{"id":1450,"date":"2019-08-16T09:10:05","date_gmt":"2019-08-16T16:10:05","guid":{"rendered":"https:\/\/opentextbc.ca\/projectmanagement\/chapter\/chapter-6-culture-and-project-management-project-management\/"},"modified":"2023-02-01T11:23:45","modified_gmt":"2023-02-01T19:23:45","slug":"chapter-6-culture-and-project-management-project-management","status":"publish","type":"chapter","link":"https:\/\/opentextbc.ca\/projectmanagement\/chapter\/chapter-6-culture-and-project-management-project-management\/","title":{"raw":"6. Culture and Project Management","rendered":"6. Culture and Project Management"},"content":{"raw":"Click play on the following audio player to listen along as you read this section.\r\n\r\nhttps:\/\/media.bccampus.ca\/id\/0_soyqcnlg?width=608&amp;height=70&amp;playerId=23449753\r\n<h1>What Is Organizational Culture?<\/h1>\r\nWhen working with internal and external customers on a project, it is essential to pay close attention to relationships, context, history, and the corporate\u00a0culture. Corporate culture refers to the beliefs, attitudes, and values that the organization\u2019s members share and the behaviours consistent with them (which they give rise to). Corporate culture sets one organization apart from another, and dictates how members of the organization will see you, interact with you, and sometimes judge you. Often, projects too have a specific culture, work norms, and social conventions.\r\n\r\nSome aspects of corporate culture are easily observed; others are more difficult to discern. You can easily observe the office environment and how people dress and speak. In one company, individuals work separately in closed offices; in another, teams may work in a shared environment. The more subtle components of corporate culture, such as the values and overarching business philosophy, may not be readily apparent, but they are reflected in member behaviours, symbols, and conventions used.\r\n<h1>Project Manager\u2019s Checklist<\/h1>\r\nOnce the corporate culture has been identified, members should try to adapt to the frequency, formality, and type of communication customary in that culture. This adaptation will strongly affect project members\u2019 productivity and satisfaction internally, as well as with the client organization.\r\n<ul>\r\n \t<li>Which stakeholders will make the decision in this organization on this issue? Will your project decisions and documentation have to go up through several layers to get approval? If so, what are the criteria and values that may affect acceptance there? For example, is being on schedule the most important consideration? Cost? Quality?<\/li>\r\n \t<li>What type of communication among and between stakeholders is preferred? Do they want lengthy documents? Is \u201cshort and sweet\u201d the typical standard?<\/li>\r\n \t<li>What medium of communication is preferred? What kind of medium is usually chosen for this type of situation? Check the files to see what others have done. Ask others in the organization.<\/li>\r\n \t<li>What vocabulary and format are used? What colours and designs are used (e.g.,\u00a0at Hewlett-Packard, all rectangles have curved corners)?<\/li>\r\n<\/ul>\r\n<h1>Project Team Challenges<\/h1>\r\nToday\u2019s globally distributed organizations (and projects) consist of people who have differing\u00a0\u201cworldviews.\u201d <em>Worldview<\/em> is a looking glass through which people see the world as Bob Shebib describes: \u201c[It is] a belief system about the nature of the universe, its perceived effect on human behaviour, and one\u2019s place in the universe. Worldview is a fundamental core set of assumptions explaining cultural forces, the nature of humankind, the nature of good and evil, luck, fate, spirits, the power of significant others, the role of time, and the nature of our physical and natural resources\u201d\u00a0(Shebib, 2003, p. 296).\r\n\r\nIf, for example, a Canadian manager is sent to India to manage an R&amp;D team or a joint venture, they are\u00a0likely to have to \u201c[cope] with eco-shock or the physiological, psychological, and social reaction to a new assignment ecology.\u201d Hanging a\u00a0shingle in a fluid and culturally diverse organization, project team, and work culture, a project manager\u00a0may find new working relationships and hidden challenges have significant implications for performance and knowledge exchange \u2013 for the manager and colleagues at home and in the host country.