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Working as a project manger (PM), I gained greater insight and appreciation for the subtlety, power
and complexity of organizational culture. As a mix of management and technical disciplines, project
management provides an intense experience where every action or decision has an immediate impact
and ripple effect on the process of achieving project goals. Even small mis-communications can lead
to a significant budget increase, time delay, quality problem or incorrect product specification. And
yet communication issues frequently arise due, in part, to the differing cultural backgrounds, thought
models and technical skills of team members. Whether the industry is high-tech or healthcare, I have
found that people gravitate towards individuals with similar functional roles, technical training, and
professional backgrounds or affiliations.
Within the high-tech industry, project management, graphic design, programming, product
marketing, and system administration are each based on different ways of thinking and problem
solving, and thus attract different personality types. The different disciplines also each share the own
unique terminology and work subcultures. Therefore, while my responsibilities as a project manager
included budgeting, planning, and coordinating team activities, the key role was communicator.
Though a crude generalization, I observed a tendency for graphic designers and product marketers to
have a more affective-orientation while programmers and system administrators more neutral. Hence,
I had to learn to adapt to both relational styles. This realization was the result of trial and error. And
there were many instances where I failed to effectively communicate with team members, as
demonstrated in the following example.
After being notified of an unscheduled client meeting, we had to make several major last minute
changes. When I checked on the completion time with the programmer, the response was ‘OK, I got
it.’ Problem one: Except, ‘I got it’ did not provide enough information for me to assess the situation,
and a more technical discussion was not easy due to a knowledge and language barrier. Problem two:
Interruptions when programming under time constraints make it very difficult to get work done,
while part of my job as a project manager was getting interrupted. And since I had not requested a
meeting or called ahead, I had clearly interrupted her-a good example of being insensitive to work
style differences. Problem three: Based on my observation, it appeared that she did not fully
appreciate the seriousness of the situation. So, when I repeated the question she became upset. As it
turned out, she understood very well and was feeling anxious, but I was expecting a more emotional
response-a clear example of cultural bias.
In the end, we met the deadline and the client was satisfied. The powerful lesson learned was “We
should be careful not to over-interpret such differences” (Trompenaars and Hampden-Turner, 1998,
p.70). And even as a project manager working hard to get a task completed in a profit-driven, fast-
paced and demanding environment, patience and sensitivity were still needed. In short, my
responsibility was much greater than simply getting a solution implemented or product out the door.
Fortunately, the situation served as an opportunity for the programmer and I to talk and mend hurt
feelings. The discussion also served as a catalyst for a meeting with the entire project team where we
discussed project concerns, the stress we were all feeling, and the need for us to work as team.
In time, we talked about our personal strengths, challenges, needs and boundaries. We found that we
were very unique and passionate people, and that some of our differences resulted in conflicts that
left us unbalanced and less productive. I now understand that we were an eclectic mix of people with
affective, neutral, specific and diffuse orientations, and in times of crises we experienced “a collision
between them [that] results in paralysis” (Trompenaars and Hampden-Turner, 1998, p.99). I also
became more aware that several team members felt very comfortable moving between personal and
professional subjects in our day-to-day interactions, while others preferred to separate work and
private life. Being sensitive to these types of preferences and boundaries made work more enjoyable
and productive, and provided the foundation for understanding, trust and respect to develop. The
project team was part of a flat, achievement-oriented organization filled with bright young technical
people where project managers also served as “the management.” Therefore, as the project manager
and of the older team members, I took on a quasi-mentor role. When asked, or required, I shared my
experiences and provided counsel. And the team, in turn, helped me increase my technical
knowledge and provided invaluable feedback that helped me grow personally and as a manager.
However, reaching this level of teamwork did not come easy, and we struggled for several months.
In time, we found a balance between age and business experience, youth and technical expertise. Of
note, we each possessed some of both regardless of gender or age. We also discovered, as stated by
Trompenaars and Hampden-Turner (1998) that “Despite far greater emphasis on ascription or
achievement in certain cultures, they do…develop together” (p.117).
The ultimate responsibility of a project manager is to deliver products on time, under budget, and
within specifications. With experience, I came to understand that the responsibility also includes
sensitivity. Yet, at times, project goals and human needs are at odds. Even with well-thought-out
plans, unexpected problems arise. And a rigid planning framework and reductionist approach to
problem solving does not allow for much flexibility, or integrating different perspectives and cultural
differences. I learned that any project management model that requires planning for everything “in
advance with times for the completion of each stage” simply is not feasible (Trompenaars and
Hampden-Turner, 1998, p.127). I had to accept “straight lines may not always be the best way”
(Trompenaars and Hampden-Turner, 1998, p.126). Most importantly, I learned that the challenge of
balancing profitability and socio-cultural factors requires teamwork, and a more open and fluid model
of thinking, communication, and management.
References
Trompenaars, F., Hampden-Turner, C. (1998). Riding the Waves of Culture (2nd ed.)
New York: McGraw-Hill.
