One of the things that always amazes me about New York is the paradox of the beliefs I have when I hear “if you can make it here, you can make it anywhere” and reality. Somehow, New York, on paper, is supposed to be this amazing cosmopolitan and atmosphere of “anything is possible”. However, in my experience, there are some definite areas where exactly the opposite is true.
Restaurants are a prime example. I often like to substitute a side-dish, or request something I don’t see on the menu. Only in American restaurants do I hear phrases like,
“No, I’m sorry, we can’t.”
“It’s pre-made, we can’t change it.”
“I’ll have to ask the chef.”
“I’ll have to charge you extra.”
“I’ll have to ring it up as two separate orders so it will come out more expensive, it’s the only way I can do it.”
Somehow, American restaurants have a very difficult time thinking outside the box and catering to creative whims.
However, if I eat in almost ANY ethnic restaurant, I feel like the world is my oyster. Indian restaurants can always make me a wonderful plate of Chicken Saag, even if it’s not on the menu. My local Japanese place has a “hidden” menu of possibilities, and I can mix and match as I choose. Italian restaurants will change the pasta or the sauce to my tastes. And, none of them tries to tell me it will be difficult. They simply nod their head and do it.
Corporations are another example. Grossly generalizing on my own personal experiences, I’ve noticed an irony here as well. European headquartered companies seem to value creative thoughts, outside-the-box ideas, and are open to changing processes to cater to a good idea or customer need, no matter what level it comes from. American companies, on the other hand, give the impression they would like outside-the-box thinking, but they really only want it to come from leadership, while they cultivate what Seth Godin has called “Sheepwalkers” – lower level employees that behave, do as they’re told, and do not question things. There is a big game of “corporate politics” to be played, especially in American companies I have noticed – and your choice to play, or not play, is a huge piece of your success or failure in that organization.
Within any culture, it’s easy to find all sorts of contradictions, but I am often shocked and amazed at how much we confine ourselves into “boxes” and “rules”, while preaching that we’re “free to do as we please”.
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