On Friday, July 31st, FRIducation returns with a workshop based on The Culture Map by Erin Meyers. This news post captures why it’s important and how you can prepare with a short and sweet survey.
Why
Conversations about culture have been increasingly crucial as the PD Team has grown. Important questions arise, such as “How do we define culture at PD? What’s important and sacrosanct? What is accidental that we can shed as we grow?”
Seeking wisdom is a core value at PD. On the topic of culture, XT sought wisdom from our mentors, advisors, and, of course, books on culture. It led them to the book The Culture Map. The book helped XT recognize so much of what our Founders lived through but hadn’t articulated as “culture.”
PD is diverse by nature. Now a global company, we come from a variety of cultures with the shared aim to do great work together. The better we understand cross-cultural collaboration, we better we co•create solutions that move the audience, the needle, and the world.
What
Turning learnings into reality, we are hosting a FRIducation workshop based on The Culture Map. The team can expect a variety of discussion formats inspired by the communication and collaboration styles outlined in the book.
Date: Friday, July 31st
Time: 2:00–5:00 PM
Location: Festival Tower (Recorded)
How to Prepare
In preparation, we want to also map out PD’s culture against Erin Meyers’ eight cultural dimensions.
Please submit this survey by Thursday, July 16, 9:00 am EST
Answer from the heart. It’ll take less than 5 minutes.
We recommend keeping the Dimension descriptions open as you go through the questions.
Eight Cultural Dimensions
1. Communicating
This dimension looks at how directly or indirectly people express meaning when they communicate.
Low-Context
Good communication is precise, simple, and clear. Messages are expressed directly and understood at face value. Repetition is appreciated when it helps clarify the message.
High-Context
Good communication is sophisticated, nuanced, and layered. Messages are often implied rather than plainly stated, requiring people to read between the lines.
2. Evaluating
This dimension looks at how people give negative feedback, criticism, or corrective input.
Direct Negative Feedback
Negative feedback is given frankly, bluntly, and honestly. Criticism may stand on its own without being softened by positive comments, and strong descriptors may be used.
Indirect Negative Feedback
Negative feedback is given softly, subtly, and diplomatically. Criticism is often wrapped with positive comments, softened with qualifying language, and usually given in private.
3. Persuading
This dimension looks at how people prefer to build arguments, explain ideas, and convince others.
Principles-First
People begin by developing the theory, concept, or reasoning before presenting a conclusion. The underlying principles behind a situation are valued.
Applications-First
People begin with a fact, statement, opinion, or practical recommendation, then add concepts or explanation as needed. Discussions are practical, concrete, and action-oriented.
4. Leading
This dimension looks at how people view authority, status, and the ideal relationship between leaders and team members.
Egalitarian
The distance between boss and subordinate is low. The best bosses are seen as facilitators among equals, organizational structures are flatter, and communication can flow across levels.
Hierarchical
The distance between boss and subordinate is high. The best boss is seen as a strong director, status is important, and communication follows established hierarchical lines.
5. Deciding
This dimension looks at how decisions are made within a team or organization.
Consensual
Decisions are made in groups through shared discussion and agreement.
Top-Down
Decisions are made by individuals, usually the boss or person in authority.
6. Trusting
This dimension looks at how people build trust in professional relationships.
Task-Based
Trust is built through business-related activities, reliability, and consistent performance. Work relationships are based largely on the practical needs of the situation.
Relationship-Based
Trust is built through personal connection and shared time, such as meals, informal conversations, and long-term relationship building.
7. Disagreeing
This dimension looks at how comfortable people are with debate, disagreement, and open conflict.
Confrontational
Disagreement and debate are seen as positive for the team or organization. Open confrontation is considered appropriate and does not necessarily harm the relationship.
Avoids Confrontation
Disagreement and debate are seen as negative for the team or organization. Open confrontation may be considered inappropriate and could harm group harmony or relationships.
8. Scheduling
This dimension looks at how people approach time, planning, deadlines, and flexibility.
Linear-Time
Work is approached in a sequential way, completing one task before starting the next. Deadlines, punctuality, structure, and organization are highly valued.
Flexible-Time
Work is approached in a fluid way, with tasks changing as opportunities arise. Adaptability, multitasking, and flexibility are valued over strict scheduling.
Conclusion
This survey is a primer for The Culture Map concepts and FRIducation. Coming up soon, we’ll also present the results back to you at Summer Summit 2026.
Thank you, PD Team, for continually investing in our culture.
