Cross Cultural Communication in Business

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Cross Cultural Communication in Business
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Program outline

• Introduction to culture cultural differences
• Challenges in cross cultural communication
• Understanding cultures culture models

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• 1 - Introduction to culture cultural
  differences

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• "Cultural differences"

"For a German and a Finn, the truth is the truth.
In Japan and Britain it is all right if it
doesn't rock the boat. In China there is no
absolute truth. In Italy it is negotiable."
Richard
D. Lewis
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Culture Human mental programming
Inherited learned
Specific to individual
Personality
Specific to group or category
Learned
Culture
Inherited
Universal
Human Nature
Source G. Hofstede
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Nature of culture
Learned Culture is acquired by learning
and experience
Shared People as a member of a group,
organization, or society share culture
Transgenerational Culture is cumulative, passed
down from generation to generation
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The iceberg of culture
Languages (verbal non-verbal)
Explicit
Conscious
Explicit behaviours Habits traditions (food,
housing, clothing, health)
Know-how (communication codes, tools..)
Institutions (collective organizations modes
family, education
Norms (Dos don'ts)
Unconscious
Values
Implicit
Mental state cognitive processes (perception,
learning, knowledge, memory)
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Manifestations of culture different levels
Source G. Hofstede
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Manifestations of culture

• Symbols words, gestures, objects that carry a
  particular meaning which is only recognized by
  those who share the culture.
• Heroes persons, alive or dead, real or
  imaginary, who possess characteristics which are
  highly prized in a culture and who thus serve as
  models for behavior.
• Rituals collective activities, considered
  socially essential.
• Values basic assumptions about how things
  should be in society.They are convictions
  regarding right or wrong, good or bad, important
  or trivial. Learned implicitly. Cannot be
  discussed.
• Practices what is visible to an outsider.

Source G. Hofstede
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Americans as other see them

• India Americans seem to be in a perpetual
  hurry. Just watch the way they walk down the
  street. They never allow themselves the leisure
  to enjoy life there are too many things to do.
• Turkey Once we were out in a rural area in the
  middle of nowhere and saw an American come to a
  stop sign. Though he could see in both directions
  for miles and no traffic was coming, he still
  stopped!
• Colombia The tendency in the US to think that
  life is only work hits you in the face. Work
  seems to be the one type of motivation.
• Ethiopia The American is very explicit he
  wants a yes or a no. If someone tries to
  speak figuratively, the American is confused.
• Iran The first time my American professor told
  me, I dont know the answer, I will have to look
  it up, I was shocked. I asked myself, Why is he
  teaching me? In my country a professor would give
  the wrong answer rather than admit ignorance.

Source N. Adler., 1991
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Brazil?
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Stereotypes
French logical, cartesian, elitist,
authoritarian, proud
Americans superficial, Frontier
Spirit, materialistic,
over-optimistic
Italians loud, macho,impatient,
over-emotional, talkative, unorganized
Chinese quiet, hardworking, enigmatic,
smiling, cruel
British imperialistic, Island
mentality, principled,
class-conscious, conservative
Germans rigid, methodical, obsessed
with order privacy, unemotional,
territorial
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First approach to culture
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Diversity of values differences in ranking
USA Japan
Arab
1. Freedom 1. Belonging 1. Family
security 2. Independence 2. Group harmony
2. Family harmony 3. Self-reliance 3.
Collectiveness 3. Paternalism 4.
Equality 4. Age/Seniority 4. Age 5.
Individualism 5. Group consensus 5.
Authority 6. Competition 6. Cooperation
6. Compromise 7. Efficiency 7.
Quality 7. Devotion 8. Time
8. Patience 8. Patience 9. Directness
9. Indirectness 9. Indirectness 10.
Openness 10. Go-between 10. Hospitality
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Common problems

• There are a number of problems that all cultures
  try to address bring solutions to
• relation to nature
• relation to others
• relation to power
• relation to rules
• relation to activity
• relation to emotions
• relation to space
• relation to time

• Unity???

