Values and attitudes

National characteristics. The British are stereotyped as stuffy, prim and proper. Business is done through the ‘old boy’s network’. British culture is characterized as low-context, low risk-avoidance and monochronic. It is a mixture of relation-driven and task-driven cultures. Just like any other culture, Britain is full of paradoxes. On the one hand, the British continue to believe in the values of tradition, caution, restraint and fair play. They support the underdog, tolerate eccentricity (often by ignoring it) and think that taking part is more important than winning. Modesty and politeness are also important to them. This, combined with their zeal for personal privacy, can produce bizarre effects such as a reluctance to say what they actually do in their working life. If asked at a party what his job is, a Briton might say, ‘I’m in advertising,’ when in fact he’s the high-performing CEO of a major advertising agency. The British are also famous for their legendary ironic and self-deprecating humour. The British sense of humour is very varied but it depends ultimately on irony and sarcasm, which can make it hard for foreigners to enjoy, even if they have the language levels to understand it. Worse still, the British use jokes in business meetings to lighten the atmosphere, get through difficult moments and to prick pomposity and selfimportance. In communities where meetings are taken fairly seriously, the British sense of humour may be seen as inappropriate and suggest a lack of commitment or interest. Old hands in international business will say, “ leave the jokes for the bar and replace them with charm until you really know those you are dealing with”.

What has changed in Britain in recent decades is that the country has become much more informal in its social and business customs, and has shed much of its former respect for institutions, title and age. In this it follows the American model. People use first names very quickly, even to bosses, and the words ‘Sir’ and ‘Madam’ are now mainly used only by sales assistants in shops. Britons do, however, maintain a generally high level of respect for the law and for procedures, which largely explains the absence of corruption in British business and politics. This combination of tradition and rapid change can make life confusing for the foreigner in Britain. The secret is to watch and listen carefully, and to learn to read between the lines to try and establish what the British are really saying. In this respect Britain is closer to some Eastern cultures than Western ones. It can take years to fully decipher British codes, but this is also true of any culture where much of what is truly meant remains unspoken.

The stoic English "stiff upper lip", which means “to maintain one's courage or composure during a time of trouble without giving way to or revealing one's emotions”, has changed in the last few decades. In some circles, the concept of personal responsibility for one's actions has morphed into a predilection for blaming someone else for life's problems, and seeking damages. The tabloids are calling it a "compensation culture" and lawsuits for everything from personal injury to tenuous negligence claims are becoming more common.

The British are often uneasy and nervous when dealing with other people, even amongst themselves. Perhaps this explains their reliance on their notoriously unpredictable weather as a subject of small talk. It’s a shield to save having to talk about – heaven forbid! – one’s personal life or feelings. Americans get exasperated by the British fear of not saying clearly what they feel and what they want, and this impassive, undemonstrative approach also confuses many other cultures.

Cultural orientation. The English are somewhat closed to outside information on many issues. They will participate in debate but are not easily moved from their perspective. They are quite analytical and process information in an abstractive manner. They will appeal to laws or rules rather than looking at problems in a subjective manner. There is a conceptual sense of fairness— unwritten, as is the constitution—but no less vital. Company policy is followed regardless of who is doing the negotiating.

Locus of decision-making. The English are highly individualistic, taking responsibility for their decisions, but always within the framework of the family, group, or organization. Individual initiative and achievement are emphasized, resulting in strong individual leadership. They do not find it difficult to say "no"; however, the English "no" is often communicated in a polite and somewhat subtle manner. The individual has a right to his or her private life, and this should not be discussed in business nego­tiations. Friendships are few and specific to their needs.

Sources of anxiety reduction. There are established rules for everything, and this gives a sense of stability to life. Well-entrenched external structures (law, government, organizations) help to insulate them from life. The English are very time oriented, and they are anxious about deadlines and results. However, many do not display their anxiety; traditionally emotions are not shown in public.

Issues of equality/inequality. There is an inherent trust in the roles people play (but not necessarily in the people) within the social or business system, and a strong feeling of the interdependency of these roles. There are necessarily inequalities in these roles, but the people are supposed to be guaran­teed equality under the law. There is some bias against ethnic groups. Women have a great deal of equality in both pay and power.

Дата добавления: 2014-01-11