\r\n\r\nIn most situations, there is simply <b>no<\/b> substitute for having a well-placed person from the host culture to guide the new person through the cultural nuances of getting things done. In fact, if this \"intervention\" isn\u2019t present, it is likely to affect the person\u2019s motivation or desire to continue trying to break through the cultural (and other) barriers. Indeed, optimal effectiveness in such situations requires learning of cultures in developing countries or international micro-cultures and sharing perceptions among the culturally diverse task participants on how to get things done. Project leaders require sensitivity and awareness of multicultural preferences. The following broad areas should be considered:\r\n<ul>\r\n \t<li>Individual identity and role within the project versus family of origin and community<\/li>\r\n \t<li>Verbal and emotional expressiveness<\/li>\r\n \t<li>Relationship expectations<\/li>\r\n \t<li>Style of communication<\/li>\r\n \t<li>Language<\/li>\r\n \t<li>Personal priorities, values, and beliefs<\/li>\r\n \t<li>Time orientation<\/li>\r\n<\/ul>\r\nThere are many interpersonal dynamics and intra-project challenges faced by a globally distributed team. Individual members and the team itself requires important social supports to mitigate uncertainty, conflict, motivational challenges, culture shock, and the more-encompassing eco-shock that comes from facing head-on the unfamiliar and diverse situations consistent with a different cultural and geographically\u00a0distributed context.\r\n\r\nDiverse and globally distributed project teams (i.e., different ethnic cultures, genders, ages, and functional capabilities), often working on complex projects spanning multiple time zones, geography, and history, and operating with tight deadlines in cost-conscious organizations, need to make time and resources available to physically meet each other, and connect (at the very least) at a formal \"kick-off\" meeting. Especially when working with team members from high-context cultures, it is essential to meet face-to-face, discover member\u2019s individual identities and cultural preferences, share professional knowledge and personal stories, and observe critical verbal and non-verbal cues (that may not easily be observed online, or on the telephone). This is key to establishing a safer climate and building trust for stronger relationships among both team members and management.\r\n<h1>Dealing with Conflict<\/h1>\r\nThe question isn\u2019t whether, when, or \u00a0with what frequency conflict will occur\u00a0among intercultural team members \u2014 or what will create the conflict. If a team wants to overcome (or harness) conflict for effectiveness and productivity, the question is how to navigate and resolve the conflicts. Conflict that springs from diversity can actually assist the team in completing complex problem solving. However, if not navigated successfully, it can create relationship strain and derail achievement due to increased difficulties in communication and coordination.\r\n\r\nAs the global marketplace continues its rapid expansion, researchers are increasingly turning their attention to the issue of conflict management. Differing social and cultural values don\u2019t necessarily increase the number of conflicts a team will experience, but they can have an impact on how conflicts are\u00a0managed and resolved. Cultural awareness is needed for understanding and appreciating others\u2019 values and behavioural norms. Without that, foreign assignments will become an overwhelming challenge. Self-awareness and skill development can aid in resolving the problematic conflict arising from cultural differences to help a\u00a0team maintain good relations and remain productive.\r\n<h3>References<\/h3>\r\nShebib, B. (2003). Choices: Interviewing and Counselling Skills for Canadians, 2nd edition, Pearson Education Canada Inc.\r\n<h3>Text Attributions<\/h3>\r\nThis chapter was adapted Adrienne Watt from the following source:\r\n<ul>\r\n \t<li>Text was adapted from \u201cCulture and Project Management\u201d in <em><a href=\"http:\/\/archive.org\/stream\/ost-business-projectmanagementforallcareersedition2\/ProjectManagementforAllCareersEdition2_djvu.txt\" target=\"_blank\" rel=\"noopener\">Project Management for Skills for All Careers<\/a><\/em> by Project Management Open Resources and TAP-a-PM. \u00a0Licensed under a <a href=\"https:\/\/creativecommons.org\/licenses\/by\/3.0\/\" rel=\"noopener\">CC BY 3.0 licence<\/a>.<\/li>\r\n<\/ul>","rendered":"<p>Click play on the following audio player to listen along as you read this section.<\/p>\n<p><iframe loading=\"lazy\" id=\"kaltura_player\" title=\"Chapter 6 - Culture and Project Management\" src=\"https:\/\/api.ca.kaltura.com\/p\/148\/sp\/14800\/embedIframeJs\/uiconf_id\/23449753\/partner_id\/148?iframeembed=true&#38;playerId=kaltura_player&#38;entry_id=0_soyqcnlg&#38;flashvars[leadWithHTML5]=true&#38;flashvars[streamerType]=auto&#38;flashvars[localizationCode]=en&#38;flashvars[sideBarContainer.plugin]=true&#38;flashvars[sideBarContainer.position]=left&#38;flashvars[sideBarContainer.clickToClose]=true&#38;flashvars[chapters.plugin]=true&#38;flashvars[chapters.layout]=vertical&#38;flashvars[chapters.thumbnailRotator]=false&#38;flashvars[streamSelector.plugin]=true&#38;flashvars[EmbedPlayer.SpinnerTarget]=videoHolder&#38;flashvars[dualScreen.plugin]=true&#38;flashvars[Kaltura.addCrossoriginToIframe]=true&#38;wid=0_irh3ntl2\" width=\"608\" height=\"70\" allowfullscreen=\"allowfullscreen\" sandbox=\"allow-downloads allow-forms allow-same-origin allow-scripts allow-top-navigation allow-pointer-lock allow-popups allow-modals allow-orientation-lock allow-popups-to-escape-sandbox allow-presentation allow-top-navigation-by-user-activation\" frameborder=\"0\"><\/iframe><\/p>\n<h1>What Is Organizational Culture?