Cross Cultural - EAC 0522.ppt

8/10/2019 Cross Cultural - EAC 0522.ppt

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Cross Cultural

Communication in Business


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Program outline

1. Introduction to culture & cultural

differences

2. Challenges in cross culturalcommunication

3. Understanding culturesculture models


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1 - Introduction to culture &cultural differences


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Culture = Human mental

programming

Personality

Culture

Human Nature

Inherited & learned

Learned

InheritedUniversal

Speci f ic to group

or catego ry

Speci f ic to indiv idual

Source: G. Hofstede


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Nature of culture

LearnedCulture is acquired by learning

and experience

SharedPeople as a member of a group,

organization, or society share

culture

Transgenerat ionalCulture is cumulative, passed

down from generation to

generation


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The iceberg of culture

Languages

(verbal & non-verbal)

Explicit behaviours

Habits & traditions

(food, housing, clothing, health)

Know-how

(communication codes, tools..)

Institutions

(collective organizations modes:

family, education

Norms(Dos & don'ts)

Values

Mental state & cognitive processes

(perception, learning, knowledge, memory)

Explic

it


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Manifestations of culture:

different levels

Values

Symbols

Heroes

Rituals

Practices

Source: G. Hofstede


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Manifestations of culture

Symbols: words, gestures, objects that carry aparticular meaning which is only recognized by thosewho 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 forbehavior.

Rituals: collective activities, considered sociallyessential.

Values: basic assumptions about how thingsshould be in society.They are convictions regardingright 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 watchthe way they walk down the street. They never allow themselvesthe leisure to enjoy life; there are too many things to do.

Turkey:Once we were out in a rural area in the middle ofnowhere 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 ano. If someone tries to speak figuratively, the American is

confused.

Iran:The first time my American professor told me, I dont knowthe 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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French: logical,

cartesian,elitist,

authoritarian,

proud

Germans:rigid,

methodical,

obsessed with order

& privacy,

unemotional, territorial

Americans:superficial,

Frontier Spirit,materialistic,

over-optimistic

Italians:loud,

macho,

impatient,

over-emotional,

talkative,

unorganized

British:imperialistic,

Island mentality,

principled,

class-conscious,

conservative

Stereotypes

Chinese: quiet,hardworking,

enigmatic,

smiling, cruel


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First approach to culture

The way youlive

The way youview things

The way youcommunicate

Customs, habits, traditions

Food & its meaning

Music, clothingReligious practice

Health practice

Child raising

Family structures

& relationships

Beliefs, values

Spirituality

PerceptionsAttitudes

Expectations

Meaning of language

Interaction pattern

CommunicationsVerbal & non-verbal

Culture


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USA Japan Arab

1. Freedom 1. Belonging 1. Family security2. Independence 2. Group harmony 2. Family harmony3. Self-reliance 3. Collectiveness 3. Paternalism4. Equality 4. Age/Seniority 4. Age5. Individualism 5. Group consensus 5. Authority

6. Competition 6. Cooperation 6. Compromise7. Efficiency 7. Quality 7. Devotion8. Time 8. Patience 8. Patience9. Directness 9. Indirectness 9. Indirectness

10. Openness 10. Go-between 10. Hospitality

Diversity of values &

differences in ranking


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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

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)

Nathali e Prime, 2001


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Universal problems & cultural

responses

Source: N. Prime, 2001

Universal

Problems

Cultural responses

Relation to nature Dominat ion Subjugat ion

Relation towardsothers

Ind iv idual ism Communautar ism

Relation to power Hierarchy Equal i ty

Relation to time Monetary t ime Liv ing t ime

Relation to rules Universal ism Part icular ismRelation towards

activity

Do Be

Relation to space Private space Publ ic space

Relation to emotions Exteriorization Neutral ize


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Values, beliefs & behaviors

Values,Beliefs

FILTER

Situations


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Cultural conditioning (1)

As a leader of of cross-cultural team, Ms. C. is havingdifficulties managing Mr. H., one of the foreign memberof 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 theeyes.

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 disorganizedor 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 culturalbackground & conditioning?

Do you approach cross-cultural communicationwith 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 stereotypeothers?

Arte you willing to adjust your communication inorder 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 signalcultural differences

Recognize & modify your communication

Source: CCL, 2002


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What do we know about culture?

Things

theydo not

see

Things

they

see

Things I see Things I 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 crosscultural communication


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Opening 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

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.

5 10 15 20 25Adapted from Richard D. Lewis


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Behavior & cultural

differences (1)

A foreign manager is conducting an annual performancereview with one of his direct reports. He begins the sessionby discussing all the areas in which the employeesperformance meets or exceeds goals. The employee listensattentively with serious and thoughtful expression.

But when the manager begins to discuss weaknesses andproblem areas, the employee starts smiling. The sterner themanagers tone, the broader the employee grins. Theemployee does not comment on anything the manager saysor defend or explain. The manager becomes angry because

he believes the employee is mocking him and treating theevaluation as a joke.

