When you first arrive in a new culture, there is a period of confusion that comes from the new situation and from a lack of information. It leaves you quite dependent and in need of help in the form of information and above. The second stage begins as you start to interact with the new culture. It is called the stage of small victories. Each new encounter with the culture is fraught with peril. It is preceded by anxiety and information collection and rehearsal. Then the event occurs and you return home either triumphant or defeated. When successful, the feelings really are very much as though a major victory has been won. A heightened roller coaster effect is particularly characteristic of this stage. The support needed is emotional support, people who appreciate what you are going through and who can cheer you onward. It often happens that once some of the fundamentals of life are mastered, there is time to explore and discover the new culture. This is the honeymoon stage of wonder and infatuation, in it there is a heightened appreciation of the new, the different, the aesthetic. Depending on the degree of cultural immersion and exploration it may continue for a considerable period of time. During this time there is no interest in attending to the less attractive downsides of the culture.
After a while, a self-correction takes place. No honeymoon can last forever. Irritation and anger begin to be experienced. Why in the world would anyone do it that way? Can’t these people get their act together? Now the deficits seem glaringly apparent. For some people, they overwhelm the positive characteristics and become predominant. Finally, if you are lucky enough to chart a course through these stages and not get stuck (and people do get stuck in these stages), there is a rebalance of reality. There is the capacity to understand and enjoy the new culture without ignoring those features that are less desirable. This cultural entry and engagement process is both cognitive and affective. New information is acquired and remembered; old schema and perceptions are revised and qualified. An active learning process occurs. At the same time, anxiety arises in reaction to uncertainties and the challenges of the learning processes. It must be managed, as must the extremes of feeling that occur in this labile period. Thus, I am describing a learning process that results in valuing and affirming the best in the culture while at the same time seeing it in its completeness, seeing it whole. The capacity to affirm the whole — including those aspects that are less desirable yet are part of the whole — is critically important. An appreciative process, “appreciative inquiry” is proposed as a way of helping members of different cultures recognize and value their differences and create a new culture where different values are understood and honoured. Executives — those who must lead this culture–change projects — need to understand that equal employment opportunity, affirmative action and sexual harassment policies, as viewed and implemented in organizations, are problem-oriented change strategies. They focus on correcting what is wrong rather than creating a valued future. Executives themselves will need to inquire appreciatively into cultures that are not known to them before they are equipped to lead cultural change in their own organizations.
Meta is recalibrating content on its social media platforms as the political tide has turned in Washington, with Mark Zuckerberg announcing last week that his company plans to fire its US fact-checkers. Fact-checking evolved in response to allegations of misinformation and is being watered down in response to accusations of censorship. Social media does not have solutions to either. Community review — introduced by Elon Musk at X and planned by Zuckerberg for Facebook and Instagram — is not a significant improvement over fact-checking. Having Washington lean on foreign governments over content moderation does not benefit free speech. Yet, that is the nature of the social media beast, designed to amplify bias.
Information and misinformation continue to jostle on social media at the mercy of user discretion. Social media now has enough control over all other forms of media to broaden its reach. It is the connective tissue for mass consumption of entertainment, and alternative platforms are reworking their engagement with social media. Technologies are shaping up to drive this advantage further through synthetic content targeted precisely at its intended audience. Meta’s algorithm will now play up politics because it is the flavour of the season.
The Achilles’ Heel of social media is informed choice which could turn against misinformation. Its move away from content moderation is driven by the need to be more inclusive, yet unfiltered content can push users away from social media towards legacy forms that have better moderation systems in place. Lawmakers across the world are unlikely to give social media a free run, even if Donald Trump is working on their case. Protections have already been put in place across jurisdictions over misinformation. These may be difficult to dismantle, even if the Republicans pull US-owned social media companies further to the right.
