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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 4-3 The Communication Process Managers spend between 50% and 90% of their time talking to people Managers communicate to: Coordinate activities Disseminate information Motivate people Negotiate future plans 4-4 The Communication Process © 2006 Prentice Hall 4-5 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 © 2006 Prentice Hall 4-8 Cultural Noise © 2006 Prentice Hall 4-9 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 © 2006 Prentice Hall 4-11 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 © 2006 Prentice Hall 4-12 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 © 2006 Prentice Hall 4-13 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 © 2006 Prentice Hall 4-14 Nonverbal Communication Kinesic Behavior refers to communication through body movements like posture, gestures, facial expressions, and eye contact © 2006 Prentice Hall 4-15 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 © 2006 Prentice Hall 4-16 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. © 2006 Prentice Hall 4-17 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 © 2006 Prentice Hall 4-22 Cultural Variables - Language Britain and America are two nations separated by a common language. - George Bernard Shaw © 2006 Prentice Hall 4-23 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 © 2006 Prentice Hall 4-25 Context Context in which the communication takes place affects the meaning and interpretation of the interaction Cultures are either high- or lowcontext © 2006 Prentice Hall 4-26 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 © 2006 Prentice Hall 4-27 Low Context Feelings and thoughts are expressed in words, and information is more readily available Normally these cultures compartmentalize their business and personal relationships © 2006 Prentice Hall 4-28 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 © 2006 Prentice Hall 4-30 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 © 2006 Prentice Hall 4-33 Comparative Management Focus: Communicating with Arabs The language aptly communicates the Arabic culture – one of emotional extremes 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 © 2006 Prentice Hall 4-35 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 © 2006 Prentice Hall 4-36 High contact and High context Comparative Management Focus: Communicating with Arabs © 2006 Prentice Hall 4-38 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. © 2006 Prentice Hall 4-39 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. © 2006 Prentice Hall 4-40 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 © 2006 Prentice Hall 4-41 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 © 2006 Prentice Hall 4-42 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 Cultural Sensitivity Careful Encoding Selective Transmission Careful Decoding Appropriate Follow-up Actions © 2006 Prentice Hall 4-44 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 © 2006 Prentice Hall 4-45 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 © 2006 Prentice Hall 4-46 Selective Transmission The channel medium should be chosen after considering: The nature of the message Level of importance Context and expectations of the receiver Timing involved Personal interactions © 2006 Prentice Hall 4-47 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 © 2006 Prentice Hall 4-48 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 © 2006 Prentice Hall 4-49 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 © 2006 Prentice Hall 4-50 Barriers to Effective Communication Filtering Selective Perception Information Overload Gender Styles Emotions Language Negotiation Cross-cultural Negotiation and Decision making Negotiation The negotiation process Understanding negotiation styles Managing negotiation Decision making © 2006 Prentice Hall 4-52 Differences in Negotiating Styles Latin American: • • Business based on friendship Relaxed atmosphere • • • • • • • 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 • • • • • 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