When Data Lies.....the Pitfalls of Misreading Culture, Affinity Bias, and Mental Shortcuts

It's easy to forget that our perception of the world is unique and often vastly different from the experiences of those around us.

Recently, I had the opportunity to work with ten new clients, each from a different country.

The experience was a blend of joy and frustration.

Unforeseen cancellations due to power outages from rainstorms, and misunderstandings about giving notice for absences, were intermixed with moments of profound gratitude from both my clients and me.

Working with global clients (now over 50 countries and counting) is an ongoing journey of education and humility.

Having lived and worked across several continents and studied intercultural management, I have a fairly good understanding of the individual on the other side of the screen and the challenges they face in their multicultural, predominantly Western-oriented workplace.

Yet, I am acutely aware that there are times when I know very little.

As I reviewed my clients' 360 assessments, patterns emerged.

Low scores in one category, high scores in another.

A mix of negative and positive comments.

Their country of origin provides hints of a communal culture where hierarchy is important.

While these insights are valuable, I've learned that excess knowledge can sometimes introduce bias.

So, I wait. I listen. I ask. I discover.

Who are they?

What matters to them?

Why do they think their colleagues gave them those scores?

What's the story behind the numbers and judgments people make every day?

After discussing confidentiality, one of the first things I tell them is that there’s bias even in the numbers.

Yes, even those beautiful, seemingly objective numbers can deceive.

A score of 2, 3, 4, or 5 (I've yet to encounter a 1) can mean something entirely different to someone else, especially across cultures.

This principle applies to other aspects of life as well.

As I often say, none of this is original, but it's all unique... just like us.

Our lives may appear similar on the surface, but I can assure you that they are profoundly different.

Even within the same family, there are big differences.

These differences shape us and make managing in a multicultural environment both incredibly enriching and complex.

It’s because we can be prone to affinity bias, favoring those who seem "similar-to-me."

We need them to be similar to us.

This bias partly explains why we tend to make assumptions about others' broader personality traits based on our preconceived notions.

We often use what behavioral scientists Daniel Kahneman and Amos Tversky called a representative heuristic, a mental shortcut that our energy-conserving brains use to estimate things.

The issue arises when we rely too heavily on representativeness and neglect other information, which can lead us to misjudge others.

These shortcuts can be particularly problematic when working across cultures (most of them are in some way).

If we take the time to truly understand each other, we'll find that most of us are more complex than we initially thought.

Managing in a multicultural environment is about more than just understanding different cultures.

It's also about recognizing and challenging your own biases and fostering an inclusive environment where everyone feels valued and respected.

What To Do When Culture Matters…And, It Always Matters

1. How’s Your CQ?: Understanding, relating, and working effectively across cultures requires knowledge about different cultures, their values, norms, and practices. However, remember that while knowledge is crucial, it can also introduce bias. Use it as a guide, not a rulebook.
2. Are You Listening?: It's important to use active listening when interacting with individuals from different cultures (or anyone, really). This means understanding the meaning behind the spoken words, not just hearing them. And asking open-ended questions to gain deeper insights into their perspectives and experiences when possible.
3. We’re All Biased: We all have biases that can affect our interactions with others. Acknowledge and challenge your biases by seeking out and valuing diversity. Affinity bias can lead us to believe we understand someone else when, in reality, we don't.
4. Avoid Mental Shortcuts: We often use heuristics or mental shortcuts to make decisions quickly, using less energy. However, this can lead to misjudgments, especially when dealing with individuals from different cultures. Avoid over-reliance on representativeness and make assumptions based on limited information. Instead, take the time to gather more information and make informed decisions.
5. Embrace Inclusion: As a manager, you can create an inclusive environment where everyone feels valued and respected. Encourage open communication and foster a culture where everyone's opinions are heard and valued. This can help reduce bias and improve team dynamics.