1 Cross Cultural Communication in Business 2 Program outline 1.Introduction to culture & cultural differences 2.Challenges in cross cultural communication.

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Cross Cultural Cross Cultural Communication in BusinessCommunication in Business

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Program outlineProgram outline

1. Introduction to culture & cultural differences

2. Challenges in cross cultural communication

3. Understanding cultures – culture models

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1 - 1 - Introduction to culture & cultural differencesIntroduction to culture & cultural differences

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"Cultural differences""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. InItaly it is negotiable."

Richard D. Lewis

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Culture = Human mental Culture = Human mental programmingprogramming

PersonalityPersonality

CultureCulture

Human NatureHuman Nature

Inherited & learned

Learned

InheritedUniversal

Specific to groupor category

Specific to individual

Source: G. HofstedeSource: G. Hofstede

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NNatureature of of cultureculture

LearnedCulture is acquired by learning

and experience

SharedPeople as a member of a group, organization, or society share

culture

TransgenerationalCulture is cumulative, passed

down from generation to generation

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The iceberg of cultureThe iceberg of culture

Languages(verbal & non-verbal)

Languages(verbal & non-verbal)

Explicit behavioursHabits & traditions

(food, housing, clothing, health…)

Explicit behavioursHabits & traditions

(food, housing, clothing, health…)

Know-how(communication codes, tools..)

Know-how(communication codes, tools..)

Institutions(collective organizations modes:

family, education

Institutions(collective organizations modes:

family, education

Norms(Do’s & don'ts)

Norms(Do’s & don'ts)

ValuesValues

Mental state & cognitive processes(perception, learning, knowledge, memory…)

Mental state & cognitive processes(perception, learning, knowledge, memory…)

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Manifestations of culture: Manifestations of culture: different levelsdifferent levels

Values

Symbols

Heroes

Rituals

Practices

Source: G. HofstedeSource: G. Hofstede

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Manifestations of cultureManifestations 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. HofstedeSource: G. Hofstede

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Americans as other see them…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 don’t 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?Brazil?

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French: logical, cartesian, elitist, authoritarian, proud

French: logical, cartesian, elitist, authoritarian, proud

Germans: rigid, methodical, obsessed with order & privacy, unemotional, territorial

Germans: rigid, methodical, obsessed with order & privacy, unemotional, territorial

Americans: superficial, ‘Frontier Spirit’, materialistic, over-optimistic

Americans: superficial, ‘Frontier Spirit’, materialistic, over-optimistic

Italians: loud, macho,impatient, over-emotional, talkative, unorganized

Italians: loud, macho,impatient, over-emotional, talkative, unorganized

British: imperialistic, ‘Island mentality’, principled, class-conscious, conservative

British: imperialistic, ‘Island mentality’, principled, class-conscious, conservative

Stereotypes…Stereotypes…

Chinese: quiet,hardworking, enigmatic, smiling, cruel

Chinese: quiet,hardworking, enigmatic, smiling, cruel

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First approach to cultureFirst approach to culture

The way youlive

The way youlive

The way youview things

The way youview things

The way youcommunicateThe way youcommunicate

Customs, habits, traditionsFood & its meaningMusic, clothingReligious practiceHealth practiceChild raisingFamily structures & relationships

Customs, habits, traditionsFood & its meaningMusic, clothingReligious practiceHealth practiceChild raisingFamily structures & relationships

Beliefs, valuesSpiritualityPerceptionsAttitudesExpectations

Beliefs, valuesSpiritualityPerceptionsAttitudesExpectations

Meaning of languageInteraction patternCommunicationsVerbal & non-verbal

Meaning of languageInteraction patternCommunicationsVerbal & non-verbal

CultureCultureCultureCulture

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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. Indirectness10. Openness 10. Go-between 10. Hospitality

Diversity of values & Diversity of values & differences in rankingdifferences in ranking

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Common problems…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

Source: N. Prime, 2001Source: N. Prime, 2001

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Cultural answers through different Cultural answers through different solutions…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

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Universal problems & cultural Universal problems & cultural responsesresponses

Source: N. Prime, 2001Source: N. Prime, 2001

Universal

Problems

Cultural responses

Relation to nature Domination Subjugation

Relation towards others

Individualism Communautarism

Relation to power Hierarchy Equality

Relation to time Monetary time Living time

Relation to rules Universalism Particularism

Relation towards activity

Do Be

Relation to space Private space Public space

Relation to emotions Exteriorization Neutralize

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Values, beliefs & behaviorsValues, beliefs & behaviors

Values,BeliefsValues,Beliefs

FILTERFILTER

SituationsSituations

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Cultural conditioning Cultural conditioning (1)(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 didn’t.When she talks to him about it, he won't look her in the eyes.

