In Western workplaces, we tend to expect one-to-one logic: one request, one response. But in collective cultures – like those found in the Philippines or parts of Latin America – that same logic can feel incomplete. What happens when an employee’s “reasonable” request becomes a collective one… without telling you first?

Real-world situation

I got a call recently from a client in Australia. One of their team members, working remotely, had asked for help buying an ergonomic office chair. They had a sore back and needed more support. The manager said yes – go ahead and get a quote.

A few days later, the quote came through. It wasn’t for one chair. It was for five.

Confused and a bit blindsided, the manager called me. “I said yes to one,” he said, “but now I feel taken advantage of. Why did they assume this meant everyone gets one?”

Expert analysis

This scenario isn’t about entitlement. It’s about how culture shapes expectations.

In collective cultures – like those common in the Philippines, Colombia, or parts of Southeast Asia – the group comes first. Decisions are made not just with individual benefit in mind, but with the collective impact considered. If one person receives a benefit, it can feel natural – even necessary – to extend it to the group. The logic isn’t “I got a chair, you don’t,” but “If I get a chair, we should all have chairs.”

This is especially common in high-context cultures, where people communicate indirectly and rely on shared understanding rather than explicit instruction. In such environments, what’s left unsaid often carries just as much weight as what’s said.

The team member likely wasn’t trying to game the system. They probably thought: “If I’m getting a chair because it’s important for my health, then surely it would be wrong not to include the rest of the team. They need support too.”

From a Western, individualistic perspective, this can feel presumptuous or overreaching. From a collectivist standpoint, it’s respectful and inclusive.

Actionable insight

If you’re leading multicultural or global teams – especially in regions like the Philippines or Colombia – assume that any decision you make for one person will be interpreted as a precedent.

Here’s what you can do:

• Clarify intent early. When granting a benefit, state whether it’s an exception or part of a wider policy.
• Explain the rationale. People aren’t just looking for fairness – they’re trying to understand your logic.
• Build shared decision-making norms. In collective cultures, team-based approvals may feel more natural and equitable.

This isn’t just about chairs. It’s about how trust is built and how leaders set expectations. And it’s a reminder: managing across cultures isn’t just about language or location – it’s about mindset.

Wrap-up

Next time your team surprises you with a “logical leap,” pause before you judge. They might just be acting in the best interest of everyone. Make sure your leadership lens is wide enough to see it.

Here’s to leading better, one insight at a time.

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