Multicultural Networks

Multicultural Networks

Effective Communication in a Global Environment

What is cultureObservable behaviour

Values and assumptions

Layers of culture

Language, food, dress religion, buildings,

fashion, art

Right or wrong

Good or Bad

Assumptions about existence

Cultural differencesType of Culture

How we relate to people

How we relate to time

Relationship with people

Individualism Communitarian

Neutral EmotionalUniversalism

ParticularismAchievement Ascription

Universalist• Rules, regulations and procedures

very important• Agreement is usually supported by

legal contract• There is the law, and that is that• A person’s trustworthiness is based

on honouring their word or contract

Particularist

• Relationships more important than rules

• Legal contracts and be easily modified• The law is relative• A person’s trustworthiness is based on

whether they respond to changing circumstances

High-Context Cultures• Indirect and circuitous forms of

relating

• Tactful, evasive and ambiguous

• Operates through personal relationships and trust

• Negotiations slow and ritualistic

Low Context cultures• Direct and to the point

• Precise, blunt and transparent

• Operates through legalistic framework

• Negotiation as structured as possible

Low context

High Context

Individuals• Use of the “I” form in communication• Instant decision making by

representatives• Achievement is personal• Individual assumes responsibility for

actions• Holidays taken in pairs or sometimes

alone

Communitarians

• Use of the “we” form• Decisions referred back by delegates

to organisations• Achievement is group based and

joint responsibility is assumed for actions

IndividualismEncourageindividual freedom andresponsibilityHowever…..

We don’t want to degenerateInto self-centredness, so we Must……

Communitarianism

Encourage individuals toWork for consensus in the interestOf the group although……

We need to avoidConformism and slowDecision making, so we must….

Verbal communicationLow-Context A

BHigh-Context A

BOriental A

B

Tone of voiceLow-Context

High-Context

Oriental

Neutral Cultures

• Hide emotions• Cool and controlled behaviour is

admired• Physical contact and strong

expression of body language is taboo• Emotions that are controlled may

sometimes explode

Affective Cultures

• Thoughts and feelings are expressed verbally and non-verbally

• Expression of disagreement is uninhibited

• Lively discussion with lots of emotion admired

• Frequent physical contact and open expression of body language permissible

Achievement • Titles are only used when relevant• Respect for hierarchy is based on

effectiveness and ability of jobholder• Senior managers may be of varying

age and gender• Senior managers hold their position

based on competence and qualifications

Ascription

• Titles used extensively to indicate status in organisation

• Respect for hierarchy is required to demonstrate commitment to the organisation

• Senior managers are usually male, middle-aged and qualified by background, formal qualifications and connections

Time

Sequentially

Synchronically

ResolutionRespect

ToleranceUnderstanding

Cooperation