Source N. Prime, 2001
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Cultural answers through different solutions

• Culture, is the mechanism that allows to
  select an attitude, an interpretation, a solution
  as the one that makes sense  de facto , when
  facing a situation ( decision, relationship,
  emotion)
• Nathalie
  Prime, 2001

• Diversity...

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Universal problems cultural responses
Source N. Prime, 2001
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Values, beliefs behaviors

• Culture

Values, Beliefs
Situations
FILTER

• Perception

• Behaviors

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Cultural conditioning (1)
As a leader of of cross-cultural team, Ms. C. is
having difficulties managing Mr. H., one of the
foreign member of the team. He promised to
compile a report by the deadline she set, but he
didnt. When she talks to him about it, he won't
look her in the eyes. Whats happening? Can
you identify the two cultures that Ms. C. and Mr.
H. belong to?
Source CCL, 2002
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Cultural conditioning (2)
Ms. C. suspects that Mr. H. is either very
disorganized or doesnt respect her as a leader
His unwillingness to make eye contact looks like
evasive behavior to her.
Source CCL, 2002
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Questions

• Do you understand your own cultural background
  conditioning?
• Do you approach cross-cultural communication
  with an awareness of how differences may affect
  communication?
• Do you have the attitude that  different  is
  bad, inferior, or wrong?
• Are you aware of ways that you stereotype
  others?
• Arte you willing to adjust your communication in
  order to be more effective?

Source CCL, 2002
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Anticipate Adapt to Cultural differences

• Examine your own cultural conditioning
• Watch for discomfort that can signal cultural
  differences
• Recognize modify your communication

Source CCL, 2002
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What do we know about culture?
Things I do not see
Things I see

• Open for discussion

Things they see

• My blind spot

• Shared blind spot

• Their blind spot

Things they do not see
Source Jouard, 1964
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Culture?

• "Collective Programming"
• Starts from birth, is reinforced in school by
  education
• Relates to values core beliefs
• Displayed in attitudes behavior
• Some visible characteristics
• Customs, behavior
• Some less visible ones
• Values, beliefs

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• 2 - Challenges in cross cultural communication

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Opening a meeting
Informal intro. Cup of coffee. Jokes. Begin.
Formal intro. Cup of tea. 10 min small talk.
Casual beginning.
Formal intro. 15 min small talk. Begin.
Formal intro. Protocol seating. Green tea. 15/20
min small talk. Signal from senior member. Begin.
20/30 min small talk while others arrive. Begin
when all are there.
Number of minutes
5
10
15
20
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Adapted from Richard D. Lewis
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Behavior cultural differences (1)

• A foreign manager is conducting an annual
  performance review with one of his direct
  reports. He begins the session by discussing all
  the areas in which the employees performance
  meets or exceeds goals. The employee listens
  attentively with serious and thoughtful
  expression.
• But when the manager begins to discuss weaknesses
  and problem areas, the employee starts smiling.
  The sterner the managers tone, the broader the
  employee grins. The employee does not comment on
  anything the manager says or defend or explain.
  The manager becomes angry because he believes the
  employee is mocking him and treating the
  evaluation as a joke.
• What do you think is happening? What does the
  employees smile may mean for him/her?

Source CCL, 2002
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Cultural differences J. meets Y. (1)

• J. goes to the airport to meet Y. The two men had
  talked several times on the phone but had only
  met once before. When Y. spots J. in the baggage
  area, he enthusiastically embraces him and kisses
  him on both cheeks. J. feels uncomfortable and
  hopes that nobody he knows has witnessed this
  greeting.

Source CCL, 2002
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Cultural differences Ms H. V. (1)

• When Ms. H presents her proposal at the meeting,
  V. reacts strongly. He pounds on the table and
  questions her in a loud voice. When Ms. H casts
  her eyes down in embarrassment, V. seems to get
  more excited. He leans across the table and jabs
  his hands towards her face.

