Transcript high-context communicators

Cross Cultural
Communication
Communication
Is the vehicle by which culture is
expressed
Is directly effected by
communication patterns
The Communication Process
“Cultural communications are deeper and more complex
than spoken or written messages. The essence of
effective cross-cultural communication has more to do
with releasing the right responses than with sending
the “right” messages.” - Hall and Hall
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The Communication Process
 Managers spend between 50% and
90% of their time talking to people
 Managers communicate to:
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Coordinate activities
Disseminate information
Motivate people
Negotiate future plans
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The Communication Process
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THE COMMUNICATION PROCESS
Idea: The message to be communicated by the sender is identified.
Encoding: The appropriate words and symbols required to effectively
communicate the message are identified
Channel: The appropriate channel(s) of communication transmissionwritten, verbal, or nonverbal-is(are) identified.
Receiving: The receiver reads, hears, or sees the message.
Decoding: The receiver tries to understand the message.
Action: Receiver acts on the message (either on the basis of an
understanding of the message as intended, or a misunderstanding).
Effective Communication Across
Nations/cultures
 Effective communication across nations/cultures can
only take place when the ________ encodes the
message using language, idioms, norms and values, and
so on, which are familiar to the receiver or when the
receiver is _______ with the language, idioms, and so
on, used by the sender.
 Unique idioms, slang, smiles, metaphors, and jargon are
components of languages which affect the________
phase in the communication process.
Cultural Noise
 Cultural Noise – cultural variables that
undermine the communication of intended
meaning
 Intercultural communication – when the
member of one culture sends a message to a
member of another culture
 Attribution – the process in which people look
for an explanation of another person’s behavior
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Cultural Noise
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Culture and Conflict
Intractable conflict is almost always, at
least in part, cultural conflict. Thus
cultural fluency and self-knowledge
are imperative to resolving conflict.
Cultural Fluency consists of
understanding…
• What culture is
• How it works
• The inter-relationship of
- Culture
- Communication
- Conflict
Self-Knowledge - understanding
one’s own cultural lenses
Trust in Communication
 Effective communication depends on
informal understandings among
individuals that are based upon trust
 When there is trust between
individuals an implicit understanding
in communication is present
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Trust in Communication
 Guidelines for developing trust
 Create a clear and calculated basis for mutual benefit
 Have realistic commitments and good intentions to
honor them
 Improve predictability: resolve conflicts and keep
communication open
 Develop mutual bonding through socialising and
friendly contact
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Cultural Variables
 Attitudes – ethnocentric and stereotypical
attitudes are a particular source of noise in
cross-cultural communication
 Social Organisation – nations, tribes, religious
sects, or professions can influence our
priorities and values
 Though Patterns – the logical progression of
reasoning varies by culture
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Cultural Variables
 Roles - the perception of the manager’s role
differs considerable around the world, consider
the conversation between the American and
Greek
 Non Verbal Communication - behavior
communicated without words; even minor
variations in body language, speech rhythms,
and punctuality can cause mistrust
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Nonverbal Communication
 Kinesic Behavior refers
to communication
through body
movements like
posture, gestures,
facial expressions, and
eye contact
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Nonverbal Communication
 Proxemics deals with how space influences the
communication process
 High contact – preferring to stand close, touch, and
experience a close sensory involvement
 Low-contact – prefer much less sensory involvement,
standing farther apart and touching less
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Nonverbal Communication
 Paralanguage refers to how something is said
rather than the content
 Rate of speech, tone, inflection, other
noises, laughing, yawning, etc.
 Silence is a powerful communicator
 Object language refers to communication
through material artifacts
 Office design, furniture, clothing ,cars, etc.
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Non verbal communication happens
unconsciously
It is a silent language !!
Cultural Variables
 Language – an inability to speak the local
language, and a poor or too literal translation
are often causes for mistrust
 Pepsi’s slogan “Come Alive with Pepsi”
translated into German as “Come out of the
grave.”
 Rendezvous lounges on 747’s were not used
on airlines because in Portuguese
‘rendezvous’ refers to prostitution
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Cultural Variables - Language
Britain and America are two
nations separated by a
common language.
