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Consensusbuilding methods vary across cultures from "summary" of The Culture Map (INTL ED) by Erin Meyer
When it comes to building consensus in a global business setting, it is crucial to understand that methods can vary greatly across different cultures. This means that what works in one culture may not necessarily work in another. In some cultures, decisions are made by the top leaders, while in others, decisions are made through group consensus. For example, in Japan, the decision-making process is often slow and requires input from all members of the team. This can be a stark contrast to American culture, where decisions are often made quickly and by a select few individuals in leadership positions. Understanding these differences is key to successfully navigating consensus-building in a multicultural environment. Furthermore, the way disagreements are handled can also vary greatly across cultures. In some cultures, disagree...
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