Source CCL, 2002
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Negotiation cultural differences (1)

• Tom in London Hitoshi in Tokyo both like Armani
  suits, football, Beethoven, good French wines.
  But Tom recently spoke for days with Hitoshi, his
  potential business partner and yet the barriers
  between them were never broken. The deal did not
  get closed.
• What is your assessment of the situation?

Source CCL, 2002
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Discomfort cultural differences (1)

• Why doesnt he/she says yes or no?
• In one culture, an indirect signal may signal
  indecisiveness, while in another culture it
  signals deference respect.
• Why he/she always staring at me?
• In one culture staring can signal aggressiveness
  or intimidation, while in another culture direct
  eye contact shows attention esteem.
• Why does he/she have to be right in my face
  whenever he/she talks to me?
• In one culture the range of personal space can
  be much smaller than in another culture.

Source CCL, 2002
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Discomfort cultural differences (2)

• Why doesnt he/she tell me if he/she doesnt
  understand something?
• In one culture,asking questions is accepted as an
  effective tool for communication, while in other
  cultures questioning superiors may signal
  insolence.
• Why doesnt he/she sit there smiling when I am
  talking about his performance problems?
• In one culture smiling during a discussion about
  performance problems may signal contempt and
  disinterest, while in another culture a smile may
  reflect sincerity and attention.
• Why does he make a joke about everything?
• In one culture, a joke can signal lack of
  confidence or seriousness, while in some others
  it's a sign of deference.

Source CCL, 2002
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Cultures

• We think our minds are free
• But be careful to distinguish between appearance
  and reality
• And remember that every culture is viewed by the
  others through their own "cultural spectacles"

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• 3 - Understanding cultures culture models

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Edward Halls Silent Language

• 5 silent languages
• Time
• Space
• Material goods
• Friendship
• Agreements

• Culture as a means of communication...

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Time Linear vision (1)
Present
Future
Past
Plans for next months/years
Immediate tasks, separated identified
Over
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Time Linear vision (2)

• Action oriented
• Time dominated "time is money" cannot be
  "wasted"
• Focus on one thing at a time within schedule

Anglo-Saxons, Germans, Swiss, Scandinavians
Adapted from Richard D. Lewis
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Time Cyclical vision

• Past provides background
• Circling around the problems "walk around the
  pool" before making decision
• Time is precious
• But one needs plenty of time to look at details
  of a deal and develop the personal side of a
  relationship

Far-East, Asians
Adapted from Richard D. Lewis
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Time Vision from

• The more they can do at the same time, the
  happier they are
• Not interested in schedule punctuality
• Focus on the human side of things meeting,
  business relationship are more important
• Time is event, personality related
• It can be "used, manipulated, stretched..."

Latins, Arabs
Adapted from Richard D. Lewis
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Monochronic vs. Polychronic behavior
Monochronic
Polychronic
Time is crucial Punctuality Get to the point A
then B then C then D Time is an asset
Time is not ours to manage Events have their own
time A B or C, D or B Talk business, but also
football, food, friendship
Task, linear
Task Relational, circular
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Space

• Availability of space
• use of space physical personal ex, USA
  wide open space, frontier spirit Japan
  limited space, island mentality
• readiness to make contact, nature degree of
  involvement with others keep distance, suspicion
  of strangers ex, Europe vs. USA

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Material goods

• Use of material possessions
• North America indication of status, level of
  success car, house, money
• Other cultures Japan, Middle-East, not viewed
  as important emphasis placed on other elements
  taste, harmony, friendship

Adapted from Richard D. Lewis
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Friendship

• Formed quickly with neighbors, coworkers
• North America
• Takes more time, lasts longer, goes deeper and
  implies obligations
• Asia, Middle-East

Adapted from Richard D. Lewis
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Agreements

• How to view law, rules, practices informal
  customs?
• Need for a written agreement, binding North
  America, Northern Europe
• Oral, handshake, with trust sufficient - Asia,
  Arabs

Adapted from Richard D. Lewis
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Communication process
INTENT MEANING
EFFECT INTERPRETATION
Channel (medium)
Sender
Receiver
Encoding
Decoding
symbols words pictures gestures
Feedback (clarify, confirm)

• Ideas, feelings...
• cannot be communicated
• directly...

