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Cross Cultural
Communication in Business
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Program outline
1. Introduction to culture & cultural
differences
2. Challenges in cross culturalcommunication
3. Understanding culturesculture models
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1 - Introduction to culture &cultural differences
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Culture = Human mental
programming
Personality
Culture
Human Nature
Inherited & learned
Learned
InheritedUniversal
Speci f ic to group
or catego ry
Speci f ic to indiv idual
Source: G. Hofstede
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Nature of culture
LearnedCulture is acquired by learning
and experience
SharedPeople as a member of a group,
organization, or society share
culture
Transgenerat ionalCulture is cumulative, passed
down from generation to
generation
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The iceberg of culture
Languages
(verbal & non-verbal)
Explicit behaviours
Habits & traditions
(food, housing, clothing, health)
Know-how
(communication codes, tools..)
Institutions
(collective organizations modes:
family, education
Norms(Dos & don'ts)
Values
Mental state & cognitive processes
(perception, learning, knowledge, memory)
Explic
it
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Manifestations of culture:
different levels
Values
Symbols
Heroes
Rituals
Practices
Source: G. Hofstede
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Manifestations of culture
Symbols: words, gestures, objects that carry aparticular meaning which is only recognized by thosewho share the culture.
Heroes:persons, alive or dead, real or imaginary,who possess characteristics which are highly prized
in a culture and who thus serve as models forbehavior.
Rituals: collective activities, considered sociallyessential.
Values: basic assumptions about how thingsshould be in society.They are convictions regardingright or wrong, good or bad, important or trivial.Learned implicitly. Cannot be discussed.
Practices: what is visible to an outsider.
Source: G. Hofstede
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Americans as other see them
India:Americans seem to be in a perpetual hurry. Just watchthe way they walk down the street. They never allow themselvesthe leisure to enjoy life; there are too many things to do.
Turkey:Once we were out in a rural area in the middle ofnowhere and saw an American come to a stop sign. Though he
could see in both directions for miles and no traffic was coming, he
still stopped! Colombia:The tendency in the US to think that life is only work
hits you in the face. Work seems to be the one type of motivation.
Ethiopia:The American is very explicit; he wants a yes or ano. If someone tries to speak figuratively, the American is
confused.
Iran:The first time my American professor told me, I dont knowthe answer, I will have to look it up, I was shocked. I asked
myself, Why is he teaching me? In my country a professor would
give the wrong answer rather than admit ignorance.
Source: N. Adler., 1991
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Brazil?
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French: logical,
cartesian,elitist,
authoritarian,
proud
Germans:rigid,
methodical,
obsessed with order
& privacy,
unemotional, territorial
Americans:superficial,
Frontier Spirit,materialistic,
over-optimistic
Italians:loud,
macho,
impatient,
over-emotional,
talkative,
unorganized
British:imperialistic,
Island mentality,
principled,
class-conscious,
conservative
Stereotypes
Chinese: quiet,hardworking,
enigmatic,
smiling, cruel
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First approach to culture
The way youlive
The way youview things
The way youcommunicate
Customs, habits, traditions
Food & its meaning
Music, clothingReligious practice
Health practice
Child raising
Family structures
& relationships
Beliefs, values
Spirituality
PerceptionsAttitudes
Expectations
Meaning of language
Interaction pattern
CommunicationsVerbal & non-verbal
Culture
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USA Japan Arab
1. Freedom 1. Belonging 1. Family security2. Independence 2. Group harmony 2. Family harmony3. Self-reliance 3. Collectiveness 3. Paternalism4. Equality 4. Age/Seniority 4. Age5. Individualism 5. Group consensus 5. Authority
6. Competition 6. Cooperation 6. Compromise7. Efficiency 7. Quality 7. Devotion8. Time 8. Patience 8. Patience9. Directness 9. Indirectness 9. Indirectness
10. Openness 10. Go-between 10. Hospitality
Diversity of values &
differences in ranking
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Common problems
There are a number of problems that all
cultures try to address & bring solutions
to:
relation to nature
relation to others
relation to power
relation to rules
relation to activity
relation to emotions
relation to space
relation to time
Source: N. Prime, 2001
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Cultural answers through different
solutions
Culture, is the mechanism that
allows to select an attitude, an
interpretation, a solution as the one
that makes sense de facto , when
facing a situation ( decision,
relationship, emotion)
Nathali e Prime, 2001
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Universal problems & cultural
responses
Source: N. Prime, 2001
Universal
Problems
Cultural responses
Relation to nature Dominat ion Subjugat ion
Relation towardsothers
Ind iv idual ism Communautar ism
Relation to power Hierarchy Equal i ty
Relation to time Monetary t ime Liv ing t ime
Relation to rules Universal ism Part icular ismRelation towards
activity
Do Be
Relation to space Private space Publ ic space
Relation to emotions Exteriorization Neutral ize
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Values, beliefs & behaviors
Values,Beliefs
FILTER
Situations
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Cultural conditioning (1)
As a leader of of cross-cultural team, Ms. C. is havingdifficulties managing Mr. H., one of the foreign memberof the team.He promised to compile a report by the deadline she
set, but he didnt.When she talks to him about it, he won't look her in theeyes.
