Intercultural Communication. 2 What is Culture? Culture is the sum total of a way of living; including values, beliefs, aesthetic standards, linguistic

Intercultural Communication

Intercultural Communication

What is Culture?What is Culture?

• Culture is the sum total of a way of living; including values, beliefs, aesthetic standards, linguistic expression, patterns of thinking, behavioral norms, and styles of communication which a group of people has developed to assure its survival in a particular physical and human environment. Culture and the people who are part of it, interact, so that culture is not static.

• Hoopes and Pusch

• Culture is the sum total of a way of living; including values, beliefs, aesthetic standards, linguistic expression, patterns of thinking, behavioral norms, and styles of communication which a group of people has developed to assure its survival in a particular physical and human environment. Culture and the people who are part of it, interact, so that culture is not static.

• Hoopes and Pusch

Generalized Differences in Cultural ValuesGeneralized Differences in Cultural Values

Formal Informal• Family, group, village Individual ID• Value on being Value on doing• Emphasis on spirit Emphasis-material• Holistic perspective Linear perspective• Friendship-slow Friendship-quick• Past/present Future orientation• Indirectness Directness• Role non-equality Role equality

Formal Informal• Family, group, village Individual ID• Value on being Value on doing• Emphasis on spirit Emphasis-material• Holistic perspective Linear perspective• Friendship-slow Friendship-quick• Past/present Future orientation• Indirectness Directness• Role non-equality Role equality

Generalized Differences in Cultural ValuesGeneralized Differences in Cultural Values

• People centered Task-centered• Harmony w/nature Control of nature• Age valued Youth valued• Long range goals Short range goals• Group rewards Individual rewards• Organic/holistic Mechanical/logical• Spiritual/mystical Rational/linear• Cooperative Competitive• Shame-based Guilt-based

• People centered Task-centered• Harmony w/nature Control of nature• Age valued Youth valued• Long range goals Short range goals• Group rewards Individual rewards• Organic/holistic Mechanical/logical• Spiritual/mystical Rational/linear• Cooperative Competitive• Shame-based Guilt-based

Core Qualities of an EffectiveIntercultural CommunicatorCore Qualities of an EffectiveIntercultural Communicator

• Assumes cultural differences• Understands self & own culture• Understands & is willing to adjust own

communication style when necessary• Is open-minded, non-judgemental, & flexible

about others’ values & communication styles• Is not threatened by others’ values• Demonstrates “respect” appropriately• Is curious & has a good sense of humor!

• Assumes cultural differences• Understands self & own culture• Understands & is willing to adjust own

communication style when necessary• Is open-minded, non-judgemental, & flexible


COMPARE & CONTRAST:Three Generalized Value SetsCOMPARE & CONTRAST:Three Generalized Value Sets

1. Collective and Individual Orientation

2. Indirect and Direct Communication

3. Hierarchal and Egalitarian Viewpoint

1. Collective and Individual Orientation

2. Indirect and Direct Communication

3. Hierarchal and Egalitarian Viewpoint

1. Collective and Individual Orientation1. Collective and Individual Orientation

COLLECTIVE• Focus on

cooperation• Group’s collective

good• Regards self as

integral part of group

• Focus on social interaction

• Bargains for group’s objectives

COLLECTIVE• Focus on

cooperation• Group’s collective

good• Regards self as

integral part of group

• Focus on social interaction

• Bargains for group’s objectives

INDIVIDUAL • Focus on competition• Advances own interests• Regards self as

independent from group• Focus on individual

action• May act on behalf of

group as a free agent

INDIVIDUAL • Focus on competition• Advances own interests• Regards self as

independent from group• Focus on individual

action• May act on behalf of

group as a free agent

1. Collective and Individual— Potential Implications for Consultation1. Collective and Individual— Potential Implications for Consultation

• Example: ATTRIBUTING CAUSATION • COLLECTIVE

– Actions affected by outside forces: “They were late for the session because the bus left without them.” aka, “Situationalism”

