Transcript dialogin.com International Management, Global Leadership

Effective Communication in a
Culturally Diverse Workplace
Dr. Linda Beamer
California State University,
Los Angeles
Understanding Unfamiliar Cultures
Using a culture-general approach
Values orientation
Behavior comparison
Overcoming Bias and Stereotypes
the threat of the unknown
the comfort of the familiar
Communicating with Strangers
We operate on our own cultural
assumptions
range of what is “normal” is culturally based
expectations may be limited
Discomfort occurs when we encounter the
unfamiliar and unexpected
nonverbal communication differs
level of personal disclosure differs
formality/informality of language
Typical responses
Dimensions of Culture
Individualist vs. collectivist
Horizontal vs. hierarchical
Form distrusted vs. form trusted
Self in control vs. Other in control
Learn from experience vs. from authority
Rules-observant vs. rules-bending
Communication direct vs. indirect
Uncertainty-tolerant vs. uncertainty-averse
Individualist vs. Collectivist
Individualist cultures:
Value independence for each individual
Decision-making about one’s own
affairs is left to the individual
Accomplishments are credited to the
individual
Milestones in reaching one’s goals are
important
Overcoming obstacles on one’s own is
valued
Collectivist cultures:
Value the group as the basic unit, and the
individual as a fraction of a whole
Membership in the group is important
Membership means decision making is done
by the collective
Membership means accomplishments are
collective
Horizontal vs. Hierarchical
Hierarchical cultures:
value status and rank
those at the top are not challenged or
questioned
those at the top are responsible for
outcomes
those at the top often have a
responsibility for nurturing those below
Horizontal cultures:
have fewer ladders
shared responsibility
many contributors to the decision-making
(Isn’t this collectivist? No, because…)
input is considered valid when it comes
from many sources throughout an
organization
flatter structure equalizes individual
responsibility and opportunity
Form Trusted vs. Suspect
When form is trusted:
the rules of “correct” behavior are known
to all:
Risk of making a faux pas is slight
Social errors can make the group as well as the
individual look untrustworthy, immature
Personal and group face can be protected
Comfort level is high for those who know
the rules
Where form is suspect:
Lack of authenticity is disparaged
Phoniness must be revealed and rejected
if individuals can present themselves by their
own words and deeds, being authentically who
you say you are is important
rules of behavior can camouflage the actual
person
False representation may be admired
when it succeeds
Self in Control vs. “Other” in Control
When the self is in control of events:
the self also is responsible for outcomes
planning carefully becomes important to
avoid unplanned results
strategy and strategic thinking results
tactics to achieve strategies are valued
freedom is closely related to control
control is closely related to independence
and achievement
When the “Other” is in control:
Fate, Destiny, the Will of God explains
outcomes
Striving against the controlling power is
folly
piety may be valued
spiritual and spirit-filled world view
freedom results from letting go of control
lack of order would result if the larger
“other” were not taking charge
Learning from experience vs.authority
Learning from experience means:
It isn’t true or learned until it is lived
obstacles are turned into learning opportunities
experiences can be viewed as successes
Older persons have experienced more, and
therefore are more learned
Experiences that don’t teach something are
wasted opportunities
Hands-on learning is the most valuable kind
Learning from authorities means:
Teachers, authors, religious leaders,
lecturers, etc. are the source of learning
One learns by mastering their wisdom
Personal experience is only fragmentary
compared to the collected wisdom
One learns by becoming aware of and
storing mentally the insights of others
Rules-observant vs. Rules-bending
Rules-observant cultures:
Believe it is good for people to follow laws
equally expected of all
keeps people from exploiting others
View law breakers as negative
Trust the law to ensure equality of
opportunity, in spite of flawed
implementation
Rules-bending cultures:
Expect to be able to make exceptions
when status issues arise
when inequalities of need are apparent
for the sake of relationships
See laws as inevitably impossible to
apply in ways that ensure the good
See their own ability to get around
rules as a positively valued skill
Direct vs. Indirect Communication
Direct communication means:
putting the main message up front
preferring words that are unadorned,
straightforward, and dynamic
valuing the truth/facts over politeness
“calling” people on their waffling or
contradictions or ambiguity
using bullets and point form
avoiding contextual details
Indirect communication means:
delaying main messages until after details and
explanations
tolerating and enjoying ambiguity in word
choice
preserving and nurturing the relationship with
others
valuing the pleasant exchange more than
objective truth
relying heavily on context to communicate
important meanings
Uncertainty tolerant vs. averse
Tolerating uncertainty means:
less concerned about taking personal risks
acceptance of challenges in new situations
failure is not necessarily a huge disaster
willingness to live without all the answers
often responsibility lies with “other” and not
with individual
planning is not viewed as the cure-all for
preventing problems
Aversion to uncertainty means:
tendency to plan in order to minimize
the unknown
tendency to play by the rules in work
issues, especially regarding promotion
desire to have clear lines of authority
and responsibility in the workplace
fear of failure
fear of being in a risky situation where
the outcome is unpredictable
Asian Cultures
Individualist
collectivist
Horizontal
hierarchical
Form distrusted
trusted
Self control
Other control
Learn from experience
authority
Rules-observant
rules-bending
Communication direct
indirect
Uncertainty-tolerant
uncertaintyaverse
Euro -American Culture
Individualist
collectivist
Horizontal
hierarchical
Form distrusted
trusted
Self control
Other control
Learn from experience
authority
Rules-observant
rules-bending
Communication direct
indirect
Uncertainty-tolerant
uncertaintyaverse
African American Culture
Individualist
collectivist
Horizontal
hierarchical
Form distrusted
trusted
Self control
Other control
Learn from experience
authority
Rules-observant
rules-bending
Communication direct
indirect
Uncertainty-tolerant
uncertaintyaverse
Latino Cultures
Individualist
collectivist
Horizontal
hierarchical
Form distrusted
trusted
Self control
Other control
Learn from experience
authority
Rules-observant
rules-bending
Communication direct
indirect
Uncertainty-tolerant
uncertaintyaverse
Clusters of Cultures
Collectivist
Latino
Individualist
Latino
Hierarchical
African American
Horizontal
Latino
Form trusted
African American
Form distrusted
Latino
Other in control
African American
Self in control
Learn from Authorities
Latino
African American
Learn from Experience
Rules Observant
African American
Latino
Rules Bending
Communication Indirect
Latino
African American
Communication Direct
Latino
Uncertainty-tolerant
African American
Uncertainty-averse
What it Means for Communicating at Work
African American workplace:
Asian student:
Communication problems likely to occur:
about communication style, status, future
Asian workplace:
Latino student:
Communication problems will occur less
often: key values are similarly oriented
Latino workplace:
African American student:
Communication problems likely about style
of communicating, future, status and
learning
Euro American workplace:
Latino student:
Communication problems likely to
occur: about many cultural values,
communication style
What We Can Do
Become aware of the differences in values
that constitute cultural dimensions
Discern different communication styles
and the concerns that generate them
Understand your own cultural priorities
and therefore your own probable biases
Keep your communication clear, and aid
your messages with graphics