Whats happening?
Can you identify the two cultures that Ms. C. and Mr. H.belong to?
Source: CCL, 2002
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Cultural conditioning (2)
Ms. C. suspects that Mr. H. is either very disorganizedor doesnt respect her as a leader His unwillingness to
make eye contact looks like evasive behavior to her.
Source: CCL, 2002
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Questions
Do you understand your own culturalbackground & conditioning?
Do you approach cross-cultural communicationwith an awareness of how differences may affect
communication? Do you have the attitude that different is bad,
inferior, or wrong?
Are you aware of ways that you stereotypeothers?
Arte you willing to adjust your communication inorder to be more effective?
Source: CCL, 2002
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Anticipate & Adapt to Cultural
differences
Examine your own cultural conditioning
Watch for discomfort that can signalcultural differences
Recognize & modify your communication
Source: CCL, 2002
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What do we know about culture?
Things
theydo not
see
Things
they
see
Things I see Things I do not see
Source: Jouard, 1964
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Culture?
"Collective Programming"Starts from birth, is reinforced in school & by
education
Relates to values & core beliefs
Displayed in attitudes & behavior
Some visible characteristics:Customs, behavior
Some less visible ones:Values, beliefs
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2 - Challenges in crosscultural communication
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Opening a meeting
Germany Formal intro. Sit down. Begin.
Finland Formal intro. Cup of coffee. Sit down. Begin.
USA
UK
France
Japan
Spain/
Italy
Number
of minutes
Informal intro. Cup of coffee. Jokes. Begin.
Formal intro. Cup of tea.
10 min small talk. Casual beginning.
Formal intro. 15 min small
talk. Begin.
Formal intro. Protocol seating. Green tea. 15/20 min small
talk. Signal from senior member. Begin.
20/30 min small talk while others arrive. Begin when all
are there.
5 10 15 20 25Adapted from Richard D. Lewis
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Behavior & cultural
differences (1)
A foreign manager is conducting an annual performancereview with one of his direct reports. He begins the sessionby discussing all the areas in which the employeesperformance meets or exceeds goals. The employee listensattentively with serious and thoughtful expression.
But when the manager begins to discuss weaknesses andproblem areas, the employee starts smiling. The sterner themanagers tone, the broader the employee grins. Theemployee does not comment on anything the manager saysor defend or explain. The manager becomes angry because
he believes the employee is mocking him and treating theevaluation as a joke.
What do you think is happening? What does theemployees smile may mean for him/her?
Source: CCL, 2002
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Cultural differences: J. meets Y. (1)
J. goes to the airport to meet Y. The two men
had talked several times on the phone but had
only met once before. When Y. spots J. in the
baggage area, he enthusiastically embraceshim and kisses him on both cheeks. J. feels
uncomfortable and hopes that nobody he
knows has witnessed this greeting.
Source: CCL, 2002
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Cultural differences: Ms H. & V. (1)
When Ms. H presents her proposal at the
meeting, V. reacts strongly. He pounds on the
table and questions her in a loud voice. When
Ms. H casts her eyes down in embarrassment,V. seems to get more excited. He leans across
the table and jabs his hands towards her face.
Source: CCL, 2002
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Negotiation & cultural
differences (1)
Tom in London & Hitoshi in Tokyo both like Armanisuits, football, Beethoven, & good French wines.But Tom recently spoke for days with Hitoshi, his
potential business partner and yet the barriersbetween them were never broken. The deal did notget closed.
What is your assessment of the situation?
Source: CCL, 2002
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Discomfort & cultural
differences (2)
Why doesnt he/she tell me if he/she doesntunders tand someth ing?
In one culture,asking questions is accepted as an effective
tool for communication, while in other cultures questioning
superiors may signal insolence.
Why doesnt he/she sit there smiling when I am
talking about his performance problems?
In one culture smiling during a discussion about
performance problems may signal contempt and disinterest,
while in another culture a smile may reflect sincerity and
attention.
Why does he make a joke about everything?
In one culture, a joke can signal lack of confidence or
seriousness, while in some others it's a sign of deference.
