[Workshop] Cultural Compass Navigating Diversity in the Workplace

I love talking about cultures and their impact on our work environment. I am glad that I managed to open the door to dialogue and arouse curiosity with this workshop.

This presentation is part of a workshop about
👉 Practical application of cultural understanding within a professional setting that involves leveraging cultural awareness to enhance communication, collaboration, and conflict resolution among team members.
👉 Master effective strategies for navigating cultural diversity in your professional life.
👉Gain practical insights and tools from an experienced agile coach.

1. Cultural CompassCultural Compass
Gözde Berberoğlu ÖzenGözde Berberoğlu Özen
Navigating DiversityNavigating Diversity in the Workplace in the Workplace

2. Your earrings are so
pretty!

3. Move around the room until you hear
the bell
Form groups of 3 people
I’ll reveal the question
Every person will have 30 seconds to
answer the question
When you see my hand is raised it
means that time is up!
Repeat the same steps until we finish
the questions
Pro tip: Find someone you haven’t
met before or rarely spoke

4. How do you greet each other in
your culture? Hand shake-hug-
kiss? What is acceptable?
?? ?? ??

5. How do you celebrate a
birthday in your
culture? (Who
organizes what, how
gift is exchanged?...)
?? ?? ??

6. ??
How do you gain trust in
your culture?
?? ??

7. ??
Is speaking frankly a gift or
a slap in the face in your culture?
?? ??

8. What are the attitudes towards hierarchy,
communication styles, work-life balance, and
expectations regarding punctuality and deadlines
when it comes to the workplace in your culture?
?? ?? ??

9. The Culture Map enables an easy visual
comparison of the various cultures
represented in your team
Pointing out similarities and differences
will help you identify invisible boundaries
As you build your own awareness, you will
be better able to act as a cultural bridge
The cultural and individual diversity can
become your team's greatest asset

10. 8 Scales to help8 Scales to help
understand andunderstand and
navigate culturalnavigate cultural
differencesdifferences
Each scale represents a
spectrum of behaviors and
preferences that can vary
significantly across
cultures.

11. Good to know about the scalesGood to know about the scales
Don't assume behavior based on culture, but
recognize its impact on worldview.
These aren’t graded low to high. Each
endpoint has a value from its own
perspective.
Understanding these scales helps decode
cultural influence on international
collaboration and avoid conflicts.

12. Exercise: Culture MappingExercise: Culture Mapping
As I explain each scale, add your initials on the scale
We’ll debrief everything at the end
There is no right or wrong, it’s your perspective ;)
TIMEBOX
15 MINS

13. CommunicationCommunication
Low-Context High-Context
Good communication is precise,
simple and clear.
Messages are straightforward
and explicit.
Repetition is appreciated if it
helps clarify the
communication.
Good communication is
sophisticated, nuanced and
layered.
Messages are both spoken and
read between the lines.
Messages are often implied but
not plainly expressed.

14. High-Context
Low-Context
“Say what you
mean and mean
what you say”
“Listen to the
air”
Low-Context culture, usually
Has a few hundred years of shared
history
More individual
Shaped by immigrants - different
histories/languages/backgrounds
May receive a high-context
communicator as secretive and lacking
transparency
High-Context culture, usually
Has a long shared history
Relationship-oriented societies
Generation-to-generation shared
context
May receive a low-context
communicator as inappropriately
stating the obvious and patronizing
“Say something
without saying
it”

15. CommunicationCommunication

16. EvaluatingEvaluating
Direct negative feedback Indirect negative feedback
Provided frankly, bluntly,
honestly.
Stand alone, not softened by
positive ones.
Criticism is clear and specific.
Criticism may be given to an
individual in front of a group.
Negative feedback to a
colleague is provided softly,
subtly, diplomatically.
Positive messages are used to
wrap negative ones.
Criticism is given only in private.