• INDIVIDUAL– Actions due to character or personality: “They were

late for the session because they missed the bus.” aka, “Dispositionalism”

• Example: ATTRIBUTING CAUSATION • COLLECTIVE

– Actions affected by outside forces: “They were late for the session because the bus left without them.” aka, “Situationalism”

• INDIVIDUAL– Actions due to character or personality: “They were

late for the session because they missed the bus.” aka, “Dispositionalism”

2. Indirect & Direct Communication2. Indirect & Direct Communication

INDIRECT• Metaphors,

storytelling• Inference-drawing• Exchange of implied

information• Relationship-building

during negotiation• Focus on feelings

INDIRECT• Metaphors,

storytelling• Inference-drawing• Exchange of implied

information• Relationship-building

during negotiation• Focus on feelings

DIRECT • Frank & candid

information exchange• Task identification &

deadlines• Not concerned about

“face” issues• Focus on facts

DIRECT • Frank & candid

information exchange• Task identification &

deadlines• Not concerned about

“face” issues• Focus on facts

2. Indirect & Direct CommunicationPotential Implications for Consultation2. Indirect & Direct CommunicationPotential Implications for Consultation

• Example: SHARING INFORMATION• INDIRECT

– In general, in collectivist cultures people tell stories to create holistic context. Relationship aspects of negotiation are approached first.

• DIRECT– In general, in individualistic cultures people

ask questions, give answers, face-to-face feedback. Substantive aspects of negotiation are approached first.

• Example: SHARING INFORMATION• INDIRECT

– In general, in collectivist cultures people tell stories to create holistic context. Relationship aspects of negotiation are approached first.

• DIRECT– In general, in individualistic cultures people

ask questions, give answers, face-to-face feedback. Substantive aspects of negotiation are approached first.

3. Hierarchy & Egalitarian Structures3. Hierarchy & Egalitarian Structures

HIERARCHIST• Social order

governs disorder & dispute resolution

• Superiors care for subordinates

• Subordinates defer to superiors

HIERARCHIST• Social order

governs disorder & dispute resolution

• Superiors care for subordinates

• Subordinates defer to superiors

EGALITARIAN

• Rule of law governs disorder & dispute resolution

• Social order is permeable, porous

EGALITARIAN

• Rule of law governs disorder & dispute resolution

• Social order is permeable, porous

3. Hierarchy & Egalitarian Processes Potential Implications for Consultation3. Hierarchy & Egalitarian Processes Potential Implications for Consultation

• Example: MAKING DECISIONS• HIERARCHIST

– Focus on formality and protocols. Multi-layered decision-making and ratification. Follow through depends on respect shown and trust developed, as well as whether group needs are met.

• EGALITARIAN– Reliance on negotiator’s persuasion & status. Quick

decision-making. Follow-through depends on mechanics of agreement and legal controls more than on trust and respect.

• Example: MAKING DECISIONS• HIERARCHIST

– Focus on formality and protocols. Multi-layered decision-making and ratification. Follow through depends on respect shown and trust developed, as well as whether group needs are met.

• EGALITARIAN– Reliance on negotiator’s persuasion & status. Quick

decision-making. Follow-through depends on mechanics of agreement and legal controls more than on trust and respect.

COMPARE & CONTRAST:Another Look at Cultural & Individual Differences

COMPARE & CONTRAST:Another Look at Cultural & Individual Differences

• Precision vs. ambiguity in communications• Verbal vs. written preference for sensitive

communications• Direct vs. indirect in delivering feedback• Deference vs. participation in relation to

authority• Linear versus holistic in thinking• Fixed vs. fluid in relation to time• Permissive vs. directive in managing others• Inductive vs. deductive in process and thought

• Precision vs. ambiguity in communications• Verbal vs. written preference for sensitive

communications• Direct vs. indirect in delivering feedback• Deference vs. participation in relation to

authority• Linear versus holistic in thinking• Fixed vs. fluid in relation to time• Permissive vs. directive in managing others• Inductive vs. deductive in process and thought

Four Basic Intercultural ConceptsFour Basic Intercultural Concepts• Concept # 1: You can not not

communicate.• Concept # 2: All observed behavior has a

reciprocal component.• Concept # 3: Our perception has a

substantial element of subjectivity.• Concept # 4: Attribution Theory suggests

we interpret events in ways positive to us and negative to “them.”