What’s happening?

Can you identify the two cultures that Ms. C. and Mr. H. belong to?

Source: CCL, 2002

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Cultural conditioning Cultural conditioning (2)(2)

Ms. C. suspects that Mr. H. is either very disorganized or doesn’t 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…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 Anticipate & Adapt to Cultural differencesdifferences

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?What do we know about culture?

Things they do notsee

Things they do notsee

Things they see

Things they see

Things I seeThings I see Things I do not seeThings I do not see

Source: Jouard, 1964Source: Jouard, 1964

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Culture?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 - 2 - Challenges in cross cultural communicationChallenges in cross cultural communication

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Opening a meetingOpening a meeting

Germany Formal intro. Sit down. Begin.

Finland Formal intro. Cup of coffee. Sit down. Begin.

USA

UK

France

Japan

Spain/ Italy

Number

of minutes

Number

of minutes

Informal intro. Cup of coffee. Jokes. Begin.Informal intro. Cup of coffee. Jokes. Begin.

Formal intro. Cup of tea. 10 min small talk. Casual beginning.Formal intro. Cup of tea. 10 min small talk. Casual beginning.

Formal intro. 15 min small talk. Begin.Formal intro. 15 min small talk. Begin.

Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. 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.20/30 min small talk while others arrive. Begin when all are there.

5555 10101010 15151515 20202020 25252525Adapted from Richard D. Lewis

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Behavior & cultural differences Behavior & cultural differences (1)(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 employee’s 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 manager’s 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 employee’s smile may mean for him/her?

Source: CCL, 2002

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Cultural differences: J. meets Y. Cultural differences: J. meets Y. (1)(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. Cultural differences: Ms H. & V. (1)(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 Negotiation & cultural differences differences (1)(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 Discomfort & cultural differences differences (1)(1)

Why doesn’t 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 Discomfort & cultural differences differences (2)(2)

Why doesn’t he/she tell me if he/she doesn’t 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 doesn’t 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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CulturesCultures

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 -3 - Understanding cultures – culture modelsUnderstanding cultures – culture models

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Edward Hall’s “Silent Language”Edward Hall’s “Silent Language”

5 “silent languages”: Time Space Material goods Friendship Agreements

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Past Present Future

Over Immediate tasks, separated

& identified

Plans for next

months/years

Time: Linear vision Time: Linear vision (1)(1)

37 Adapted from Richard D. Lewis

Anglo-Saxons, Germans, Swiss, Scandinavians

Time: Linear vision Time: Linear vision (2)(2)

Action oriented Time dominated: "time is money" &

cannot be "wasted" Focus on one thing at a time… &

within schedule

38 Adapted from Richard D. Lewis

Far-East, Asians

Time: Cyclical visionTime: 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

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Time: Vision from …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 Monochronic vs. Polychronic behaviorbehavior

MonochronicMonochronic PolychronicPolychronic

Time is crucialPunctualityGet to the pointA then B then C then DTime is an asset

Time is crucialPunctualityGet to the pointA then B then C then DTime is an asset

Time is not ours to manageEvents have their own timeA & B or C, D or BTalk business, but also football, food, friendship

Time is not ours to manageEvents have their own timeA & B or C, D or BTalk business, but also football, food, friendship

Task, linear Task, linear Task & Relational, circularTask & Relational, circular

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SpaceSpace

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

42 Adapted from Richard D. Lewis

Material goodsMaterial 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…

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FriendshipFriendship

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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AgreementsAgreements

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 processCommunication process

SenderSender EncodingEncodingChannel

(medium)Channel

(medium)DecodingDecoding ReceiverReceiver

Feedback(clarify, confirm…)

Feedback(clarify, confirm…)

symbolswordspicturesgestures…

symbolswordspicturesgestures…

INTENT

& MEANING

INTENT

& MEANING

EFFECT

& INTERPRETATION

EFFECT

& INTERPRETATION

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Explicit & implicit communicationExplicit & implicit communication

