“When Chinese vaguely express an idea or an opinion, the real message is often just implied. They expect their conversational partner to be highly involved and to take an active role in deciphering messages, as well as in mutually creating… — 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
