Let's conclude this series by sharing another project case study which encountered a major problem in China. The problem was eventually resolved by leveraging the team's strong knowledge in local culture.
Case 2: A US Company Procuring Telecommunication Bandwidth in China
A US Telecom was building a regional VPN network for an international client in the late nineties. The project was managed by a US and a Hong Kong project manager, with the support of local teams all across Asia. The network required local bandwidth in several Chinese cities. The international portion of the network was ready. The local project team went through normal application process and was told that the circuits would be ready in three months. One month later, bad news broke out. One of the local telecoms told the project team that due to demand upsurge, new cables needed to be installed requiring six more months of work. Circuits would only be available by then.
Analysis
The project team immediately assessed the situation. On the one hand they worked on a backup plan based on a redesign of the network, hence bypassing that Chinese city. On the other hand they tried to understand what indeed happened. The first question that came to the mind of the US and Hong Kong project manager: Was the local telecom trying to ask for something “funny”? However, the local Chinese team dismissed this possibility, and suggested that there might really be a bandwidth demand problem.
Solution
They then tried to work out a scheme to get the Chinese telecom to re-prioritize their request. They were aware of the face culture in China, and could not afford making the Chinese telecom people lose face, so a formal escalation was ruled out. As a US Telecom they were not an ingroup member, so could not get favor based on relationship though they did enjoy an excellent relationship with them. Since both the US Telecom and the international client were well known in China, they decided to play along that line. They invited senior managers from both companies to come to that Chinese city all the way from the US, and set up a special meeting with the local telecom. In the meeting, they emphasized the importance of this project to their business and to this Chinese city, and pleaded the local telecom to support them. After the meeting they went through the normal ritual, i.e. having dinner and Karaoke. Miracle did happen. Two weeks later, they were informed that the circuit would be available according to the original schedule.
Conclusion
Cultural diversity is an important factor to consider while delivering projects in Asia. When properly addressed, a project manager will be able to motivate the project team and avoid unnecessary conflicts. In general, a project manager in Asia should pay special attention to common traits such as face saving, avoidance of direct conflicts, indirectness of expression, and predominance of relationship. Subtleties like ingroup/outgroup, masculinity, power distance, and negotiation styles should also be observed.
References
Blake, T., Walker D., and Walker T. (1995). Doing Business Internationally: The Guide to Cross-Cultural Success. McGraw-Hill Professional Book Group.
Brahm J. Laurence (2003). When Yes Means No! – How to Negotiate a Deal in
Cauquelin J., Mayer-König B., & Lim, P (1998). Understanding Asian Values. In J. Cauquelin, P. Lim and B. Mayer-König (Eds), Asian Values: An Encounter with Diversity (pp. 1-19). Curson Press.
Ferraro, G. (1997). The Cultural Dimension of International Business. Prentice Hall.
Hofstede, G. (1980). Culture’s consequences.
Hofstede, G. (1991). Cultures and organizations: Software of the mind. Loddon,
Peng Shiyong (2003). Culture and Conflict Management in Foreign-invested Enterprises in China – An Intercultural Communication Perspective, Peter Lang AG
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