Chapter 4: Communicating Across Cultures

WORKING WITH DIVERSITY

Advantages

• More Views and Ideas

• Perspectives and

understanding of diverse

markets

• Accessing a wide pool of

talent

Disadvantages

• Language barriers

• Misunderstanding of

words and nonverbal

cues

• Time and space

preferences

WHAT IS

CULTURE?

Culture includes the shared values,

norms, rules, and behaviors of an

identifiable group of people who

share a common history and

communication system.

There are many types of culture,

such as national, organizational,

and team.

THE CONCEPT OF CULTURE

Culture

A system of behavior that

helps us act in an accepted or

familiar way

CULTURAL INTELLIGENCE (CQ)

CQ includes an appreciation for cultural differences that affect communication

and the ability to adjust one’s communication style to ensure that efforts to send

and receive messages across cultural boundaries are successful. In other words, it

requires a combination of attitude, knowledge and skill.

GOOD NEWS: You are already an expert in culture, at least in the culture which

you grew up. You understand how your society works, how people are expected

to communicate, what common gestures and facial expression mean.

BAD NEWS: is that because you’re such an expert in your own culture, your

communication is largely automatic. In other words, you rarely stop to think about

the communication rules you’re following.

IMPORTANT STEP towards successful intercultural communication is becoming

AWARE of these rules and they way they influence your communication.

CHARACTERISTICS OF HIGH CQ

1. Respect, recognize, and appreciate cultural differences.

2. Possess curiosity about and interest in other cultures.

3. Avoid inappropriate stereotypes.

4. Adjust conceptions of time and show patience.

5. Manage language differences to achieve shared meaning.

6. Understand cultural dimensions.

7. Establish trust and show empathy across cultures.

8. Approach cross-cultural work relationships with a learner

mind-set.

9. Build a co-culture of cooperation and innovation.

CQ: CULTURAL DIFFERENCES

1.Recognize

• Acknowledge

(don’t ignore)

differences

1.Appreciate

• Be Curious /

Open Minded

about their

Experiences

1.Respect

• Don’t assume

their way is

inferior

CQ:

AVOID NEGATIVE STEREOTYPES

ETHNOCENTRISM

BE CURIOUS

VARIATIONS IN

LANGUAGE

Verbal/Written Language

IDIOMS AND SLANG

DOCUMENT

MAKEOVER

(PRACTICE)

CONTEXTUAL

DIFFERENCES

LOW VS. HIGH CONTEXT

NON-VERBAL VARIATIONS IN LANGUAGE

LOW VS. HIGH CONTEXT

EYE CONTACT

POSTURE

CULTURAL DIMENSIONS

1. Individualism and Collectivism

2. Egalitarianism and Hierarchy

3. Performance Orientation

4. Future Orientation

5. Assertiveness

6. Humane Orientation

7. Uncertainty Avoidance

8. Gender Egalitarianism

Individualism and Collectivism

Focuses on the degree to which individuals prioritize personal goals over group goals.

Examples:

In the USA (individualistic), there's a strong emphasis on personal achievements, such as individual awards or recognitions. In contrast, in Japan (collectivist), group harmony and consensus are highly valued, and decisions are often made collectively. Thus, in a business meeting in the USA, individual achievements and contributions might be highlighted and rewarded. In a Japanese company meeting, the team's collective effort might be praised, even if one member made a standout contribution.

In Australian companies, employees might be encouraged to voice individual opinions in brainstorming sessions. In South Korean firms, consensus might be sought, and individual opinions might align with the group's perspective.

Egalitarianism and Hierarchy

Examines the acceptance and expectation of power distribution in society.

Examples:

In Sweden (egalitarian), there's a strong emphasis on equality, and managers might have an open-door policy. In India (hierarchical), there's a clear respect for elders and superiors, and one might not directly contradict a superior in a meeting. Thus, in Swedish companies, junior employees might be encouraged to share their ideas directly with senior management. In a traditional Indian company, ideas might flow through a chain of command.

In a startup in Canada, decision-making might involve input from all team members, regardless of rank. In a Chinese corporation, decisions might be made at the top, with others expected to implement without dissent.

• In egalitarian cultures,

• people tend to distribute and share power evenly, minimize status differences, and minimize special privileges and opportunities for people just because they have higher authority.

• In hierarchical cultures,

• people expect power differences, follow leaders without questioning them, and feel comfortable with leaders’ receiving special privileges and opportunities. 

Performance Orientation

Performance Orientation - Refers to the extent to which a society values performance improvement and excellence.

US businesspeople prefer to

get right to business and

pursue tough “fast-to-fast”

negotiating tactics.

Low Performance Orientation

businesspeople may prefer to

converse and socialize politely

before entering business

discussions.

Examples:

• South Korea places a high emphasis on academic and professional success, with students often spending extra hours in study academies to excel.

