60–75 minutes (5 minutes for completion of handout; 25 minutes for small-group discussion; 30–45 minutes for large-group discussion and debriefing)
Work L T, O, D
1. To identify how values are revealed in cultural sayings or idioms
2. To learn how the dominant cultural values regarding time affect work behaviors
Note: This activity is to be used with groups in work situations so that any suggested changes that come up in the activity can be implemented. Typically, this will be supervisors or managers. In organizations that value—and utilize—employee suggestions, this can also be used with employees. Do not use it with employees if there has not been a process identified for hearing and implementing employee suggestions.
• Time Sayings Handout
1. Distribute the “Time Sayings” handout to all participants.
2. Ask people to individually select the five sayings that most represent how time is perceived and used in their organization. They may add sayings to the list if they wish.
3. Ask the participants to form small groups of 3–5 people and then
(a) come to agreement about which five sayings are most representative of how time is perceived and used in their organization and
(b) identify specific behaviors within the organization that support their selections.
4. Then ask small groups to identify, based on their selection of sayings and behaviors, whether their organization is oriented to past, present, or future time, whether the pace is slow or fast, and how the organization’s time orientation and pace do or do not serve it well.
5. Ask a representative of each small group to report its discussion. In those areas where there are differences between groups, discuss why these differences might have occurred.
6. In the large group, have participants discuss how the organization’s time orientation and pace impact the following:
• Planning (determining objectives, selecting priorities and work to be done)
• Organizing (dividing the work into manageable functions)
• Motivating (encouraging people to perform in a desired way)
• Innovating (dealing with change)
• Delegating (giving people responsibilities and authority)
7. Ask the group to identify any strategies for modifying behaviors when the time orientation or pacing does not serve the organization well.
1. What happened? How easy was it to come to agreement on the sayings in the small groups? How consistent was the perception of the organization’s values about time across your small groups? Were any of the disagreements based on individual departmental differences or role responsibilities?
2. How did you feel during the discussions? Why?
3. What values—individual and organizational—arose in the discussions in either the small groups or the larger group?
4. What did you learn?
5. How can you apply what you learned to your workplace?
1. Individuals and organizations have orientations to time that are reflected in cultural sayings.
2. Orientations to time affect the way business is conducted…often without awareness.
3. An organization’s orientation to time and its pacing can both benefit and get in the way of effectiveness.
4. Orientation to time can vary in different areas of an organization based on job function or responsibilities.
Adapted from an activity in Training for the Cross-Cultural Mind by Pierre Casse.
Respect other people’s time.
Budget your time.
Have a good time.
Time is life.
Take your time.
Use your waiting time.
Your time will come.
Be on time.
Don’t waste your time.
It’s time consuming.
The time of your life.
Find the time.
Make the most of your time.
Running out of time.
Time is money.
Save your time.
You’ll do better next time.
good timing
killing time
beating time