17. EvaluatingEvaluating

18. LeadingLeading
Egalitarian Hierarchical
The ideal distance between a boss
and a subordinate is low.
The best boss is a facilitator
among equals.
Organizational structures are flat.
Communication often skips
hierarchical lines.
The ideal distance between a boss
and a subordinate is high.
The best boss is an authority
figure, status is important.
Organizational structures are
multilayered and fixed.
Communication follows set
hierarchical lines.

19. LeadingLeading

20. DecidingDeciding
Consensual Top-down
Decisions are made through group
consensus and collaboration, with
an emphasis on group agreement.
Decisions are made by individuals
in authority, and instructions are
expected to be followed with less
group input.

21. DecidingDeciding

22. TrustingTrusting
Task-based Relationship-based
Trust is built through professional
competence, accomplishments,
and reliability.
You do good work consistently,
you are reliable, I enjoy working
with you, I trust you.
Trust is built through personal
relationships, social connections, and
shared experiences.
I've seen who you are at a deep level,
I've shared personal time with you, I
know others well who trust you, I
trust you.

23. TrustingTrusting

24. DisagreeingDisagreeing
Confrontational Avoids confrontation
Disagreement and debate are
positive for the team or
organization.
Open confrontation is appropriate
and will not negatively impact the
relationship.
Disagreement and debate are
negative for the team or
organization.
Open confrontation is inappropriate
and will break group harmony or
negatively impact the relationship.

25. DisagreeingDisagreeing

26. SchedulingScheduling
Linear-time Flexible-time
Project steps are approached in a
sequential fashion, completing
one task before beginning the
next.
One thing at a time. No
interruptions.
The focus is on the deadline and
sticking to the schedule.
Project steps are approached in a
fluid manner, changing tasks as
opportunities arrive.
Many things are dealt with at once
and interruptions accepted.
The focus is on adaptability, and
flexibility is valued over organization.

27. SchedulingScheduling

28. PersuadingPersuading
Principles-first Applications-first
Start with theories, concepts, and
general principles before moving
to practical applications, facts,
statements, or opinion.
Start with practical examples,
concrete cases, and data before
moving to underlying principles and
theories.

29. PersuadingPersuading

30. Pick two scales from your board that have
the biggest gap and discuss:
What are the advantages and
disadvantages of these differences
for the group?
How might these concepts impact
your team's collaboration?
What can we do to be more effective,
given these differences?
Write your strategies in stickies
One item per sticky
Let'sLet's
Brainstorm!Brainstorm!

31. StrategiesStrategies
Be flexible and respectful while still staying
true to your core values and principles

32. CommunicationCommunication
Working with people from “Low-
Context” cultures
Working with people from “High-
Context” cultures
Be transparent, clear, and specific.
Avoid reading between the lines;
ask for clarification when needed.
Recap agreements to ensure
mutual understanding.
Don’t be overly polite; ask
necessary questions to grasp the
context.
Practice listening more carefully.
Listen to what is meant, not only
said.
Pay attention to body language.
Ask open-ended questions
Clarify when you are not sure you
understood the message.
Don’t assume bad intention

33. EvaluatingEvaluating
Working with people from “Direct
negative feedback” cultures
Working with people from “Indirect
negative feedback” cultures
Be clear, concise, and direct. Avoid
sugar-coating your message.
Keep criticism focused on work-
related issues, not personal
attributes.
Highlights areas for improvement
and provides constructive
suggestions.
Use a more diplomatic and tactful
approach. Soften your language.
Cushion the negative feedback by
starting with a positive one.
Be aware of and sensitive to non-
verbal signals,

34. LeadingLeading
Working with people from
“Egalitarian” cultures
Working with people from
“Hierarchical” cultures
Go directly to the source if. you
need information. No need to talk
to the boss.
Think twice before copying the
boss
Easily skip hierarchical levels.
Recognise and respect the
hierarchy.
Understand and follow the
etiquette
No level-hoping
Communicate with people at your
level.