- George Bernard Shaw
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English As The Language Of Communication In
Global Business
 Even though English is accepted as the language
of communication in the transaction of global
business, people who know English as a second
or third language _________ that
communication take place in their first language.
Cultural Variables -Time
 Mono-chronic Cultures – Time is experienced in
a linear manner; generally mono-chronic
people concentrate on one thing at a time and
adhere to time commitments
 Poly-chronic Cultures – Many things occur
simultaneously and emphasize involvement
with people
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Context
 Context in which the communication
takes place affects the meaning and
interpretation of the interaction
 Cultures are either high- or lowcontext
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High Context
 Feelings and thoughts are not explicitly
expressed
 Meaning is found in the general understanding
of the other person and their surroundings
 Most communication takes place within a
context of extensive information networks
resulting from close personal relationships
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Low Context
 Feelings and thoughts are expressed
in words, and information is more
readily available
 Normally these cultures
compartmentalize their business and
personal relationships
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Importance of Context
Communication can be:
• High Context - uses implied meanings
which arise from the setting
• Low Context - focuses on literal
meanings of words, independent of
setting
* Note: this distinction does not describe
a dichotomy, but rather poles on a
continuum.
Everyone engages in both,
depending on:
• The relationships involved
• The situation
• The purpose of communication
Context
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Context Differences
Low-context communicators dealing
with high-context communicators
should remember:
• Nonverbal messages/gestures are important
• Status and identity may be communicated
nonverbally
• Face-saving and tact are important
• Building a good relationship may be
essential
• Indirect routes and creative thinking may be
important
Context Differences II
High-context communicators dealing
with low-context communicators should
remember:
• Statements may be taken at face value
• Roles and functions may be decoupled
from status
• A sustained focus on tasks may be
necessary
• Direct questions are not meant to offend
• Indirect cues may be ineffectual
Comparative Management Focus:
Communicating with Arabs
 Arabs are warm, emotional, and quick to
explode
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Comparative Management Focus:
Communicating with Arabs
 The language aptly communicates the
Arabic culture – one of emotional
extremes
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Contains means for over expression
Words that allow for exaggeration
Metaphors that emphasize a position
Many adjectives
What is said is not as important as how
it is said
Comparative Management Focus:
Communicating with Arabs
 The core of the culture is friendship, honour,
religion, and traditional hospitality
 Family and friends take precedence over
business transactions
 Hospitality is a way of life and is highly symbolic
 Women play little or no role in business or
entertainment – it is a male-dominated society
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Comparative Management Focus:
Communicating with Arabs
 Society values honor – which is brought about
when conformity is achieved
 Shame results not just from doing something
wrong but from having others find out about it
 High contact and High context
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 High contact and High context
Comparative Management Focus:
Communicating with Arabs
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Comparative Management Focus:
Communicating with Arabs
 Be patient. Recognize the Arab attitude
toward time and hospitality—take time to
develop friendship and trust, for these are
prerequisites for any social or business
transactions.
 Recognize that people and relationships
matter more to Arabs than the job, company,
or contract—conduct business personally, not
by correspondence or telephone.
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Comparative Management Focus:
Communicating with Arabs
 Avoid expressing doubts or criticism when
others are present—recognize the importance
of honor and dignity to Arabs.
 Adapt to the norms of body language, flowery
speech, and circuitous verbal patterns in the
Middle East, and don’t be impatient to “get to
the point.”
 Expect many interruptions in meetings, delays
in schedules, and changes in plans.
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Information Systems
 Communication varies according to
 Where and how it originates
 The channels and the speed which it flows
 Whether it is formal or informal
 The nature of the organization’s information
system are affected by
 Organizational structure
 Staffing policies
 Leadership style
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Information Technology
 The Internet as a global medium for
communication allows companies to develop a
presence in markets globally
 Companies must adapt their
web communication to deal with local cultural
variables
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Communicating Emotion via E-mail
Symbol
Translation
Symbol
Translation
Symbol
Translation
: -)
smiley
face/happy
8-)
eye-glasses
:-|
indifference
:-e
disappoint
ment
:-P
wry smile
:-!