• A UK-based company might set clear performance metrics and reward employees based on individual achievements. A Brazilian company might value long-term relationships with clients over short-term sales targets.

• In a German manufacturing firm, precision and efficiency might be the top performance indicators. In contrast, a Thai company might prioritize relationship-building with clients as a performance metric.

FUTURE ORIENTATION

Future orientation (FO) involves the degree to which cultures

are willing to sacrifice current wants to achieve future needs.

Cultures with low FO (or present-oriented cultures) tend to

enjoy being in the moment and spontaneity. They are less

anxious about the future and often avoid the planning and

sacrifices necessary to reach future goals. By contrast,

cultures with high FO are imaginative about the future and

have the discipline to carefully plan for and sacrifice current

needs and wants to reach future goals. Figure 4.7 displays

country rankings for future orientation.

Future Orientation - Deals with the degree to which individuals are future-oriented versus present-oriented.

Example:

• In Singapore (future-oriented), there's a strong emphasis on long-term planning and saving for the future. In contrast, some Mediterranean cultures might prioritize enjoying the present moment, valuing leisure and spontaneity.

• A Singaporean financial firm might prioritize long-term investments and growth strategies. An Argentinian business might focus on short-term gains due to economic volatility.

• In a Swiss pharmaceutical company, R&D might be focused on innovations for the next decade. In a rapidly changing tech market in South Africa, the focus might be on products for the immediate future.

ASSERTIVENESS

Assertiveness - Reflects the degree to which people in a culture are assertive in their relationships.

Examples:

• In Australia, people might openly express their opinions and disagreements. In contrast, in Thailand, people might avoid direct confrontation to maintain social harmony.

• In a Dutch business negotiation, parties might be direct and clear about their terms and disagreements. In a Qatari negotiation, discussions might be more subtle, with disagreements expressed diplomatically.

• An American advertising firm might use aggressive marketing strategies to outdo competitors. A Japanese firm might use more collaborative strategies, seeking partnerships rather than competition.

HUMANE ORIENTATION

Humane orientation (HO) is “the degree to which an organization

or society encourages and rewards individuals for being fair,

altruistic, friendly, generous, caring, and kind.” In high-HO cultures,

people demonstrate that others belong and are welcome. Concern

extends to all people—friends and strangers—and to nature. In

low-HO cultures, the values of pleasure, comfort, and

self-enjoyment take precedence over displays of generosity and

kindness. People extend material, financial, and social support to a

close circle of friends and family. Society members are expected to

solve personal problems on their own. Figure 4.9 displays country

rankings for humane orientation.

Humane Orientation - Represents the degree to which a culture encourages altruism and kindness. 

Examples:

• In the Philippines, there's a strong emphasis on "bayanihan," a spirit of communal unity and cooperation to achieve a goal.

• A Danish company might prioritize work-life balance, ensuring employees have time for family and personal pursuits. A South Korean tech firm, during crunch times, might expect longer work hours, prioritizing company goals.

• A New Zealand company might have community service days where employees engage in local charitable activities. A Russian firm might prioritize business goals over community engagement.

UNCERTAINTY AVOIDANCE

Uncertainty Avoidance - Describes a society's tolerance for uncertainty.

Examples:

• In Greece, there's a high level of uncertainty avoidance, leading to strict rules and rituals. In contrast, in Jamaica, there's a more relaxed attitude towards the future, encapsulated in the phrase "No problem, mon."

• A French company entering a new market might conduct detailed risk assessments and seek to control all variables. An Indian startup might be more flexible, adapting to challenges as they arise.

• In a German automotive company, protocols and procedures might be strictly followed. In a Nigerian trade business, there might be more flexibility in navigating regulations.

GENDER EGALITARIANISM

Gender egalitarianism deals with the division of roles between men

and women in society. In high gender-egalitarianism cultures, men and

women are encouraged to occupy the same professional roles and

leadership positions. Women are included equally in decision making.

In low gender-egalitarianism cultures, men and women are expected to

occupy different roles in society. Typically, women have less influence

in professional decision making. However, in societies where gender

roles are highly distinct, women often have powerful roles in family

decision making.

Gender Egalitarianism - Examines the degree to which a society promotes gender equality.

Examples:

• In Norway, there's a strong emphasis on gender equality, with policies promoting parental leave for both mothers and fathers. In contrast, in some Middle Eastern countries, traditional gender roles are more pronounced, with distinct roles for men and women in society.

• A Norwegian tech company might have policies ensuring equal representation of genders in leadership roles. A company in a more traditional society might have predominantly male leadership.

ETIQUETTE

Behaviors considered rude or obnoxious in one culture may be quite

acceptable in another.

GIFT GIVING TRADITIONS

The different meanings that cultures attach to things, including products, make

gift giving a particularly difficult task.

TIME

Monochronic

One thing at a time, punctual

Examples: USA, Germany, Switzerland

Polychronic

Polychronic: Many things at once

Examples: Greece, Italy, Chile