• Concept # 1: You can not not communicate.

• Concept # 2: All observed behavior has a reciprocal component.

• Concept # 3: Our perception has a substantial element of subjectivity.

• Concept # 4: Attribution Theory suggests we interpret events in ways positive to us and negative to “them.”

Tools and Concepts for IncreasingCommunication and UnderstandingTools and Concepts for IncreasingCommunication and Understanding

• The D. I. E. Rule

• The “Heavy Metal” Rules

• Three Satisfactions for Successful Consultation

• The D. I. E. Rule

• The “Heavy Metal” Rules

• Three Satisfactions for Successful Consultation

THREE TOOLS . . .THREE TOOLS . . .

1. The D. I. E. Rule

• Describe – facts: see, touch, smell, hear, taste

• Interpret– what you think about the facts perceived

• Evaluate– what you feel about what you think (+ or -)

1. The D. I. E. Rule

• Describe – facts: see, touch, smell, hear, taste

• Interpret– what you think about the facts perceived

• Evaluate– what you feel about what you think (+ or -)

THREE TOOLS . . .THREE TOOLS . . .

2. The “Heavy Metal” Rules• GOLDEN RULE

– Do unto others as you would have them do unto you.– Silver Rule: Do unto yourself as you would have

others do unto you.

• LEAD RULE– If others don’t conform, or do what you think they

should do, punish or force them, indoctrinate them.

• PLATINUM RULE– Do unto others as they would have you do to them.

2. The “Heavy Metal” Rules• GOLDEN RULE

– Do unto others as you would have them do unto you.– Silver Rule: Do unto yourself as you would have

others do unto you.

• LEAD RULE– If others don’t conform, or do what you think they

should do, punish or force them, indoctrinate them.

• PLATINUM RULE– Do unto others as they would have you do to them.

Examining Our Own Ethnocentrism What is a “Stereotype?”Examining Our Own Ethnocentrism What is a “Stereotype?”• A Working Definition:

• Over generalized, value-laden judgement used to illustrate own perception of a particular group

• Perceptions usually factually incorrect, illogical, and inflexible

• Generalizations help us understand AND they are not true in all cases

• A Working Definition:

• Over generalized, value-laden judgement used to illustrate own perception of a particular group

• Perceptions usually factually incorrect, illogical, and inflexible

• Generalizations help us understand AND they are not true in all cases

Why do we stereotype others?A discussion . . .Why do we stereotype others?A discussion . . .Some Examples:• Our lives are bombarded constantly with new

information—easy way to file away information bits

• Stereotyping increases when differences are strong, e.g., color, ethnicity, age, gender

• Groups/cultures have identifiable attributes AND yet individuals differ within the group

• What else . . . ?

Some Examples:• Our lives are bombarded constantly with new

information—easy way to file away information bits

• Stereotyping increases when differences are strong, e.g., color, ethnicity, age, gender

• Groups/cultures have identifiable attributes AND yet individuals differ within the group

• What else . . . ?

Three Satisfactions for Successful Consultations . . .Three Satisfactions for Successful Consultations . . .3. The Three Satisfactions• PROCEDURAL

– How we’re going to talk about what we’re going to talk about—where, when, who, and how decisions will be made, etc.

• SUBSTANTIVE– What we’re going to talk about—the issues or

agenda, and what we agree upon.

• RELATIONAL– Participants feel better at conclusion. Deeper level of

understanding. Depends on quality of the first two.

3. The Three Satisfactions• PROCEDURAL

– How we’re going to talk about what we’re going to talk about—where, when, who, and how decisions will be made, etc.

• SUBSTANTIVE– What we’re going to talk about—the issues or

agenda, and what we agree upon.