foot in mouth
:-&
tongue tied
;-)
wink
:-O
yell
:-/
perplexed
:->
devilish grin
:-Q
smoker
:-{
mustache
:-
male
:-(
frown/sad
:-@
scream
;-}
leer
:-D
shock or surprise
C=:-)
chef
d:-)
baseball
smiley
>-
female
Managing Cross-Cultural Communication
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Cultural Sensitivity
Careful Encoding
Selective Transmission
Careful Decoding
Appropriate Follow-up Actions
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Cultural Sensitivity
 When sending a message make it a point to
know the recipient
 Encode the message in a form that will most
likely be understood as it is intended
 This means the manager must
 Be aware of their own culture
 The recipient’s culture
 The expectations surrounding the situation
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Careful Encoding
 The sender must consider the receiver’s
frame of reference to make the best choice
regarding
 Words
 Pictures
 Gestures
 Remember that language translation is only
part of the process, consider the nonverbal
language as well
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Selective Transmission
 The channel medium should be
chosen after considering:
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The nature of the message
Level of importance
Context and expectations of the receiver
Timing involved
Personal interactions
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Careful Decoding of Feedback
 Best means for obtaining accurate feedback is
face-to-face interactions
 Best means for avoiding miscommunication is
to improve your own listening and
observation skills
 Three types of miscommunications
 Receiver misinterpreted the message
 Receiver encoded response incorrectly
 Sender misinterprets the feedback
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Appropriate Follow-Up Actions
 Respect (eye contact, posture, tone, etc)
 Interaction posture – ability to respond in a
descriptive, non-evaluative, and nonjudgmental way
 Orientation to knowledge – understand that
your beliefs and perceptions are only valid for
you and not everyone else
 Empathy
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Appropriate Follow-Up Actions
 Interaction management
 Tolerance for ambiguity
 Other-oriented role behavior – capacity to be
flexible and to adopt different roles for the
sake of the greater group
cohesion/communication
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Barriers to Effective Communication
 Filtering
 Selective Perception
 Information
Overload
 Gender Styles
 Emotions
 Language
Negotiation
 Cross-cultural Negotiation and
Decision making
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Negotiation
The negotiation process
Understanding negotiation styles
Managing negotiation
Decision making
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Differences in Negotiating Styles
Latin American:
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Business based on friendship
Relaxed atmosphere
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Belgian—conservative, efficient, impersonal
German—direct, factual
Dutch—little room for debate
French—intellectual approach
Greek—government contacts
Italian—confident, shrewd, competent
British—proper; neither imposing nor offensive
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Indirect
Rely on trusted go-betweens
Build relationships
Try various strategies
Honor oral commitments
European:
Japanese:
Importance of Business Protocol
 Show respect
 Avoid embarrassment
 Enhance understanding
 Avoid weakened negotiating
position
Community/Autonomy
Cultures differ as to the degree of
emphasis placed on community versus
individual autonomy
In Communitarian Settings
• People see themselves as part of a
circle of relationships
• Identity is as a member of a group
• In conflict, response is chosen
jointly
In Individualistic Settings
• People see themselves as
independent and autonomous
• Identity is individual
• In conflict, response is individual
Community/Autonomy II
In Communitarian Settings
• Maintaining group harmony and
cohesion is important
• Choices are made in consultation
• People are part of a hierarchy
• People are accountable to the
group
In Individualistic Settings
• Achievement involves individual
goal-setting and action
• Everyone is capable of making their
own choices
• People are autonomous
• People are accountable to
themselves
Intersections
Context/Community intersections:
• High-Context cultures are usually
communitarian
• Low-Context cultures are usually
individualistic
NOTE: These are broad generalizations. Individual people and
situations will vary widely.
A Cultural Guide
 Assume differences until similarity is
proved
 Emphasize description rather than
interpretation or evaluation
 Practice empathy
 Treat your interpretation as a
working hypothesis
Improving Active Listening Skills
1. Make eye contact
2. Exhibit affirmative head nods and
appropriate facial expressions
3. Avoid distracting actions or gestures
4. Ask questions
5. Paraphrase
6. Avoid interrupting the speaker
7. Do not over talk