Cross cultural communication

Cross-cultural Communication, Steven Tolliver

Cross-CulturalCommunication

Steven Tolliver


Outline:

• What is “culture”?

• Stereotypes

• High and low context cultures

• Hofstede culture matrix and applications

• Comprehension between cultures

• Networks and networking

• Techniques for understanding


What is culture?Culture includes traits that arise from basic human needs, for example:

•Love

•Shelter

•Food

•Protection

•Understanding


What is culture?

Origins:

Early humans: invention of language and story-telling.

Tool-making and farming

Cities and the creation of writing


What is culture?

Culture:

a way of understanding the world and our place in it;

a guide for action: in a group, with strangers, in the

face of danger.


What is culture?

“Culture, or civilization, taken in its broad,

ethnographic sense, is that complex whole

which includes knowledge, belief, art, morals,

law, custom, and any other capabilities and

habits acquired by man as a member of

society.”Sir Edward Burnett Tylor. 1920 [1871]. Primitive Culture.


What is culture?

Culture and tribes today:

Religions, nations, regions, languages, dialects, sports,

music, companies, etc.

Regional cultures and sub-cultures.


Stereotypes

These are simplified concepts of groups based on assumptions.

Dynamic: " ingroups " and " outgroups "


Stereotypes

Sociologist Charles E. Hurst:

"One reason for stereotypes is the lack of personal, concrete familiarity that individuals have with persons in other racial or ethnic groups. Lack of familiarity encourages the lumping together of unknown individuals"


Awareness & Sensitivity

Intercultural Communication:

•Awareness: identifying differences and similarities

•Sensitivity: Ability to acknowledge, respect, tolerateand accept cultural differences.


High-context vs. Low-context

Edward T. Hall, Beyond Culture, New York: Anchor Books,1976.

High context: communication draws on shared culture, fewer words need to suggest meaning.

Low-context: communication is more direct and explicit



High context:•Less verbally explicit communication•More internalized understandings •Long term relationships •Strong boundaries- insider vs outsider•Knowledge is situational, relational. •Decisions and activities focus around personal face-to-face relationships, often around a central person who has authority.



Low-context:

•Rule oriented.

•More knowledge is codified, public, external, and accessible.

•Sequencing, separation--of time, of space, of activities, of relationships

•Knowledge is more often transferable

•Task-centered.



Copeland, L., Griggs, L. (1985), Going International: How to make friends and deal effectively

in the global marketplace, New York: Random House


High-context vs. Low-contextInteractions between high and low-context cultures:

High to LowRequires more independence and individual initiative. Focus on task completion and creating a wide range of contact.

Low to HighRequires more group identification, relationship nurturing. High-context cultures can be hard to enter. Requires earning membership in the group.


The Hofstede culture matrix

Geert Hofstede, sociologist

Framework for Assessing Culture:

•Small vs. large power distance

•Individualism vs. Collectivism

•Masculinity vs. Femininity (Achievement vs. Quality of Life)

•Weak vs. strong uncertainty avoidance

•Long vs. short term orientation



http://www.geert-hofstede.com/hofstede_dimensions.php



http://www.culturegps.com/


Bennis, Benne, and Chin (& Nichols)

Four basic human characteristics:

•Rationality

•Socialization

•Compliancy

•Adaptability

Warren G. Bennis, Kenneth D. Benne, and Robert Chin, editors. The Planning of Change [2nd Edition]. New York: Holt, Rinehart and Winston, 1969;

Fred Nichols, Change Management 101, Internet publication, January 2002


Hofstede + Bennis, Benne, and Chin (& Nichols)

Four human characteristics:

Hofstede culture matrix:

Rationality Individualism vs. Collectivism

Socialization Masculinity vs. Femininity

Compliancy Small vs. large power distance

Adaptability Weak vs. strong uncertainty avoidance

John W. Bing

http://www.itapintl.com/facultyandresources/articlelibrarymain/hofstedes-consequences-the-impact-of-his-work-on-consulting-and-business-practices.html


How to interact with people from individualistic cultures?

How to interact with people from group oriented cultures?

• Proposals based on their self-interest.

• Allow individuals to formulate and ask questions.

• Proposals based on their group’s interests.

• Allow the group to formulate and ask questions.

• Allow the group to consult with each other and spend time working out their responses, questions, and concerns

John W. Bing, ITAP International, 2003


With an orientation toward Achievement (Masculinity)?

With an orientation toward Quality of Life (Femininity)?

• Emphasize performance and results.

• Expect that work takes precedence over family life.

• Show drive or ambition for completion of tasks and meeting of deadlines.

• Be decisive.

• Emphasize interdependence.

• "Work to live" – focus on improvement in quality of life.

• Stress solidarity and service.

• Use intuition.



With a preference for High Power Distance / Hierarchical Orientation?

With a preference for Low Power Distance / Participative Orientation?

• Communications via senior staff.

• Use legitimate power to exercise authority.

• Tell subordinates what to do differently (do not leave it to them to figure out "how" to do things differently).

• Use influencing skills.

• Include all people in discussions.

• Allow for questions and challenges.

• Provide a forum where all can be involved



With a need for Certainty? With Tolerance for Ambiguity?

• Provide specific rules and structures.

• Provide supporting data and theory.

• Be logical

• Provide real examples and cost-benefit analysis.

• Focus on compliance with procedures and policies

• Reward creative behavior that brings good results.

• Focus on the learning process.

• Share information and open many lines of communication.

• Challenge and question "the way things are done."



http://www.youtube.com/watch?v=Cw-JTQidjD4


When “yes” doesn’t mean “yes”

False friends: similar words may be understood or used differently or have very different meanings.

From video: “urgent” can mean right now or as soon as possible

Japan: “yes” means “I understand what you are saying” and not “I am agreeing with what you are saying”.

“Difficult” can mean “impossible”


Working with cultural differences

Communication:

•Speaking & listening: – Simplicity & verification– Speed & tone

•Using an interpreter: preparation

•Use shared languages, mathematics, sciences.

•Gestures


NetworksSmall World Theory & the 6 degrees of separation: Stanley Milgram, Malcolm Gladwell


Networks

6 degrees: every person is connected to any other person by six contacts.

Hubs or Super-conductors provide most direct routes of contact.


NetworkingGOAL: Getting a contact Someone who will pick up the telephone if you call them.

APPROACH:•Define goals per contact•Be interested •Ask for introductions•Find out you might offer to your contact


Business card etiquette

Use a card case

Give your card by hand (in Asia with both hands)

When you receive a card: read it and ask rapport-building questions


Cross-cultural communication• Understand your own cultural

perspective• Study the cultural background of others• Get to know the individuals you are

working with• Respect their values and style• Do not make assumptions• In communication: strive for maximum clarity (but be sensitive) and verify


Steven [email protected]