Low ContextLow Context

High ContextHigh Context

ExplicitCommunicationExplicitCommunication

ImplicitCommunicationImplicitCommunication

SwissSwiss

North AmericansNorth Americans

ScandinaviansScandinavians

FrenchFrench

BritishBritish

ItaliansItalians

GermansGermans

Latin AmericansLatin Americans

ArabsArabs

JapaneseJapanese

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Hofstede’s modelHofstede’s model

5 dimensions of culture:

1. Power distance

2. Individualism vs. collectivism

3. Feminity vs. masculinity

4. Uncertainty avoidance

5. Long term orientation

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Power distancePower 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

LowLow HighHigh

Social integrationLittle concern for hierarchical status

Social integrationLittle concern for hierarchical status

Social differentialSignificant concern for hierarchical status

Social differentialSignificant concern for hierarchical status

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Power distance: Sweden…Power distance: Sweden…

Source: G. Hofstede

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Impact on management ...

Power distancePower distance

Type of management structure

Decision process Flow of information Inequalities/equalities Formalism Status

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Individualism vs. collectivism 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 people’s lifetime continue to protect them in exchange for unquestioning loyalty.”

G. Hofstede

LowLow HighHigh

CollectivityConcern for group harmonyversus personal achievement

CollectivityConcern for group harmonyversus personal achievement

Self-determinationHigh concern for achievement& personal growth

Self-determinationHigh concern for achievement& personal growth

Individualism Individualism

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Individualism vs. collectivism Individualism vs. collectivism

Employee/employer relations Decision making Conflict management

Impact on management ...Impact on management ...

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Feminity vs. masculinityFeminity vs. masculinity

Feminine: focus on - work to live, quality of life,

relationships…

Masculine: focus on - live to work, material success,

money…

LowLow HighHigh

Nurturing relationshipsLittle concern for control,decisiveness, assertive behaviour or competition

Nurturing relationshipsLittle concern for control,decisiveness, assertive behaviour or competition

Controlling relationshipsAssertiveness, decisiveness and competitive behaviour

Controlling relationshipsAssertiveness, decisiveness and competitive behaviour

Masculinity Masculinity

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Impact on management...

Feminity vs. masculinityFeminity vs. masculinity

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 avoidanceUncertainty avoidance

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

LowLow HighHigh

Informal relationshipsLittle regard for structure& control

Informal relationshipsLittle regard for structure& control

Formal relationshipsHigh regard for structure, rituals and procedures

Formal relationshipsHigh regard for structure, rituals and procedures

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Impact upon management...

Uncertainty avoidanceUncertainty avoidance

LOW

few guidelines, few rules

relativist attitude risk taking,

initiative

HIGH

strict guidelines, a lot of rules, process

need for an absolute truth

employment stability important roles for

experts

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Hofstede’s results 20 countriesHofstede’s results 20 countries

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Cultural dimensionsCultural dimensions

PDI IND MAS UAI

Brazil 69 38 49 76

USA 40 91 62 46

France 68 71 43 86

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Cultural comparison: Brazil, Cultural comparison: Brazil, USA, & FranceUSA, & France

91

46

62

40

71

68

43

86

69

49

38

76

0

20

40

60

80

100

Power distance

Masculinity

Uncertainty avoidance

Individualism

USA France Brazil

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A Synthesis of Country CulturesA Synthesis of Country Cultures

NORDIC

FinlandDenmark

Sweden

NEAREASTERN

Turkey

GreeceIranARAB

Oman

Bahrain

Abu-Dhabi

Saudi Arabia

GERMANIC

Austria

Germany

Switzerland

FAREASTERN

MalaysiaSingaporeHongKong

PhilippinesIndonesia

Taiwan

INDEPENDENTIndiaJapan

IsraelBrazil

ANGLO

United Kingdom

Canada

United States

Ireland

South AfricaLATIN

AMERICAN

Argentina

MexicoChile

Peru

LATINEUROPEAN

France

Belgium

Italy Spain

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Managing cultural differences: tips Managing cultural differences: tips Map – Bridge - IntegrateMap – 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 other’s ideas

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Communicating across Communicating across cultures: « guidelines »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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ConclusionConclusion

“Culture is more often a source of conflict thanof synergy. Cultural differences are a nuisance at bestand 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

“Culture is more often a source of conflict thanof synergy. Cultural differences are a nuisance at bestand 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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BibliographyBibliography

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 endThe end