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GSCM 211 Study Abroad '26 - Culture Survey

Even seasoned, cosmopolitan managers often have oversimplified ideas about how people from other cultures operate. That’s because they tend to zero in on just one or two elements—communication, for example, or decision making. But culture is more complex than that. To get an accurate picture, you need to gauge cognitive, relational, and behavioral differences along the eight dimensions where cultural gaps are most common—and to assess yourself in those areas.

(Created by Erin Meyer, a professor at INSEAD and an expert in cross-cultural management. She is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business (PublicAffairs, 2014).)

Indicate your level of agreement with the statements below.
Strongly AgreeAgreeNeutralDisagreeStrongly Disagree
I strive to communicate simply, clearly, and explicitly. I avoid reading (and speaking) between the lines. *
The most effective presenters spell out what they’re going to tell you, then tell you, and then summarize what they’ve told you, to ensure that the communication is crystal clear. *
After a meeting or a phone call, it is important to recap in writing exactly what was said, to prevent misunderstanding or confusion. *
If I’ve done poor work, I prefer to be told bluntly rather than gently or diplomatically. *
I prefer to give negative feedback immediately and all at once rather than little by little, building up the picture over time. *
When I give negative feedback, I pay more attention to how the person receiving the message feels than to how clearly I expressed my criticism. *
A good presenter exerts influence by getting right to the point with concrete examples, conclusions, tools, and next steps. *
For business decisions made by a group, it is vital to leave adequate time to debate the concepts after all the evidence is presented. *
A good presenter influences her audience by explaining and validating the underlying concept before sharing examples or drawing conclusions. *
If I don’t agree with the boss, I say so openly, even in front of others. *
In meetings with colleagues, clients, or suppliers, I don’t pay much attention to the hierarchical positions of the attendees. *
If I have ideas to share with someone several levels above or below me, I speak to that person directly rather than communicating through my immediate boss or immediate subordinate. *
Even if it takes a long time, it is better to involve everyone in decision making, as that ultimately yields better decisions and more reliable buy-in. *
Consensus-building ultimately leads to mediocre decisions and wastes time. *
If the boss makes a unilateral decision I disagree with, I still comply with the decision. *
It is better not to get too emotionally close to colleagues, suppliers, and clients. *
I often invest time in sharing coffee, meals, or drinks with colleagues, suppliers, and clients—without discussing work much, just getting to know one another. *
If I have a meeting at 9:00 a.m., that’s when I will arrive, not 5, 10, or 15 minutes later. *
I can’t really trust a colleague, supplier, or client until I spend time getting to know her personally. *
Frequently expressing open disagreement with other team members is likely to positively affect a team’s chances of success. *
When I disagree strongly with a point made by a colleague during a presentation, I express that disagreement. *
Open debate, where team members challenge one another’s ideas and opinions, is likely to engender bad feelings and ruin relationships. *
Professionalism has more to do with being organized and structured than being flexible and reactive. *
A meeting agenda should be followed closely; it’s not a broad guideline that should change depending on where the group wants to take the discussion. *

When you are done, be sure and click Submit.

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