Caroline Lewis, Centre Director at Richard Lewis Communications, discussed the Lewis Model and the critical importance of cross-cultural understanding in a globalised business world.
Drawing on the work of linguist Richard D. Lewis and the seminal book When Cultures Collide, the discussion explores how cultural norms shape communication, decision-making, and trust. The discussion addresses some of the practical challenges for professionals navigating global teams, mergers, and customer engagement, especially in remote or hybrid work environments; providing actionable insights for leaders managing multicultural teams and expanding into new markets.
Find out more about Richard Lewis Communications -> Here.
Key Take Aways
- The Lewis Model segments global cultures into three types: linear-active, multi-active, and reactive – offering a practical lens to interpret international business behaviours.
- Language fluency does not eliminate the risk of cultural misunderstandings; cultural context is a critical layer for effective communication.
- Miscommunication often stems from differences in directness – for example, British indirectness vs. German directness – leading to varied interpretations of agreement or disagreement.
- Politeness and diplomacy, especially in British or Japanese cultures, can obscure true intent and create costly business confusion.
- Cultural mismatches are a significant factor in failed M&A activity; companies often neglect culture in favour of technical and market due diligence.
- Hierarchical cultures, especially in Asia, require sensitivity to status and face; public disagreement can severely damage trust and cooperation.
- Remote and digital communication removes important cultural cues such as body language, increasing the risk of misunderstanding – especially in relationship-centric cultures.
- Localised cultural awareness is as critical as international understanding; cultural behaviours vary by region, profession, and class even within the same country.
- Customer expectations are shaped by cultural norms – some expect personal interaction, others prioritise efficiency and logic.
- Cultural training should move from awareness to empathy – recognising that different behaviours stem from equally valid values.
- The same communication approach will not work across all regions; adaptation is essential when entering new markets or serving multicultural clients.
- Informal conversations, mentoring, and non-transactional engagement are essential to cultural immersion and successful onboarding, especially in hybrid or remote settings.
Innovation
- The Lewis Model provides a visual and behavioural framework for predicting cultural communication styles and decision-making patterns.
- Structured training moves beyond awareness to empathy-building, helping teams adapt behaviours based on underlying cultural values.
- Practical cultural segmentation (linear-active, multi-active, reactive) enables multinational teams to prepare for collaboration, negotiation, and service delivery.
Key Statistics
- Approximately 70% of mergers and acquisitions fail, with cultural misalignment cited as a key contributor.
Key Discussion Points
- Origins of cultural behaviour lie in geography, history, religion, and environmental conditions.
- Language structure (e.g., hierarchical verbs in Japanese) reinforces cultural norms and power dynamics.
- Indirect speech in British culture can confuse more literal cultures, such as German or North American.
- Loss of face in Asian cultures, if not managed sensitively, can lead to lasting breakdowns in trust.
- Relationship-driven cultures expect interpersonal engagement in business, unlike task-focused linear-active cultures.
- Regional and sub-national differences impact expectations – e.g., North vs. South UK, East vs. West Coast US.
- Remote work limits informal learning opportunities, particularly in mentoring-heavy cultures such as Japan.
- Face-to-face interaction remains essential for building trust and context in reactive and multi-active cultures.
- Customer engagement must be tailored: some cultures expect warmth and interaction, others prefer neutrality and efficiency.
- Virtual environments have reduced cultural signals, making awareness and flexibility more critical.
- Cultural empathy involves understanding the values behind behaviours, not just adapting surface-level actions.
- Managers must navigate multiple cultural layers – personal, regional, corporate, national – to minimise friction and maximise cooperation.
#RichardLewisCommunications
RO-AR insider newsletter
Receive notifications of new RO-AR content notifications: Also subscribe here - unsubscribe anytime
