Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset Review

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Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset ReviewI am not embarrassed to admit that I am currently reading The History of France for Dummies. This "Dummy" series of books, written at the lay level in accessible language and reader friendly organization, could have been a good publisher for Solomon and Schell's latest book. It could have done well as "Managing across Cultures for Dummies."
Before you accuse me of panning the product, let me explain. Managing across Cultures is a thorough, well written, simple presentation of intercultural management boilerplate, suitable for those seeking a comprehensive introduction to the field. If is a useful starting point for students starting in a management program as well as a practical read for first time managers facing the realities of global teamwork and the possibility of overseas assignments or engagements.
The authors present well the problems and challenges of working in international, multicultural environments with copious verbal and graphic illustrations of the problems, supportive case studies, theories about and approaches to intercultural challenges in business. The writing is simple, understandable and ESL compassionate. Despite its close to 350 pages, digestible in a couple hours.
At the core of the opus is the authors' distillation of the Hall, Hofstede, Trompenaars intercultural models--nothing new or cutting edge here, just clear reductionist presentation with copious examples, tips and best practices. The authors contend that understanding this culture general framework created by classic researchers is a viable tool for both self analysis and coping with intercultural challenges one will meet at home and abroad. It serves as a starting point for what the author's describe as "developing a global mentality."
The book attempts to engage the reader actively in measuring his or her own position in the ranges of cultural difference in each of the seven key dimensions. This self awareness is assumed to facilitate the understanding of the cases and challenges described as well as ones that will be met along the way in real life.
Additionally, the authors have attempted to connect the reader through the book to their website for forum type discussion. Since the release date of the book, however, their web forums do not seem to have been populated to any degree. I suspect this is due to two things. The first is that hardcover book readers, perhaps even Kindle readers, are not used to or motivated to mix online learning with printed text. Secondly, I found the questions raised for discussion in the book and then repeated online were far too vague to be either interesting or challenging.
The penultimate chapter is dedicated to "Women Crossing Cultures," presenting challenges unique to them and tips again based on the "Seven Keys." The book closes with a discussion of the traditional model of the cycle of culture shock in the expatriate experience.
Managing across Cultures is US American in style. It appears largely written for that market, also in the sense that it pays no attention to the context of history or the role of national or organizational politics in the cultural mix. Finally it purveys a certain easy-as-pie, can-do optimism. The dust jacket touts it as an "in depth strategic guide," suggesting that it contains is all that super(wo)man need to know to avoid being enfeebled by the kryptonite of culture. One is armed with stories of the great gaffes of the past and destined to succeed in a global future.
In sum, knowing something about cultural dynamics is a useful start, but only a start on the challenge to know and appreciate the real people into whose lives and cultures global business will take us.Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset Overview

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