Chapter 3:
Culture
and
Communicating Across
CulturesFacilitators: Khoa NguyenHuyen Pham
Fall 2015
The Importance of Intercultural
Communication
Intercultural Workforce
Global Connectivity
Global Markets
Mergers, acquisitions, and buyouts stir growth beyond national boundaries.
Vietnamese companies in global markets must adapt to other cultures.
New trade agreements, declining domestic markets, and middle-class growth drive global markets.
Intercultural Communication Matters
GlobalMarkets
Advances in logistics and transportation reduce distances.
Information technology has changed the way we do business.
The Internet permits instant communication across time zones and continents.
Intercultural Communication Matters
GlobalConnectivity
Immigration makes intercultural communication increasingly necessary.
Business communicators must learn to adapt to an intercultural workforce.
Multinational companies and diversity at home require culturally savvy workers.
Intercultural Communication Matters
Intercultural
Workforce
Let’s watch a short video
What do you learn from the clip?
What is Culture?
Who is Geert Hofstede? Hofstede’s definition of culture
“The collective programming of the mind that distinguishes one group or category of people from another.” (Hofstede & McCrae, 2004)
What is Culture?
In brief: Culture is A set of behaviors, values, attitudes, beliefs Shared by (at least) a group of people Learned from previous generations (maybe) Conducted in a period of time
Culture is Shared Learned Systematic and organized
Characteristics of Culture
Your thought about following pictures?
These pictures are taken from the Internet
“It is NOT wrong, it is just different”
Oversimplified behavioral pattern
applied uncritically to groups
How We Form Judgments
Stereotype
Negative!
Rigid attitude based on erroneous beliefs or
preconceptions
How We Form Judgments
Prejudice
Negative!
Mental representation based on characteristics
that are flexible and open to new definitions
How We Form Judgments
Prototype
Positive
Hofstede’s dimensions of national culture
Individualism vs. Collectivism Masculinity vs. Femininity Strong vs. Weak Uncertainty Avoidance Power Distance Long-term vs. Short-term Orientation
Individualism vs Collectivism
Dimensions of Culture: IndividualismHigh-context cultures tend to prefer group values, duties, and decisions.
Low-context cultures tend to prefer individual initiative, self-assertion, and personal achievement.
Individualism
Power Distance
Trompenaars’s dimensions of national culture
Universalism vs Particularism Individualism vs Collectivism Neutral vs Emotional Specific vs Diffuse Achievement vs Ascription
Universalism vs Particularism
Dimensions of Culture
Other important dimensions
High Context vs Low Context Distance Saving Face Time Orientation
Dimensions of Culture: Context
Context
High-context cultures tend to be relational, collectivist, intuitive, and contemplative.
Low-context cultures tend to be logical, linear, and action-oriented.
North America, Germany, Scandinavia
Japan, China, or Arab countries
High-Context and Low-Context Cultures
JapaneseArabLatin
AmericanSpanishEnglishItalianFrenchNorth
AmericanScandinavian
GermanSwiss Low
Context
High Context
HIGH-CONTEXT CULTURES
LOW-CONTEXT CULTURES
RelationalCollectivist IntuitiveContemplative
LogicalLinear IndividualisticAction-oriented
Dimensions of Culture: Communication Style
High-context cultures rely on nonverbal cues and the total picture to communicate. Meanings are embedded at many socio-cultural levels.
Low-context cultures emphasize words, straightforwardness, and openness. People tend to be informal, impatient, and literal.
THE POWER OF SILENCE!!!
Some cultures may prefer greater formality in dress, speech, and social interaction.
North Americans place less emphasis on tradition, ceremony, and social rules.
Dimensions of Culture: Formality
Dimensions of Culture: Time Orientation
Time is seen as unlimited and never-ending in some cultures. Relaxed attitude toward time.
Time is precious to North Americans. Correlates with productivity, efficiency, and money.
How national culture differs from corporate culture? National cultures Corporate cultures
Dimensions of Organizational Practices
Process-Oriented vs. Results-Oriented Employee-Oriented vs. Job-Oriented Parochial vs. Professional Open System vs. Closed System Loose Control vs. Tight Control Pragmatic vs. Normative
Eye contact In the U.S., the eye contact is? In the English culture?
Eye contact In South Asian and
many other cultures direct eye contact is?
