Transcript Multicultural Networks

Multicultural Networks
Effective Communication in a Global
Environment
What is culture
Observable
behaviour
Values and
assumptions
Layers of culture
Right or wrong
Language, food, dress
religion, buildings,
fashion, art
Good or Bad
Assumptions
about
existence
Cultural differences
Type of Culture
How we relate to people
How we relate to time
Relationship with people
Individualism
Neutral
Universalism
Achievement
Communitarian
Emotional
Particularism
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
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•
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•
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
Individuals
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•
•
•
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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
Individualism
We need to avoid
Conformism and slow
Decision making, so we
must….
Encourage
individual
freedom and
responsibility
However…..
We don’t want to degenerate
Into self-centredness, so we
Must……
Encourage individuals to
Work for consensus in the
interest
Of the group although……
Communitarianism
Verbal communication
Low-Context
High-Context
Oriental
A
B
A
B
A
B
Tone of voice
Low-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
Resolution
Respect
Tolerance
Understanding
Cooperation