Evaluation in Culturally Mixed Environments
Hot Air Balloons
There’s a certain kind of electricity in the air when you walk into a room full of people from different corners of the globe. The accents, the gestures, the subtle differences in how folks greet you or make eye contact—it all matters, especially when you’re there to evaluate how things are working (or not working) in a multicultural setting.
I’ve found that being an active member of the Choctaw tribe brings its own set of responsibilities and challenges when performing evaluations. My own history, my worldview, and yes, my biases, walk in the door with me. I can’t check them at the threshold, but I can be aware of them. That’s the first lesson: you have to know your own story before you can hope to understand someone else’s.
The Weight of History and the Shape of Bias
Every culture carries its own weight—political, social, economic, and historical. I’ve learned to pay close attention to ethnographic history, not just as a box to check, but as a living force that shapes how people see outsiders (and how I see them). Sometimes, my shared background with participants helps me connect; other times, it risks blinding me to things I take for granted.
And then there’s the matter of expectations. In some countries, a company’s safety record is a badge of honor; in others, it barely registers. I’ve seen products sell themselves on safety in one locale, while in another, price or prestige is king. The culture of what matters most shifts with the soil beneath your feet.
Designing an Evaluation That Actually Works: Thought Experiment, a Global Evaluation
When I’m designing an evaluation, I remind myself: it’s not about what I want to find, but about what the stakeholders need to know. That means asking the right questions, not just the easy ones. I lean on a team with deep local roots; people who can spot the cultural landmines before I step on them.
I always want to know who wrote the original training (most of the time it was me in my office, alone with my biases). Was it crafted in a boardroom at headquarters, or did it grow up locally, shaped by the rhythms and realities of that particular place? If London’s numbers are up but the other offices are lagging, I dig deeper. Is it language? Is it culture? Or is it something as simple as the way a contract is signed. What seems like a minor detail can be a major stumbling block if you don’t understand the local customs.
Even the gender of the evaluator can tip the scales. In some places, my questions might be met with candor; in others, with silence or carefully crafted answers. Power dynamics between genders, between evaluator and participant shape the truth you’re able to uncover.
Privilege, Power, and the “Food Chain”
Privilege and power aren’t fixed; they shift depending on where you stand and who’s in the room. In some organizations, the hierarchy is as rigid as a pyramid where evaluators are perched near the top, and everyone else is wary. In others, things are flatter, more open, and the conversations are more honest.
I’ve learned to watch for these cues in my previous jobs. If people see me as a threat, their answers will be guarded, and the data will be less useful. But if the culture is more egalitarian, I’m more likely to get the real story.
Learning the Lay of the Land
Before I start any evaluation, I map out the landscape. Who are the stakeholders? (Hint: it’s not just the folks signing the checks.) Sometimes, those paying for the evaluation have their own hidden agendas, and it’s my job to figure out what’s really motivating them.
I look at the power structure; who holds sway, who’s on the margins, and how those dynamics might color the responses I get. I want to understand the sales team, the buyers, the end users, and their cultural fluency. What does “making a sale” mean here? Is it a handshake, a signature, a quiet nod?
And then I dig even deeper: corporate structure, demographics, religion, history, socio-economic status, education, residency. All of it matters. Each thread weaves into the larger tapestry of how people work, communicate, and make decisions.
The Heart of the Work
At the end of the day, evaluating in a culturally mixed environment is less about ticking boxes and more about being curious, humble, and open to surprise. It’s about questioning your own assumptions as much as anyone else’s. The more I learn about the histories and realities of the people I’m working with, the more meaningful my evaluations will become.
It’s not always easy—sometimes it’s downright uncomfortable. But every time I step into a new environment, I remind myself: the real work is in listening, learning, and letting go of the idea that my way is the only way.
That’s where the magic happens. That’s where the truth lives. It’s not always easy, but it’s always worth the effort.