<\/h1>\n<p>When working with internal and external customers on a project, it is essential to pay close attention to relationships, context, history, and the corporate\u00a0culture. Corporate culture refers to the beliefs, attitudes, and values that the organization\u2019s members share and the behaviours consistent with them (which they give rise to). Corporate culture sets one organization apart from another, and dictates how members of the organization will see you, interact with you, and sometimes judge you. Often, projects too have a specific culture, work norms, and social conventions.<\/p>\n<p>Some aspects of corporate culture are easily observed; others are more difficult to discern. You can easily observe the office environment and how people dress and speak. In one company, individuals work separately in closed offices; in another, teams may work in a shared environment. The more subtle components of corporate culture, such as the values and overarching business philosophy, may not be readily apparent, but they are reflected in member behaviours, symbols, and conventions used.<\/p>\n<h1>Project Manager\u2019s Checklist<\/h1>\n<p>Once the corporate culture has been identified, members should try to adapt to the frequency, formality, and type of communication customary in that culture. This adaptation will strongly affect project members\u2019 productivity and satisfaction internally, as well as with the client organization.<\/p>\n<ul>\n<li>Which stakeholders will make the decision in this organization on this issue? Will your project decisions and documentation have to go up through several layers to get approval? If so, what are the criteria and values that may affect acceptance there? For example, is being on schedule the most important consideration? Cost? Quality?<\/li>\n<li>What type of communication among and between stakeholders is preferred? Do they want lengthy documents? Is \u201cshort and sweet\u201d the typical standard?<\/li>\n<li>What medium of communication is preferred? What kind of medium is usually chosen for this type of situation? Check the files to see what others have done. Ask others in the organization.<\/li>\n<li>What vocabulary and format are used? What colours and designs are used (e.g.,\u00a0at Hewlett-Packard, all rectangles have curved corners)?<\/li>\n<\/ul>\n<h1>Project Team Challenges<\/h1>\n<p>Today\u2019s globally distributed organizations (and projects) consist of people who have differing\u00a0\u201cworldviews.\u201d <em>Worldview<\/em> is a looking glass through which people see the world as Bob Shebib describes: \u201c[It is] a belief system about the nature of the universe, its perceived effect on human behaviour, and one\u2019s place in the universe. Worldview is a fundamental core set of assumptions explaining cultural forces, the nature of humankind, the nature of good and evil, luck, fate, spirits, the power of significant others, the role of time, and the nature of our physical and natural resources\u201d\u00a0(Shebib, 2003, p. 296).<\/p>\n<p>If, for example, a Canadian manager is sent to India to manage an R&amp;D team or a joint venture, they are\u00a0likely to have to \u201c[cope] with eco-shock or the physiological, psychological, and social reaction to a new assignment ecology.\u201d Hanging a\u00a0shingle in a fluid and culturally diverse organization, project team, and work culture, a project manager\u00a0may find new working relationships and hidden challenges have significant implications for performance and knowledge exchange \u2013 for the manager and colleagues at home and in the host country.<\/p>\n<p>In most situations, there is simply <b>no<\/b> substitute for having a well-placed person from the host culture to guide the new person through the cultural nuances of getting things done. In fact, if this &#8220;intervention&#8221; isn\u2019t present, it is likely to affect the person\u2019s motivation or desire to continue trying to break through the cultural (and other) barriers. Indeed, optimal effectiveness in such situations requires learning of cultures in developing countries or international micro-cultures and sharing perceptions among the culturally diverse task participants on how to get things done. Project leaders require sensitivity and awareness of multicultural preferences. The following broad areas should be considered:<\/p>\n<ul>\n<li>Individual identity and role within the project versus family of origin and community<\/li>\n<li>Verbal and emotional expressiveness<\/li>\n<li>Relationship expectations<\/li>\n<li>Style of communication<\/li>\n<li>Language<\/li>\n<li>Personal priorities, values, and beliefs<\/li>\n<li>Time orientation<\/li>\n<\/ul>\n<p>There are many interpersonal dynamics and intra-project challenges faced by a globally distributed team. Individual members and the team itself requires important social supports to mitigate uncertainty, conflict, motivational challenges, culture shock, and the more-encompassing eco-shock that comes from facing head-on the unfamiliar and diverse situations consistent with a different cultural and geographically\u00a0distributed context.