How Culture Impacts Perception

Clear-thinking people everywhere acknowledge that it's easy for two people to see the same situation very differently. 

In a world where we increasingly work across time zones and cultures, this would have even greater meaning if perceptions were influenced by one's culture. While those of us who work globally may have experienced--and thought about-- the inherent reality of these perceptive differences, Canadian and Japanese researchers  have confirmed some very specific distinctions.

When East Doesn't Meet West

According to the study:

Researchers showed Japanese and North American participants images, each of which consisted of one center model and four background models in each image. The researchers manipulated the facial emotion (happy, angry, sad) in the center or background models and asked the participants to determine the dominant emotion of the center figure.

The outcome?

The majority of Japanese participants (72%) reported that their judgments of the center person's emotions were influenced by the emotions of the background figures, while most North Americans (also 72%) reported they were not influenced by the background figures at all.

Takahiko Masuda, a Psychology professor from the University of Alberta, noted:

"Our results demonstrate that when North Americans are trying to figure out how a person is feeling, they selectively focus on that particular person's facial expression, whereas Japanese consider the emotions of the other people in the situation."

This may be because Japanese attention is not concentrated on the individual, but includes everyone in the group, says Masuda.

Why Is This Important for Business?

1. It has always baffled me when I've watched Western corporations decide to indiscriminately import programs and processes that  work well in the East. Looking for a "quick fix" or a "magic pill" is a very North American business characteristic. At the same time, there is no reason not to examine theprinciples behind things that work elsewhere; then, figure out what might be applicable and how to make it work,

When corporate meeting rooms ring with the cry, "Perception is reality," then Masuda's study should be a caution that global reality can't be driven by local perceptions.

2. Even more specifically, definitions of "team" hugely influence what happens across cultures. North American "teams" are made up of individuals who see themselves as individuals participating in a group with a common purpose for some finite period of time (my observation and experience). Eastern team members honor the group as the important entity to be served, not as a vehicle to one's individual career aspirations.

While time and exposure have somewhat altered instances of the above in the minds of some, Masuda's study should be taken seriously by organizations involved in East-West business and collaboration.

This is one instance where perception can be grounded in reality--for the good of all concerned.

 

Comments

[PhDAda]

Thanks for a great reminder of the importance of culture. Perceptions, tinted by culture, not only apply to east-west interactions. In a way every person comes from a different culture. It's easy to make assumptions that "we are all on the same page" when the reality is far from it. The only way to have perception grounded in reality is by checking our assumptions through effective communication and dialogue. Then our differences can work for the best!

Dr. Ada

[Eleanor]

While this isn't necessarily a sign that the Eastern way of doing business and working together is the only right way to do things, this is definitely an eye opener which should help people in North America realize that there are also other approaches they can take in the workplace.

[peter vajda]

It underscores the conflicts caused by a "why can't you be more like me" orientation to others - at work, at home, at play and in relationship

[Mike Thompson]

On my way to Nepal and China so this is very timely. Thank you. Your comments also present the need to help leaders navigate effectively in our global environment, not just be out in front. Navigating it means to adjust your speed and your course for effectiveness, not rush forward bullheaded.

[Steve Roesler]

Dr. Ada

Thanks for weighing in on this one. A little asking, talking, and listening is good for the soul and equally good for the assumptions.

[Steve Roesler]

Eleanor and Peter

Indeed, the "why can't you be more like me" orientation is inherent in lots of relationships and often magnified across cultures, eh?

[Steve Roesler]

Mike

Now that sounds like an exciting journey. Safe travels and let us know what you learned about adjusting speed and course!