• Noise from culture...

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Explicit implicit communication
Japanese
High Context
Arabs
Latin Americans
Italians
British
French
North Americans
Scandinavians
Germans
Low Context
Swiss
Implicit Communication
Explicit Communication
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Hofstedes model

• 5 dimensions of culture
• Power distance
• Individualism vs. collectivism
• Feminity vs. masculinity
• Uncertainty avoidance
• Long term orientation

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Power distance

• Defined as the extent to which the less powerful
  members of institutions and organizations within
  a country expect and accept that power is
  distributed unequally.
• 
  G. Hofstede

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Power distance Sweden
Source G. Hofstede
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Power distance
Impact on management ...

• Type of management structure
• Decision process
• Flow of information
• Inequalities/equalities
• Formalism
• Status

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Individualism vs. collectivism

• Individualism pertains to societies in which
  the ties between individuals are loose everyone
  is expected to look after himself and his
  immediate family
• Collectivism pertains to societies in which
  people from birth onwards are integrated into
  strong cohesive ingroups, which throughout
  peoples lifetime continue to protect them in
  exchange for unquestioning loyalty.
• 
  G. Hofstede

Individualism
High
Low
Self-determination High concern for
achievement personal growth
Collectivity Concern for group harmony versus
personal achievement
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Individualism vs. collectivism
Impact on management ...

• Employee/employer relations
• Decision making
• Conflict management

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Feminity vs. masculinity

• Feminine
• focus on - work to live, quality of life,
  relationships
• Masculine
• focus on - live to work, material success, money

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Feminity vs. masculinity
Impact on management...

• Masculine societies will value
• competition, speed, strength and wealth
• promotion
• emphasis on individual responsibility
• open hard conflicts
• Feminine societies will value
• equality, security, peace and nature
• cooperation, work conditions
• emphasis on collective responsibility
• conflict management through discussions

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Uncertainty avoidance

• Defined as the extent to which the members of of
  a culture feel threatened by uncertain or unknown
  situations.
• G.
  Hofstede

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Uncertainty avoidance
Impact upon management...

• HIGH
• strict guidelines, a lot of rules, process
• need for an absolute truth
• employment stability
• important roles for experts

• LOW
• few guidelines, few rules
• relativist attitude
• risk taking, initiative

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Hofstedes results 20 countries
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Cultural dimensions
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Cultural comparison Brazil, USA, France
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A Synthesis of Country Cultures
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Managing cultural differences tips Map Bridge
- Integrate

• MAP
• Understand the
• differences
• Cultural values
• Leadership style
• Personality
• Thinking style
• Gender

• BRIDGE
• Communicate
• across
• differences
• Approaching
• with motivation
• confidence
• Decentering w/o
• blame
• Recentering with
• commonalities

• INTEGRATE
• Manage the
• differences
• Building
• participation
• Resolving
• conflicts
• Building on
• each others
• ideas

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Communicating across cultures  guidelines 

• Speak clearly more slowly than usual
• Pronounce your words clearly enunciate
  carefully
• Use the simplest most common words in most
  cases
• Avoid slang colloquial expressions
• Use visuals
• Confirm your spoken communications by memos,
  e-mails, letters, faxes

Source CCL, 2002
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Conclusion
Culture is more often a source of conflict
than of synergy. Cultural differences are a
nuisance at best and often a disaster. But if we
really want to globalize, there is no way around
them so we better take them for what they
are.
Geert Hofstede
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Bibliography

• When cultures Collide Richard Lewis Nicholas
  Brealy
• Riding the waves of cultures Fons Trompenaars
  Charles Hampden-Turner McGraw-Hill
• Cultures Organizations Geert Hofstede
  McGraw-Hill
• Managing Across Cultures Susan Schneider
  Jean-Louis Barsoux FT Prentice Hall

• The end