How Does Culture Influence the Way We Use Our Brains? Find Out Here.

We’ve all heard of “right-brain” and “left-brain” thinkers.

Left-brain thinkers are thought to be more logical and mathematical, while right-brain thinkers tend to lean emotional and artistic.

But are there any links between the way our brains function and our cultures?

We’ve talked a lot about gene-culture coevolution over these past few weeks.

In short, the theory suggests that genetics and culture are interconnected.

This brain imaging study about visual perceptual tasks seems to substantiate that theory.

Individualist vs. Collective 

Psychological research has shown that individualist and collective values are demonstrated in an individual’s view of objects in relation to their context.

Americans, valuing individuality, tend to view the two as independent from each other.

East Asian cultures, which value the collective, view objects as contextually interdependent.

These differences have been shown to impact perception and memory by behavioral scientists.

The Study: How Our Brains Work

A study by the Massachusetts Institute of Technology took a look at whether these cultural tendencies can be measured in brain activity patterns.

Using functional magnetic resonance imaging (fMRI) scans from a group of 20 participants – 10 from East Asia, 10 from the U.S. – McGovern Institute for Brain Research Professor John Gabrieli and his team examined participants’ mental operations.

Participants were asked to compare a sequence of images, and their mental operations were mapped via blood flow changes in the brain.

The images were lines within squares.

Participants were asked to compare each image with the previous image, making judgments based on relative judgments of interdependent objects or absolute judgments of individual objects without context.

For instance, some questions asked whether the lines were proportional to the squares, regardless of size (interdependent); others asked whether the lines were the same length as each other, regardless of the squares (independent of context).

The Results: Confirmed

While the simplicity of the task resulted in no differences in accuracy between the groups, brain activation patterns did differ.

Relative judgments, which have been shown to be harder for Americans, stimulated the brain regions dedicated to mental tasks that demand attention. 

These regions were less active for absolute judgments.

As you might guess, the results for the East Asian group were the opposite, with brain activity becoming more active for absolute judgments and less for relative.

The paper’s lead author, Trey Hedden, said of the study:

“We were surprised at the magnitude of the difference between the two cultural groups, and also at how widespread the engagement of the brain’s attention system became when making judgments outside the cultural comfort zone.”

Even more interesting, questionnaires had been distributed prior to the exam to see how closely each individual identified with their culture, using questions regarding values and norms.

Those individuals who identified more intimately with their culture’s values showed a stronger reactive pattern of brain activity relative to their culture.

This study suggests that our culture – and how closely we individually identify with our culture – can influence the way our minds work.

Pretty heady.

Chrysler & the PT Cruiser: A Cross-Cultural Case Study

A French office is like a royal court; a German office is a well-oiled machine.

As we’ve discussed over the past few weeks, analogies are simple mental models that can aid cross-cultural understanding.

While behavioral changes are inevitable when working a new culture, it can be impractical to completely alter your cultural identity. Analogies provide a rough blueprint so you can play by the rules.

They show you how another system works by transposing that system onto a concept that’s relatable to you.

Analogies aren’t perfect, but they do enable you to better comply with behavior in another culture which will make you more effective as a colleague or manager.

Instead of making decisions from the bias of your own cultural anchor, by understanding the structure of the workplace, you better understand its mechanics and are able to intuit decisions that more appropriately align.

If you don’t have a zookeeper to come up with an analogy for you – like an expat or local who’s worked in a similar cross-cultural capacity – observe the nuances of the culture and create your own simple but clear analogy to use as a mental model.

Here’s one example of how author and professor, Clotaire Rapaille, did just that.

The Culture Code

Having been exposed to numerous cultures in childhood, it was natural for Rapaille to dedicate his life to researching the differences of cultures around the world.

In doing so, he became a personal advisor for CEOs of top global companies and is on retainer for many Fortune 100 companies.

By applying basic analogies in his book, The Culture Code, his concise observations of other cultures make cross-cultural understanding more efficient.

Chrysler Case Study

One case study Rapaille presented in The Culture Code involved the development of Chrysler’s PT Cruiser.

Data from focus groups helped Chrysler analyze and understand the “code” of American car consumers.

What did they find?

  • A car means family: For Americans, the family car is made important during primary socialization. Therefore, the nostalgia of childhood and family are aspects entering into this code.
  • A car means freedom: As with most things American, owning a car in one’s youth means owning freedom in more ways than one. It was found that 80 percent of Americans have their first sexual experience in the backseat of a car.
  • A car means identity: There is a strong correlation between a person’s car and their identity in the U.S. In some ways, you are what you drive.

Considering this data, it’s clear that there’s a powerful emotional relationship between Americans and their cars.

As production planning for the PT Cruiser went into effect, German car manufacturer Daimler-Benz (Mercedes) took over Chrysler.

The German culture’s relationship with their vehicles is much different.

The legal driving age in Germany is 18, so the correlation between youthful freedom (and the nostalgia of a first sexual experience in a car) isn’t as common.

Moreover, German cars are ubiquitous with quality engineering. The focus is on advanced technology rather than on the powerful emotional relationship a consumer might have with their car.

Due to these differences in culture, the PT Cruiser project was not as successful as it could have been.

While the retro and individualistic design of the Cruiser pushed the right buttons for the American consumer, the German executives ignored this, instead focusing on the vehicle’s modest quality engineering.

They assumed the PT Cruiser would be a marketing disaster and consigned its production to a small plant in Mexico.

Because of this decision, supply couldn’t keep up with demand, when the car became a big hit with Americans.

The company could have sold much more in the first year had Daimler-Benz better understood and catered to the culture of the American car market.

This is one example where exploiting a cultural analogy (one shaped by family, freedom, and identity) could have guided decision-making and led a company to greater commercial success.