Working with teammates across six countries has a way of opening your eyes to how people communicate differently, how decisions take shape in various ways, and how trust is built through different customs. At Blott, collaboration isn’t only about coordinating across time zones but rather about navigating the unforeseen expectations we each bring to the table. Whether we’re giving feedback, asking questions, or making decisions, our cultural backgrounds shape how we interpret and respond to everyday work situations. These differences aren’t always obvious, but they influence our teamwork in powerful and often surprising ways.
Why Culture Matters More than Ever
Erin Meyer, an American author and professor at INSEAD Business School, writes that “Cultural patterns of behavior and belief frequently impact our perceptions (what we see), cognitions (what we think), and actions (what we do).” (Meyer, 2014) However, many people entering global organisations assume differences come down to individual personality quirks. Meyer maintains that this assumption can be dangerous as “Millions of people work in global settings while viewing everything from their own cultural perspectives and assuming that all differences, controversy, and misunderstanding are rooted in personality.” (Meyer, 2014)
Culture is the atmosphere we work in — often unnoticed but constantly shaping how we communicate, collaborate, and build trusting relationships. As global work becomes the norm, being able to “read the air” becomes a necessary skill.
The good news is that according to Meyer, cultural awareness functions as a muscle that can be strengthened with effort, development and continual practice.
A Framework for Reading the Invisible Layer
To help global teams better understand one another, Meyer developed a research-based framework called The Culture Map. It breaks down culture into eight behavioral scales that help explain why teams from different parts of the world may work, speak, or decide differently.
Before using this framework, it is important to note that no cultural map can explain every individual. People vary widely within the same country however, understanding cultural patterns provides context—not stereotypes—that help us collaborate more effectively.
The key here is relativity. There is no “center” or ideal position on any scale. A culture is understood in relation to another, not as right or wrong.
The eight dimensions Meyer outlines include:
- Communicating: low-context vs. high-context
- Evaluating: direct negative feedback vs. indirect
- Persuading: principles first vs. applications first
- Leading: egalitarian vs. hierarchical
- Deciding: consensual vs. top-down
- Trusting: task-based vs. relationship-based
- Disagreeing: confrontational vs. avoids confrontation
- Scheduling: linear-time vs. flexible-time
Each dimension helps decide behaviors that may otherwise be misunderstood, a crucial skill in teams like ours.
Four Cultural Dimensions That Shape Our Day-to-Day Work
- Communication: High-context vs. Low-context
High-context cultures communicate directly, with clarity and explicit wording. Low-context cultures rely more on shared context, tone, or implied meaning. To put it simply, low-context cultures say exactly what they mean whilst high-context cultures expect you to understand what they mean. Across our offices, we see this spectrum daily. A Slack message that feels straightforward in one culture may come across as abrupt or unclear in another. High-context cultures—such as parts of Asia or Africa—may share meaning more subtly. Low-context cultures—common in Western countries—tend to value explicitness. Understanding this helps us pause before assuming intent. It encourages us to ask clarifying questions and confirm alignment before moving forward which ensures everyone is working from the same assumptions. - Evaluating: Direct vs. Indirect Feedback
Giving and receiving feedback is one of the most common sources of cross-cultural misunderstanding. Some cultures value candour: “This needs improvement.” Others deliver critique gently, using softeners or positive framing. Neither approach is better—both are culturally learned. When we recognise these differences, we avoid misreading feedback as rude or, conversely, as lacking honesty. We learn to listen for tone, context, and intention—not just the words. - Leading & Deciding: Egalitarian vs. Hierarchical
Global teams often blend cultures that favour flat structures with cultures that emphasise authority. In egalitarian environments, everyone speaks up, regardless of title. Decisions may be collaborative. In hierarchical environments, divisions are made at the top, and input flows more formally. Understanding this prevents frustration, especially in projects involving multiple offices. We learn to adapt: sometimes inviting more voices into the conversation, sometimes providing clearer leadership direction. - Scheduling: Linear-time vs. Flexible-time
Time is cultural. Some cultures are linear: schedules are firm, deadlines are commitments, and punctuality equals professionalism. Other cultures value adaptability: priorities shift, timelines bend, and context determines pace. In a global team, these differences must be balanced to keep projects moving forward without sacrificing empathy. This isn’t about choosing one view over the other but rather creating shared expectations.
How Awareness Makes us Better Collaborators
Understanding culture doesn’t eliminate complexity, but it gives us tools to navigate it. Meyer writes, “The process begins with recognizing the cultural factors that shape human behavior and methodically analysing the reasons for that behavior”(Meyer, 2014). When we recognise these influences we stop assuming others see the world as we do, we avoid unnecessary conflict, we communicate with more care, and we collaborate with more trust.
This awareness both improves teamwork and fuels innovation. Diverse cultural perspectives bring different ways of thinking, solving problems, and creating. Companies with culturally diverse teams attract and retain talent precisely because those differences become strengths.
A Practical Way Forward
In her book, Meyer offers a simple guideline for any cross-cultural interaction: “Watch more, listen more, and speak less.” (Meyer, 2014) It’s a reminder that global work requires curiosity. The way we’ve been conditioned to think feels “normal”, but so does the perspective of someone half way across the globe. When acknowledging this, we create space for learning rather than assumptions.
Closing Thoughts
Today, whether we work in Cape Town or Colombo, London or Ghana, we are part of the same interconnected ecosystem of ideas and collaboration. Culture sits at the center of this ecosystem, unseen but constantly shaping how we work together. The more fluent we become in this invisible layer, the more effective, creative, and connected our global teams will be.
To dive deeper into how culture shapes collaboration, Erin Meyer has developed a set of practical tools designed to help organisations better understand and navigate cultural differences. See her resources here to learn more.
