And this same person was troubled trigger spray Manufacturers that a link sent to her was not hot-linked and seemingly invalid. We now had two strikes against us.
These are two of my friend's experiences about trust and building your business. We have experienced similar things in our business. The connection to my class about diversity and pluralism comes in when we look at what the value of relationships is in different countries. The term created by Trompenaars Hamptden-Turner talks about specific versus diffuse cultures. They say:
In specific cultures a manager segregates out the tasks relationship he or she has with subordinates and insulates this from other dealings. In diffuse cultures the life space and everything that happens in it permeates everything. If you would draw this difference in a graphic, a specific representative of a culture would have a relatively small core in the center of a circle that represents his or her private life. That's the area they would keep away form others and don't talk much about, other then with very close friends, spouses and family members. All the rest of the circle would be considered the public life, which is divided into a number of parts. Each part has relationships but they don't really impact the inner core and relationships can exist in each part of the public life without touching or influencing each other.
If you drew the same circle (same size) for a member of a diffuse culture, the vast majority of the inner area of the circle would be considered the private life. Just a very small ring on the outside is public life. That causes almost every aspect of life to influence both public and private life.
As you might imagine, if a person form a specific culture meets or interacts with a person of a diffuse culture, the private life of the diffuse culture person is almost always touched. That makes the relationship much different. If one doesn't know about these differences, mistakes are easily made and people can get hurt, not only physically, but also emotionally. Trust can get broken. The stories Michael Angier was referring to are more for people of the specific type, where the facts determine the relationship that forms. With people form diffuse cultures, you need to form the relationship first and then these small hick-ups don't play a huge role in maintaining trust.
In the book an interesting experiment is described. Workers in different countries are asked if they would help to paint their bosses house. People form the USA, UK, Switzerland, and most northern European countries said "No". These regions are known for their differences in culture. People form diffuse cultures, like China, Nepal, and several African countries (to name a few) would actually paint their bosses house. They see this as part of the relationship and commitment to their work, the company and the boss as a person. It touches their personal life and standing. They also trust that their help will be seen as a positive thing when their work at their employer is evaluated.
The Japanese respondents didn't want to paint their bosses house, not because that wouldn't be typical in their culture, but because nobody in Japan paints houses. The researchers went back to the Japanese participants in the survey and asked them why they answered the way they did. The surprising (and funny) reply was: "Houses in Japan are never painted" - just showing that you need to be careful what you are asking to gain empirical data. In reality they would probably do it if it would be something that could realistically happen. Japanese workers are famous for their loyalty to country, company, and authorities. That makes developing relationships so much more important, especially in diffuse cultures.