“One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.” — Erin Meyer Copy Share Image
“Every day, as I see how my new counterparts work in Spain, France, and Italy, I am asking myself if it is possible that… — Erin Meyer Copy Share Image
“The moral is clear. Presenting to Londoners or New Yorkers? Get to the point and stick to it. Presenting to French, Spaniards, or Germans?… — Erin Meyer Copy Share Image
“One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.” — Erin Meyer Copy Share Image
“•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down… — Erin Meyer Copy Share Image
“When Chinese vaguely express an idea or an opinion, the real message is often just implied. They expect their conversational partner to be highly… — Erin Meyer Copy Share Image
“The Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest… — Erin Meyer Copy Share Image
“Millions of people work in global settings while viewing everything from their own cultural perspectives and assuming that all differences, controversy, and misunderstanding are… — Erin Meyer Copy Share Image
“Today, whether we work in Düsseldorf or Dubai, Brasília or Beijing, New York or New Delhi, we are all part of a global network… — Erin Meyer Copy Share Image