What do you think is happening? What does theemployees 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 embraceshim 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 Armanisuits, football, Beethoven, & good French wines.But Tom recently spoke for days with Hitoshi, his

potential business partner and yet the barriersbetween them were never broken. The deal did notget closed.

What is your assessment of the situation?

Source: CCL, 2002


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Discomfort & cultural

differences (2)

Why doesnt he/she tell me if he/she doesntunders tand someth ing?

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 culturesculture models


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Past

Present Future

Over

Immediate

tasks, separated

& ident i f ied

Plans fo r

next

months/years

Time: Linear vision (1)


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Adapted from Richard D. Lewis

Anglo-Saxons, Germans,

Swiss, Scandinavians

Time: Linear vision (2)

Action oriented

Time dominated: "time is money" &

cannot be "wasted"

Focus on one thing at a time &

within schedule


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Far-East, Asians

Time: Cyclical vision

Past provides background

Circling around the problems & "walkaround the pool" before making

decision Time is precious

But one needs plenty of time to look at

details of a deal and develop thepersonal side of a relationship


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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 moreimportant

Time is event, personality related

It can be "used, manipulated, stretched..."

Latins, Arabs



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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,

USAwide open space, frontier spirit &

Japanlimited 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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42Adapted from Richard D. Lewis

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 importantemphasis placed on

other elements: taste, harmony,

friendship


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Friendship

Formed quickly with neighbors,coworkers

North America

Takes more time, lasts longer, goesdeeper and implies obligations

Asia, Middle-East



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Agreements

How to view law, rules, practices &informal customs?

Need for a written agreement, bindingNorth America, Northern Europe

Oral, handshake, with trust sufficient -Asia, Arabs


Communication process


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Communication process

Sender EncodingChannel

(medium)Decoding Receiver

Feedback

(clarify, confirm)

symbolswords

pictures

gestures

INTENT

& MEANING

EFFECT

& INTERPRETATION

E li it & i li it i ti


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Explicit & implicit communication

Low

Context

High

Context

Explicit

Communication

Implicit

Communication

Swiss

North Americans

Scandinavians

French

British

Italians

Germans

Latin AmericansArabs

Japanese


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Hofstedes 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 distance

Defined as the extent to which the less

power fu l members of inst i tu tions and

organizations wi th in a country expect and

accept that power is distributed unequally.G. Hofs tede

Low High

Social integrat ion

Little concern for

hierarchical status

Soc ial differential

Significant concern for

hierarchical status


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Power distance: Sweden

Source: G. Hofstede

P di t


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Impact on management ...

Power distance

Type of management

structure

Decision process Flow of information

Inequalities/equalities

Formalism

Status


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Individualism vs. collectivism

Employee/employer relations

Decision making Conflict management

Impact on 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

Low High

Nurtur ing re la t ionsh ips

Little concern for control,

decisiveness, assertive

behaviour or competition

Contro l l ing re la t ionsh ips

Assertiveness, decisiveness

and competitive behaviour

Masculinity


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Impact on management...

Feminity 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 naturecooperation, work conditions

emphasis on collective responsibility

conflict management through discussions


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Uncertainty avoidance

Defined as the extent to which themembers of o f a cu lture feel

threatened by un certain or unknown

situations.

G. Hofstede

Low High

Info rmal relat ions hips

Little regard for structure

& control

Formal relat ionships

High regard for

structure, rituals and

procedures


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Hofstedes results 20 countries


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Cultural dimensions

PDI IND MAS UAI

Brazil 69 38 49 76

USA 40 91 62 46

France 68 71 43 86

Cultural comparison: Brazil,


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Cultural comparison: Brazil,

USA, & 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

A Synthesis of Country Cultures


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A Synthesis of Country Cultures

NORDIC

Finland

Denmark

Sweden

NEAR

EASTERN

Turkey

Greece

IranARAB

Oman

Bahrain

Abu-Dhabi

SaudiArabia

GERMANIC

Austria

Germany

Switzerland

FAR

EASTERN

MalaysiaSingapore

Hong

Kong

Philippines

Indonesia

Taiwan

INDEPENDENT

IndiaJapan

IsraelBrazil

ANGLO

United Kingdom

Canada

United States

Ireland

SouthAfricaLATIN

AMERICAN

Argentina

MexicoChile

Peru

LATIN

EUROPEAN

France

Belgium

Italy Spain

Managing cultural differences: tips


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Managing cultural differences: tips

MapBridge - Integrate

MAP

Understand thedifferences

Cultural valuesLeadership stylePersonalityThinking style

Gender

BRIDGE

Communicateacross

differences

Approachingwith motivation& confidence

Decentering w/o

blameRecentering withcommonalities

INTEGRATE

Manage thedifferences

Buildingparticipation

Resolvingconflicts

Building oneach others

ideas

C i ti


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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 CollideRichard LewisNicholas Brealy

Riding the waves of culturesFons

Trompenaars & Charles Hampden-TurnerMcGraw-Hill

Cultures & OrganizationsGeertHofstedeMcGraw-Hill

Managing Across CulturesSusanSchneider & Jean-Louis BarsouxFT

Prentice Hall

The end

Cross Cultural - EAC 0522.ppt

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