<\/p>\n<p>Diverse and globally distributed project teams (i.e., different ethnic cultures, genders, ages, and functional capabilities), often working on complex projects spanning multiple time zones, geography, and history, and operating with tight deadlines in cost-conscious organizations, need to make time and resources available to physically meet each other, and connect (at the very least) at a formal &#8220;kick-off&#8221; meeting. Especially when working with team members from high-context cultures, it is essential to meet face-to-face, discover member\u2019s individual identities and cultural preferences, share professional knowledge and personal stories, and observe critical verbal and non-verbal cues (that may not easily be observed online, or on the telephone). This is key to establishing a safer climate and building trust for stronger relationships among both team members and management.<\/p>\n<h1>Dealing with Conflict<\/h1>\n<p>The question isn\u2019t whether, when, or \u00a0with what frequency conflict will occur\u00a0among intercultural team members \u2014 or what will create the conflict. If a team wants to overcome (or harness) conflict for effectiveness and productivity, the question is how to navigate and resolve the conflicts. Conflict that springs from diversity can actually assist the team in completing complex problem solving. However, if not navigated successfully, it can create relationship strain and derail achievement due to increased difficulties in communication and coordination.<\/p>\n<p>As the global marketplace continues its rapid expansion, researchers are increasingly turning their attention to the issue of conflict management. Differing social and cultural values don\u2019t necessarily increase the number of conflicts a team will experience, but they can have an impact on how conflicts are\u00a0managed and resolved. Cultural awareness is needed for understanding and appreciating others\u2019 values and behavioural norms. Without that, foreign assignments will become an overwhelming challenge. Self-awareness and skill development can aid in resolving the problematic conflict arising from cultural differences to help a\u00a0team maintain good relations and remain productive.<\/p>\n<h3>References<\/h3>\n<p>Shebib, B. (2003). Choices: Interviewing and Counselling Skills for Canadians, 2nd edition, Pearson Education Canada Inc.<\/p>\n<h3>Text Attributions<\/h3>\n<p>This chapter was adapted Adrienne Watt from the following source:<\/p>\n<ul>\n<li>Text was adapted from \u201cCulture and Project Management\u201d in <em><a href=\"http:\/\/archive.org\/stream\/ost-business-projectmanagementforallcareersedition2\/ProjectManagementforAllCareersEdition2_djvu.txt\" target=\"_blank\" rel=\"noopener\">Project Management for Skills for All Careers<\/a><\/em> by Project Management Open Resources and TAP-a-PM. \u00a0Licensed under a <a href=\"https:\/\/creativecommons.org\/licenses\/by\/3.0\/\" rel=\"noopener\">CC BY 3.0 licence<\/a>.<\/li>\n<\/ul>\n","protected":false},"author":123,"menu_order":5,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["adrienne-watt","project-management-open-resources","tap-a-pm","merrie-barron","andrew-barron"],"pb_section_license":"cc-by"},"chapter-type":[],"contributor":[48,67,66,68,69],"license":[53],"class_list":["post-1450","chapter","type-chapter","status-publish","hentry","contributor-adrienne-watt","contributor-andrew-barron","contributor-merrie-barron","contributor-project-management-open-resources","contributor-tap-a-pm","license-cc-by"],"part":1427,"_links":{"self":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapters\/1450","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/wp\/v2\/users\/123"}],"version-history":[{"count":11,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapters\/1450\/revisions"}],"predecessor-version":[{"id":1781,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapters\/1450\/revisions\/1781"}],"part":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/parts\/1427"}],"metadata":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapters\/1450\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/wp\/v2\/media?parent=1450"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=1450"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/wp\/v2\/contributor?post=1450"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/opentextbc.ca\/projectmanagement\/wp-json\/wp\/v2\/license?post=1450"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}