Transcript Creating a Strategic Internal Communications Program

Leadership Communication, 4th edition by Deborah J. Barrett
Diversity and Intercultural
Communication
Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett
A Few Caveats about Discussing Culture
 Generalizing can be helpful but can also be
misleading and lead to stereotyping, which
leaders should avoid
 In some ways groups of people from the same
country or culture will resemble each other, but
in many ways they will differ
 Regions can differ as much in culture as one
country would differ from another
 Any individualistic culture, in particular, will
resist generalizations about culture, and overall,
most people are uncomfortable with limited,
stereotypical labeling of them
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
 Defining culture
 Using cultural frameworks wisely
 Recognizing the major cultural variables
 Connecting and communicating across cultures
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Leadership Communication, 4th edition by Deborah J. Barrett
Culture – A Definition
 Attitudes, behavior, basic
assumptions, beliefs, and
values shared by a group
of people and influencing
their interpretation of other
people’s behavior
 Culture includes –
Geographical, national,
social characteristics, race,
but it also includes
Gender, age, physical
characteristics, profession,
organizational function, and
company structure and style
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Leadership Communication, 4th edition by Deborah J. Barrett
Much about Culture is Below the Surface
The Cross-Cultural Iceberg
Source: Popular cultural
concept. This graphic
depiction is courtesy of
Royal Dutch Shell.
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Leadership Communication, 4th edition by Deborah J. Barrett
Hofstede’s Layers of Culture
Levels
National
Description
 Country of birth, development
Regional/and or
ethnic
 Area of growth; religious and/or
Gender
 Born as a girl or boy
Generation
 Grandparents; parents; children
Social
 Occupation, profession, education
Organizational/
corporate
 Way employee socialized by work
linguistic affiliation
environment
Source: G. Hofstede (1997).
Cultures and Organizations: Software of
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the Mind. New York: McGraw Hill.
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Leadership Communication, 4th edition by Deborah J. Barrett
Another Approach to Culture is Values
Secular-Rational
Values
Traditional
Values
Survival
Values
Self
Expression
Values
Source: Ronald Inglehart’s values map from the World Values Survey
7
http://www.worldvaluessurvey.org/
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Leadership Communication, 4th edition by Deborah J. Barrett
The Seven Major Cultural Variables
5. Power/EqualityHierarchical or
Democratic
2. Information
flow – open
or closed;
up/down or
across
Japanese
6. Individualistic
or Collective
3. Time –
mono- or
polychronic
1. Context high or low
7. Spirituality
German
4. Language
Source: Variables included in this framework were inspired by the work of Hall, Hofstede, Inglehart , O’Hara-Devereau, & Johansen. Variations
of this model appear in Barrett, D.J. (2009). Put your finger on the differences: Achieving cross-cultural literacy. Communication Director.
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Leadership Communication, 4th edition by Deborah J. Barrett
The Major Cultural Variables Defined
Variable
Description
1. High/low context  Meaning primarily in the
words or in the context
and relationships
2. Information flow  Emphasis on how
information is shared,
whether open or protected
3. Time
 Focused on the past, the
present, or the future; time
is measured and valued or
fluid and flexible
4. Language
 First language and any
secondary languages in
which is fluent
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Leadership Communication, 4th edition by Deborah J. Barrett
Major Cultural Variables (continued)
Description
Variable
5. Individual/collective  Emphasis on “I” or “we,”
on individual or on the
group or the community
6. Power & equality
7. Spirituality & belief
systems
 Respectful of authority and
rituals, belief in hierarchies
and titles or little respect
for authority; all are equal
 Control and value in
individual or outside self;
nature serves humans or in
symbiotic relationship
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Leadership Communication, 4th edition by Deborah J. Barrett
Countries Placed on the High-/
Low-Context Spectrum
Canada
UK
Australia
New Zealand
North America
Scandinavian
Countries
Switzerland
Germany
India
Greece
Central &
South America
Spain
Italy
France
Russia
High
Context
Japan
China
Korea
Vietnam
Arab Countries
Africa
Low
Context
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Leadership Communication, 4th edition by Deborah J. Barrett
Generational Differences
Label
Traditionalists
Baby Boomers
Gen Xers
Generalized Traits
DOBs
1925 – 1945  Patriotic, dependable,
conformist, respects authority,
rigid, socially and financially
conservative, solid work ethic
1946 – 1964  Workaholic, idealistic, loyal,
competitive, materialistic, seeks
personal fulfillment, values
titles and the corner office
1965 – 1979  Self-reliant, adaptable, cynical,
distrusts authority, resourceful,
entrepreneurial, tech savvy
1980 – 2001  Entitled, optimistic, civic
Millennials
minded, close parental
(also called Gen Y)
involvement, values work-life
balance, impatient, multitasking
Source: Ron Alsop, The Trophy Kids Grow Up: How the Millennial Generation
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is Shaking Up the Workplace. Jossey-Bass, 2008.
Leadership Communication, 4th edition by Deborah J. Barrett
Connecting Across Cultures
1. Be open and respectful
2. Know the local customs
3. Learn as much about the culture, history,
people, and even languages as reasonable
4. Obtain pointers and feedback from members
of the culture
5. Be patient, be flexible, and value the time
needed to develop relationships
6. Keep a sense of humor
7. Keep language simple and avoid jargon
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Leadership Communication, 4th edition by Deborah J. Barrett
Be Sensitive to Direct Vs. Direct
Communication Styles
 Direct communicators come from societies that
tend to place emphasis on independence and
individuality.
 Indirect communicators tend to be from
cultures that value harmony and saving face.
People tend to avoid confrontations.
Spain
United
Kingdom
Direct
Middle
East
Mexico
Indirect
U.S.
Germany
France
Russia
Source: Craig Storti (1999). Figuring Foreigners Out.
Africa Japan
Southeast
Asia
China
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Leadership Communication, 4th edition by Deborah J. Barrett
Examples of Direct Vs. Indirect
Direct
Indirect
 No or Yes.
Perhaps or maybe.
 I’m not sure that’s a
good idea.
Are there any other
ideas?
 I don’t agree with you, let
me tell you why.
May I make a small
suggestion? Or What do
you think?
 We have some concerns
about your idea.
Your idea might work.
 This isn’t going to be
easy!
We will try our best.
Adapted from Beth O’Sullivan, “Reflections on U.S. Business Culture and
Working in the U.S.” Rice15
University lecture. Used with permission.
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Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Summary
 Culture is complex, made up of multiple
layers and regional, functional, and
generational differences
 Having an approach to understanding cultural
differences, such as a framework, will assist
leaders in recognizing the variables and
facilitate getting below the surface
 Understanding the differences will help leaders
connect and communicate more effectively
across cultures
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