• RELATIONAL– Participants feel better at conclusion. Deeper level of

understanding. Depends on quality of the first two.

PROCEDURAL SATISFACTION—What it takes...PROCEDURAL SATISFACTION—What it takes...• PROCEDURAL—How we’re going to talk • WHERE – Our place or yours, take turns, neutral

setting?• WHEN – date, time, duration, frequency • WHO—Including who are decision-makers &/or ratifiers• Decision “Rules” – consensus, majority, combine?• Behavioral guidelines aka “ground rules” – sensitive

issue, so take your time! The first agreement• Cultural considerations–ceremony? Meal sharing?

Spatial configuration? Seating-who sits where? • “Good process lasts beyond individual personal

relationship.” (from NATHPO study)

• PROCEDURAL—How we’re going to talk • WHERE – Our place or yours, take turns, neutral

setting?• WHEN – date, time, duration, frequency • WHO—Including who are decision-makers &/or ratifiers• Decision “Rules” – consensus, majority, combine?• Behavioral guidelines aka “ground rules” – sensitive

issue, so take your time! The first agreement• Cultural considerations–ceremony? Meal sharing?

Spatial configuration? Seating-who sits where? • “Good process lasts beyond individual personal

relationship.” (from NATHPO study)

Sample Ground Rules TemplateSample Ground Rules Template

• Which negotiation process to use?• Location of the site• Logistics of the site• Break out rooms for caucusing

– Meals and snacks– Expenses for room(s), meals, snacks– Table and seating arrangements

• Dates of negotiation• Times• Breaks

• Which negotiation process to use?• Location of the site• Logistics of the site• Break out rooms for caucusing

– Meals and snacks– Expenses for room(s), meals, snacks– Table and seating arrangements

• Dates of negotiation• Times• Breaks


• Brief biographicals• Specific role function/expertise backgrounds• Team substitutions • Contract completion date• Team members• Spokesperson(s)• Resource personnel• Observers• Rules of behavior and courtesy

• Brief biographicals• Specific role function/expertise backgrounds• Team substitutions • Contract completion date• Team members• Spokesperson(s)• Resource personnel• Observers• Rules of behavior and courtesy


• Caucusing– Length of time– Under what conditions– How many

• Confidentiality• Note taking• Record of negotiation and memos• Press contacts and releases• Joint presentations• Media inquires

• Caucusing– Length of time– Under what conditions– How many

• Confidentiality• Note taking• Record of negotiation and memos• Press contacts and releases• Joint presentations• Media inquires


• Breaking impasse– informal processes and conditions– formal processes and conditions

• Agenda item development and information sharing processes

• Ratification process• Process for adding and/or changing

ground rules• Additional items

• Breaking impasse– informal processes and conditions– formal processes and conditions

• Agenda item development and information sharing processes

• Ratification process• Process for adding and/or changing

ground rules• Additional items

SUBSTANTIVE SATISFACTION—What it takes SUBSTANTIVE SATISFACTION—What it takes SUBSTANTIVE—What we’re going to talk about...

• Agenda development–TIMING IS EVERYTHING!• Not a consultation without prior disclosure of agenda,

project scope, and areas of potential impact. “Meaningful consultation is predicated on informed participants.” (from NATHPO study)

• Technical Information & Minutes–distributed universally and timely in appropriate format

• Every participant addresses her/his issues, complete listing

• In prioritizing Issues, no issue is minimized: full discussion or different venue/time—who determines and how?

SUBSTANTIVE—What we’re going to talk about...

• Agenda development–TIMING IS EVERYTHING!• Not a consultation without prior disclosure of agenda,

project scope, and areas of potential impact. “Meaningful consultation is predicated on informed participants.” (from NATHPO study)

• Technical Information & Minutes–distributed universally and timely in appropriate format

• Every participant addresses her/his issues, complete listing

• In prioritizing Issues, no issue is minimized: full discussion or different venue/time—who determines and how?