Most people in the Arab countries share a great deal of eye contact and may regard too little as disrespectful
Perfect! OK! Zero! Worthless!
Rubbish!
Gesture A motion of the hands, head or body to
emphasize an idea or emotion. A gesture could easily distort the
message
USA=OK JAPAN=MONEY
FRENCH =ZERO BRAZIL=INSULT
Gesture
Gesture
How can the same Gestures be treated differently in different cultures
Western - “Do you have a telephone ?”
Brazil - “Your wife is cheating on you”
Gesture
Presenting Gifts In Middle-East
countries: Gifts are opened in
public Gifts should only be
given to close friends Gifts should be at the
highest quality (e.g. “itr”)
However, the “itr” should be?
Should never give gold and silk to men
In China: It’s common to
exchange the gift Do not give anything
in sets of four or gifts that carry the association of death, funerals such as clocks, cut flowers, white objects
In Germany and France: It is NOT common to
give gifts when doing business
Presenting Gifts In Asia, the emphasis sometimes is
more on the act of gift-giving than the gift itself
Topics can be discussed
In Indonesia: Family, travel/tourism, sports, the local cuisine, future plans, and success of groups or organizations.
In Germany: Sports (particularly football, tennis), current events, politics. Among those who imbibe, beer is often a good topic of conversation
In Indonesia: Politics, corruption, criticizing of Indonesian ways, commenting on Indonesian customs that you find (kind of) weird, religion.
In Saudi Arabia: Middle Eastern politics and International oil politics, Israel, criticizing or questioning on Islamic beliefs, women/ inquiries or complimentary remarks about the female family members of your Saudi associates.
In South Korea: Korean politics/local politics, The Korean War, North Korea, Japan and your contacts in Japan, your host's wife, personal questions.
In Germany: World War II, personal questions.
Topics should be avoided
The belief in the superiority of one’s own race and culture
© Maciej Frolow / Brand X Pictures/ Jupiterimages
Achieving Intercultural Proficiency
Overcoming ethnocentrism
Takes a conscious effort
Leads to more satisfying relationships
Makes work life more productive and gratifying
PracticeToleranceOpen-mindedness
Empathy
See the world through another’s eyes
Bridging the Gap Between Cultures
"To handle yourself, use your head; to handle others, use your heart.“
Donald Laird
In high-context cultures opt for indirectness to help preserve harmony.
Respect the image a person holds in his or her social network.
Bridging the Gap: Saving Face
Be patient
Wait and listen
Embrace silence
Recognize the effort non-native speakers are making
Bridging the Gap
Respecting Differences and Working Together
Learn foreign phrases.
Use simple English. Speak slowly and
enunciate clearly. Observe eye
messages. Encourage accurate
feedback.
Improving Intercultural Communication
Check frequently for comprehension.
Accept blame. Listen without
interrupting. Smile when
appropriate. Follow up in writing.
Oral Messages
Consider local formats.
Observe titles and rank.
Use short sentences and short paragraphs.
Avoid ambiguous expressions.
Improving Intercultural Communication
Strive for clarity. Use correct
grammar. Cite numbers
carefully. Accommodate
reader in organization, tone, and style.
Written Messages
Broaden your view of other cultures.
Avoid reflex judgments. Find alternatives. Refuse business if options
violate your basic values. Conduct all business
openly. Don’t rationalize shady
decisions. Resist lawful but
unethical strategies.
Making Ethical Decisions Across Borders
Seek training. Understand the value of differences.
Don’t expect conformity.
Learn about your cultural self.
Make fewer assumptions.
Build on similarities.© BananaStock / Jupiterimages
Capitalize on Workplace Diversity
The End
Additional cultural dimensions
Opinion
Sundays on the road
In the restaurant
Stomachache
Dining trends
Travelling
Transportation
Elderly day-to-day life
Shower timing
References
Guffey, M., & Loewy, D. (2011). Business Communication - Process & Product (7th ed.). South-Westerner.
Pease, A., & Pease, B. (2004). The Definitive Book of Body Language. Australia: Pease International
Hofstede, G., & McCrae, R. (2004). Personality and Culture Revisited: Linking Traits and Dimensions of Culture. Cross-Cultural Research, 38(1). http://dx.doi.org/10.1177/1069397103259443