracts (p. 49). ||  || Particularism || By exception, related to the relationship involved. The special relationship involved drives the behavior, regardless of the rules (p. 31).

Possible problem solving strategy: Legal contracts are easily modified to fit the circumstances (p. 49). ||
 * Individualism || Start with what is desired individually, then negotiate differences (p. 51).

Possible problem solving strategy: Quick decisions made by representatives (p. 68). ||  || Communitarianism || Consider the needs of the community first, then determine how individuals can support these needs (p. 59).

Possible problem solving strategy: Decisions deferred back to others in the organization (p. 68). ||
 * Neutral || Controlled, subdued feelings (p. 70)

Possible problem solving strategy: Statements read in monotone to hide emotional reaction (p. 80). ||  || Emotional || Emotions openly demonstrated, seeking an outlet for feelings (p. 70).

Possible problem solving strategy: Thoughts and emotions telegraphed through touching, gesturing, verbal and non-verbal means (p. 80). ||
 * Specific || Relationships are negotiated based on the specific nature of the interaction. For instance, a boss is only a boss at work – not to be deferred to elsewhere (p. 83).

Possible problem solving strategy: Direct conversation; blunt and to the point in interactions (p. 103). ||  || Diffuse || Status that is afforded one by nature of his work (or other) role is applied in other arenas of life. A boss at work might be deferred to in unrelated settings or topics (p. 83)

Possible problem solving strategy: “Evasive, tactful, ambiguous, even opaque” (p. 103.) ||
 * Achievement || Status determined and applied based on achievements (p. 105).

Possible problem solving strategy: “Decisions are challenged on technical and functional grounds” p. 122. ||  || Ascription || Status determined and applied based by age, gender, education, etc. (p. 105).

Possible problem solving strategy: “Decisions are challenged by people with higher authority” (p. 122). || (Trompenaars & Hampden-Turner, 1998)

Understanding where another culture might place the emphasis on each of these points can allow an individual to anticipate reactions and more easily negotiate problems which might arise when different points on the continuum clash.

Cultures also differ in time orientation and relationship with the environment (Trompenaars & Hampden-Turner, 1998, p. 10). The following reference chart demonstrates these continuums and how problem solving might be approached in each circumstance:

Cultural influence continuum: time orientation ß -- à
 * Time Orientation and possible problem solving strategy: || Time Orientation and possible problem solving strategy: || Time Orientation and possible problem solving strategy: ||
 * Past focused: Tendency to talk about history or family and business. Show respect to ancestors (Trompenaars & Hampden-Turner, 1998, p. 142).

Possible problem solving strategy: Base current and future work upon the foundation of past successes (p. 136). || Present focused: Tendency to talk about the immediate impact or enjoyment of an undertaking (p. 142).

Possible problem solving strategy: Emphasizing the “here and now” (p. 142). || Future focused: Tendency to exhibit great enthusiasm for future projects, planning, strategizing (p. 142).

Possible problem solving strategy: Present and leveraged for future return (p. 142). || (Trompenaars & Hampden-Turner, 1998)

Cultural Influence continuum: Orientation to Nature ß -- à
 * Orientation to Nature and possible problem solving strategy: || Orientation to Nature and possible problem solving strategy: ||
 * Control of nature: Tendency to be internally controlled – the sense that the environment can be mastered (Trompenaars & Hampden-Turner, 1998, p. 145).

Possible problem solving strategy: Dominating attitude toward nature or “others” who impede progress (p. 155, p. 159). || Adapt to Nature: Tendency to adapt to external forces p. 145).

Possible problem solving strategy: Demonstrating a flexible attitude – maintaining harmony and finding sensible compromise (p. 159). ||

The purpose of the section is not to provide a one-size fits all approach to identifying cultural bias on each of these dimensions. People are individuals, as well as residents of various culture. However, by understanding the shades of differences in culture, and the corresponding influence on problem solving, an intercultural traveler may be better prepared to navigate these new, rich experiences.