35. DecidingDeciding
Working with people from
“Consensual” cultures
Working with people from
“Top-down” cultures
The process will take longer
Be patient and committed to the
group decision
Focus on the quality and
completeness of the information
Remember that decisions made are
difficult to change.
The boss will make the decisions
Follow the decision, even if you were
not consulted or your idea was
rejected.
If you are in charge strive for a fast
decision.
As more information emerges
decisions will be adjusted

36. TrustingTrusting
Working with people from
“Task-based” cultures
Working with people from
“Relationship-based” cultures
Keep professional and personal
lives separate.
Show consistency in your
accomplishments
Don’t spend too much time on non-
professional events
Don’t assume a deep conversation
is indicative of a deep relationship.
Build on common interests.
In social situations, don’t be afraid
to get personal and share stories
about your life. Be authentic.
Join the crowd. When your team is
relaxing and letting go, join in.
Sharing meals and drinks can get
you a new business partner.

37. DisagreeingDisagreeing
Working with people from
“Confrontational” cultures
Working with people from
“Avoids confrontation” cultures
Don’t assume that disagreement
with an idea equals disagreement
with you.
Challenging your ideas doesn’t
mean that people don’t respect or
appreciate you.
If you’re the boss, don’t join the
meeting.
Conduct meetings before the meeting
where you present your idea.
Avoid upgraders (“Absolutely”,
“totally”, “completely“) and employ
downgraders (“sort of”, “kind of”,
“slightly”, “partially“).

38. SchedulingScheduling
Working with people from
“Linear-time” cultures
Working with people from
“Flexible-time” cultures
Respect deadlines, and arrive on time
for meetings and prioritize tasks
accordingly
Provide clear agendas in advance
Consistently follow through on
commitments within the agreed-
upon timeframes to build trust and
reliability.
Allow spontaneity and flexibility in
plans and timelines.
Be open to last-minute changes
Prioritize building relationships,
and valuing personal connections.
Practice Patience
Value Quality over Speed

39. PersuadingPersuading
Working with people from
“Principles-first” cultures
Working with people from
“Applications-first” cultures
Spend some time explaining your
hypothesis, methodology, even
some details on the research you
did
Assume that incidences in one
situation don’t necessarily apply to
other situation.
Start with practical examples, case
studies, or real-life applications
Support your argument with
empirical data, statistics
Provide Step-by-Step Guidance
Engage in Hands-On
Demonstrations

40. PersuadingPersuading
If you have a mixed audience
Cycle back and forth between theoretical principles to practical examples
This scale applies to Western environments. Asian cultures are considered as Holistic
Take time to explain the big picture,
Show how the pieces fit together, make sure everyone understands what others are
working on.
Focus on the team goal, rather than individual goals and incentives.

41. Strategies inStrategies in
ActionAction

42. Imagine that your team
members from Spain, India
and Turkey. Your manager is
from Germany. You spent 2
hours during the lunch.
What are the possible
consequences?

43. If you need to give negative
feedback to your Chinese
colleague as a Danish, what
would you do?

44. A corporate culture comparison of Microsoft Xbox, Mercedes-Benz R&D, Netflix, and Google
based on personal experience, using the Culture Map framework by Erin Meyer. (*)
(*) https://www.i4design.com/chickenscratch/2018/3/18/corporate-culture-map

45. Last wordsLast words
Find the strengths in the
cultural differences: how
can you learn from the
other system and work
best with it
Adapting the behavior
based on whom you
talking to does not mean
compromising yourself,
it means choosing the
appropriate reaction
from the behavior library
and reacting accordingly
Encourage dialogue by
asking open-ended
questions that allow the
other person to express
their thoughts and
concerns

46. Thank you forThank you for
listening!listening!
Gözde Berberoğlu ÖzenGözde Berberoğlu Özen

47. CreditsCredits
References
Erin Meyer’s Culture Map
i4design.com
Increase Your Team’s Performance
with The Culture Map
Images:
Freepik
Canva