Media consumption is, in essence, evidence-based judgement that mediums must adapt to. Content moderation, not free speech, is the adaptation mechanism. Musk and Zuckerberg are not exempt
According to the French philosopher Jean Baudrillard, commodities available for consumption are not inherently negative things. Baudrillard tried to interpret consumption in modern societies by engaging with the ’cargo myth’ prevalent among the indigenous Melanesian people living in the South Pacific. The Melanesians did not know what aeroplanes were. However,they saw that these winged entities descended from the air for white people and appeared to make them happy. They also noted that aeroplanes never descended for the Melanesian people. The Melanesian natives noted that the white people had placed objects similar to the aeroplane on the ground. They concluded that these objects were attracting the aeroplanes in the air and bringing them to the ground. Through a magical process, the aeroplanes were bringing plenty to the white people and making them happy. The Melanesian people concluded that they would need to place objects that simulated the aeroplane on the ground and attract them from the air. Baudrillard believes that the cargo myth holds an important analogy for the ways in which consumers engage with objects of consumption.
According to Baudrillard, the modern consumer ”sets in place a whole array of sham objects, of characteristic signs of happiness, and then waits for happiness to alight”. For instance, modern consumers believe that they will get happiness if they buy the latest available version of a mobile phone or automobile. However, consumption does not usually lead to happiness. While consumers should ideally be blaming their heightened expectations for their lack of happiness, they blame the commodity instead.
They feel that they should have waited for the next version of a mobile phone or automobile before buying the one they did. The version they bought is somehow inferior and therefore cannot make them happy. Baudrillard argues that consumers have replaced ’real’ happiness with ’signs’ of happiness. This results in the endless deferment of the arrival of total happiness. In Baudrillard’s words, ”in everyday practice, the blessings of consumption are not experienced as resulting from work or from a production process; they are experienced as a miracle”. Modern consumers view consumption in the same magical way as the Melanesian people viewed the aeroplanes in the cargo myth. Television commercials also present objects of consumption as miracles. As a result, commodities appear to be distanced from the social processes which lead to their production. In effect, objects of consumption are divorced from the reality which produces them.
CONVERSATION ANALYSIS: Read the following transcript and choose the answer that is closest to each of the questions that are based on the transcript.
Lucia Rahilly (Global Editorial Director, The McKinsey Podcast): Today we’re talking about the next big arenas of competition, about the industries that will matter most in the global business landscape, which you describe as arenas of competition. What do we mean when we use this term?
Chris Bradley (Director, McKinsey Global Institute): If I go back and look at the top ten companies in 2005, they were in traditional industries such as oil and gas, retail, industrials, and pharmaceuticals. The average company was worth about $250 billion. If I advance the clock forward to 2020, nine in ten of those companies have been replaced, and by companies that are eight times bigger than the old guards.
And this new batch of companies comes from these new arenas or competitive sectors. In fact, they’re so different that we have a nickname for them. If you’re a fan of Harry Potter, it’s wizards versus muggles.
Arena industries are wizardish; we found that there’s a set of industries that play by very different set of economic rules and get very different results, while the rest, the muggles (even though they run the world, finance the world, and energize the world), play by a more traditional set of economic rules.
Lucia Rahilly: Could we put a finer point on what is novel or different about the lens that you applied to determine what’s a wizard and what’s a muggle?
Chris Bradley: Wizards are defined by growth and dynamism. We looked at where value is flowing and the places where value is moving. And where is the value flowing? What we see is that this set of wizards, which represent about ten percent of industries, hog 45 percent of the growth in market cap. But there’s another dimension or axis too, which is dynamism. That is measured by a new metric we’ve come up with called the ”shuffle rate.” How much does the bottom move to the top? It turns out that in this set of wizardish industries, or arenas, the shuffle rate is much higher than it is in the traditional industry.
Lucia Rahilly: So, where are we seeing the most profit?
Chris Bradley: The economic profit, which is the profit you make minus the cost for the capital you employ is in the wizard industries. It’s where R&D happens; they’re two times more R&D intensive. They’re big stars, the nebulae, where new business is born.