RELATIONAL SATISFACTION—What it takes RELATIONAL SATISFACTION—What it takes RELATIONAL—Participants feel better about each other…

• Understanding of issues & each other has developed—consensus & agreement will build over time

• Mutual Trust & Respect has grown—the hallmark of successful consultation

• Future-looking— “Successful consultation begets future successful consultation.” (from NATHPO)

• Remember D.I.E. Rule!• Procedural and Substantive Satisfaction are the building

blocks of Relational Satisfaction.

RELATIONAL—Participants feel better about each other…

• Understanding of issues & each other has developed—consensus & agreement will build over time

• Mutual Trust & Respect has grown—the hallmark of successful consultation

• Future-looking— “Successful consultation begets future successful consultation.” (from NATHPO)

• Remember D.I.E. Rule!• Procedural and Substantive Satisfaction are the building

blocks of Relational Satisfaction.

Effective ListeningEffective Listening

• Exercises:– Active Listening Skills

» Remember: V.E.C.S.» Validate» Empathize» Clarify» Summarize

– Active Listening Skills» Remember: H.A.L.T.

• Exercises:– Active Listening Skills

» Remember: V.E.C.S.» Validate» Empathize» Clarify» Summarize

– Active Listening Skills» Remember: H.A.L.T.

Listening ExerciseListening Exercise

1. Form pairs 2. For 3 minutes:

– Speaker tells listener about a personal problem or situation that is limited in scope and which you do not mind discussing. Ask the Listener for help in solving it

– Listener listens attentively without saying anything for 3 minutes. OK to take notes

3. For the following 3 minutes, Listener “active listens” e.g., clarify, paraphrase, use perception checks

4. Reverse roles & repeat exercise

1. Form pairs 2. For 3 minutes:

– Speaker tells listener about a personal problem or situation that is limited in scope and which you do not mind discussing. Ask the Listener for help in solving it

– Listener listens attentively without saying anything for 3 minutes. OK to take notes

3. For the following 3 minutes, Listener “active listens” e.g., clarify, paraphrase, use perception checks

4. Reverse roles & repeat exercise

Core Qualities of an EffectiveIntercultural CommunicatorCore Qualities of an EffectiveIntercultural Communicator• Assumes cultural differences• Knows self & own culture• Understands & is willing to adjust own

communication style• Is open-minded, non-judgemental, & flexible


• Assumes cultural differences• Knows self & own culture• Understands & is willing to adjust own

communication style• Is open-minded, non-judgemental, & flexible


Consultations Tips and ConceptsConsultations Tips and Concepts• Practice “No surprises”- transparency is a goal• Remember there are no “rules” in consultation

until the parties agree upon them• All negotiators understand two principles:

1) Avoid being exploited2) Advance own needs/interests

• The successful negotiator in government to government consultations understands a third principle: 3) Assist the other side to “win”

• Practice “No surprises”- transparency is a goal• Remember there are no “rules” in consultation

until the parties agree upon them• All negotiators understand two principles:

1) Avoid being exploited2) Advance own needs/interests

• The successful negotiator in government to government consultations understands a third principle: 3) Assist the other side to “win”

Consultations Tips and ConceptsConsultations Tips and Concepts• Practice being hard on the problem and

soft on the people• 90% of the substantive portion of

consultation is reached in the last 10% of the time available

• Learn how to agree to disagree without being disagreeable

• Signing the agreement is not the end of consultation, it is the beginning

• Practice being hard on the problem and soft on the people

• 90% of the substantive portion of consultation is reached in the last 10% of the time available

• Learn how to agree to disagree without being disagreeable

• Signing the agreement is not the end of consultation, it is the beginning

Working Effectively in Cross-Cultural Consultation Means . . .Working Effectively in Cross-Cultural Consultation Means . . .• Honor, understand, and respect

differences

• Human-to-human relationship most important

• Consultation is best viewed as process and not an event

• Honor, understand, and respect differences

• Human-to-human relationship most important

• Consultation is best viewed as process and not an event

Documents

Intercultural Communication. 2 What is Culture? Culture is the sum total of a way of living; including values, beliefs, aesthetic standards, linguistic