The Next Next Common Sense CA curlot us sr Da li vAedraspetCa toi onnt esx: Ct sa nyo n s The canyon principle requires thoughtful adaptation across different cultural contexts. National and regional cultures vary significantly in their comfort with ambiguity, relationship to authority, and preference for explicit versus implicit guidance. Organizations operating globally must adapt canyon designs to these cultural variations while maintaining alignment around core purpose and values. High vs. Low Uncertainty Avoidance Cultures In cultures with high uncertainty avoidance (like Japan, Germany, and France), people generally prefer more explicit guidance and struc- tured processes. In these contexts, effective canyons often feature: • More detailed articulation of principles with concrete examples • Clearer documentation of decision boundaries and escala- tion paths • More frequent checkpoints and feedback mechanisms • Stronger emphasis on standard practices within boundaries Rakuten, the Japanese e-commerce company, adapted the canyon approach by providing more structured guidance documents and decision frameworks than typically seen in Western implementations, while still maintaining space for innovation within these more explicit boundaries. Conversely, in cultures with lower uncertainty avoidance (like Sweden, Singapore, and the United States), people may be more comfort- able with implicit principles and broader boundaries. Canyon designs in these contexts often feature:
• Higher-level principles with less detailed guidance • Wider boundaries with fewer explicit checkpoints
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