Sigurd Gjesdal Individual Assignment 3 21.03.

2024

Task 1
The merger of KLM and Air France brought light to some of the cultural differences that exist
between French and Dutch people. The companies and their different working culture
revealing contrasting approaches to hierarchy, communication, meetings, management and
evaluation.

One of the key observations made was regarding the approach to hierarchy within the
cultures. Dutch employees were used to a more direct and flat organizational structure, where
expressing one’s opinion to superior was expected. This contrasted the French working
environment, where there existed a notable distance between managers and the others. This
hierarchical difference was particularly challenging for the Dutch, who found the French
approach too authoritative.

Communication styles also differed between the two groups. The Dutch’s more
straightforward manner of speaking was perceived as aggressive by the French, who preferred
a more indirect and polite way of expressing themselves.

Thirdly, meetings were also an arena where a cultural clash became apparent. Dutch
employees criticised French meetings for their lack of preparation and discipline, contrasting
them with the Dutch practice of pre-meeting consultations to establish a unified stance.
Therefore, the French meetings appeared unstructured and inefficient in the eyes of the Dutch.

The qualities possessed by the managers were another illustrator of professional differences.
The Dutch favoured leadership that relied on the expertise of others, prioritizing coordination
and team input, over the French authoritative decision-making. This pointed to fundamental
differences in views on delegation, innovation and the role of a manager.

Lastly, the evaluation processes also underscored contrasting cultural approaches to

performance assessment. In the Netherlands, evaluations were structured, objective-driven
discussions that served as an appreciation employees’ efforts. Meanwhile, the French
approach was more critical, often focusing on what needed improvement without equally
recognizing accomplishments. This difference reflected wider educational and cultural
attitudes towards success, failure, and the way the feedback is given and received.
Sigurd Gjesdal Individual Assignment 3 21.03.2024

Through their collaboration, French and Dutch employees learned the importance of
acknowledging and adapting to each other’s work cultures. Understanding the nuances behind
each other’s approaches to hierarchy, communication, meetings, management styles and
evaluation methods was crucial in overcoming intercultural barriers. This merger underscored
the potential for growth and learning through embracing and respecting cultural diversity in
the workplace.

Task 2
Much like for the Dutch, there is cultural differences between French people and Norwegians.
We can apply the context of the previous example when assessing a collaboration between
French- and Norwegian people.

The first, and most important issue, is the difference in communication styles between the
cultures. The Norwegians are similar to the Dutch, preferring a more straightforward style of
communication. Here, it is important to find a way where both parts feel respected. A
necessary step would be to inform about the differences and thereby reduce
misunderstandings and promote a more inclusive dialogue.

The hierarchical structure prevalent in French corporations often differ from the flatter, more
egalitarian approach favoured in Norway. To equalize this gap, it would be beneficial to
cultivate a culture of inclusivity where contributions from all levels are valued. A way to
make this work could include encouraging cross-cultural teams where decisions are made
with inputs from all members, blending both approaches.

Promoting cultural exchange and learning opportunities is also key to building mutual respect
and understanding. Initiating regular cultural workshops and perhaps also language learning
opportunities can help foster a better foundation for cooperation.

Building a successful French-Norwegian collaborative environment involves recognizing and

adapting to cultural differences in communication, hierarchy and leadership. Through mutual
respect, open dialogue and a willingness to learn from each other, French and Norwegian
employees can overcome cultural barriers and work together more effectively.