Source: CCL, 2002
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Cultures
We think our minds are free
But be careful to distinguish between
appearance and reality
And remember that every culture is
viewed by the others through their own
"cultural spectacles"
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3 - Understanding culturesculture models
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Past
Present Future
Over
Immediate
tasks, separated
& ident i f ied
Plans fo r
next
months/years
Time: Linear vision (1)
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Adapted from Richard D. Lewis
Anglo-Saxons, Germans,
Swiss, Scandinavians
Time: Linear vision (2)
Action oriented
Time dominated: "time is money" &
cannot be "wasted"
Focus on one thing at a time &
within schedule
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Far-East, Asians
Time: Cyclical vision
Past provides background
Circling around the problems & "walkaround the pool" before making
decision Time is precious
But one needs plenty of time to look at
details of a deal and develop thepersonal side of a relationship
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Time: Vision from
The more they can do at the same time,the happier they are
Not interested in schedule & punctuality
Focus on the human side of things:meeting, business & relationship are moreimportant
Time is event, personality related
It can be "used, manipulated, stretched..."
Latins, Arabs
Adapted from Richard D. Lewis
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Monochronic vs. Polychronic
behavior
Monochronic Polychronic
Time is crucial
Punctuality
Get to the point
A then B then C then D
Time is an asset
Time is not ours to manage
Events have their own time
A & B or C, D or B
Talk business, but also
football, food, friendship
Task, linear Task & Relational, circular
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Space
Availability of space
use of space: physical & personal; ex,
USAwide open space, frontier spirit &
Japanlimited space, island mentality
readiness to make contact, nature &
degree of involvement with others: keep
distance, suspicion of strangers; ex,
Europe vs. USA
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Material goods
Use of material possessions
North America: indication of status, level
of success: car, house, money
Other cultures: Japan, Middle-East, not
viewed as importantemphasis placed on
other elements: taste, harmony,
friendship
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Friendship
Formed quickly with neighbors,coworkers
North America
Takes more time, lasts longer, goesdeeper and implies obligations
Asia, Middle-East
Adapted from Richard D. Lewis
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Agreements
How to view law, rules, practices &informal customs?
Need for a written agreement, bindingNorth America, Northern Europe
Oral, handshake, with trust sufficient -Asia, Arabs
Adapted from Richard D. Lewis
Communication process
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Communication process
Sender EncodingChannel
(medium)Decoding Receiver
Feedback
(clarify, confirm)
symbolswords
pictures
gestures
INTENT
& MEANING
EFFECT
& INTERPRETATION
E li it & i li it i ti
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Explicit & implicit communication
Low
Context
High
Context
Explicit
Communication
Implicit
Communication
Swiss
North Americans
Scandinavians
French
British
Italians
Germans
Latin AmericansArabs
Japanese
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Hofstedes model
5 dimensions of culture:
1. Power distance
2. Individualism vs. collectivism
3. Feminity vs. masculinity
4. Uncertainty avoidance
5. Long term orientation
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Power distance
Defined as the extent to which the less
power fu l members of inst i tu tions and
organizations wi th in a country expect and
accept that power is distributed unequally.G. Hofs tede
Low High
Social integrat ion
Little concern for
hierarchical status
Soc ial differential
Significant concern for
hierarchical status
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Power distance: Sweden
Source: G. Hofstede
P di t
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Impact on management ...
Power distance
Type of management
structure
Decision process Flow of information
Inequalities/equalities
Formalism
Status
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Individualism vs. collectivism
Employee/employer relations
Decision making Conflict management
Impact on management ...
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Feminity vs. masculinity
Feminine:focus on - work to live, quality of life,
relationships
Masculine:
focus on - live to work, material success,
money
Low High
Nurtur ing re la t ionsh ips
Little concern for control,
decisiveness, assertive
behaviour or competition
Contro l l ing re la t ionsh ips
Assertiveness, decisiveness
and competitive behaviour
Masculinity
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Impact on management...
Feminity vs. masculinity
Masculine societies will value:competition, speed, strength and wealth
promotion
emphasis on individual responsibility
open & hard conflicts
Feminine societies will value:
equality, security, peace and naturecooperation, work conditions
emphasis on collective responsibility
conflict management through discussions
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Uncertainty avoidance
Defined as the extent to which themembers of o f a cu lture feel
threatened by un certain or unknown
situations.
G. Hofstede
Low High
Info rmal relat ions hips
Little regard for structure
& control
Formal relat ionships
High regard for
structure, rituals and
procedures
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Hofstedes results 20 countries
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Cultural dimensions
PDI IND MAS UAI
Brazil 69 38 49 76
USA 40 91 62 46
France 68 71 43 86
Cultural comparison: Brazil,
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Cultural comparison: Brazil,
USA, & France
91
46
62
40
71
68
43
86
69
49
38
76
0
20
40
60
80
100
Power distance
Masculinity
Uncertainty avoidance
Individualism
USA France Brazil
A Synthesis of Country Cultures
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A Synthesis of Country Cultures
NORDIC
Finland
Denmark
Sweden
NEAR
EASTERN
Turkey
Greece
IranARAB
Oman
Bahrain
Abu-Dhabi
SaudiArabia
GERMANIC
Austria
Germany
Switzerland
FAR
EASTERN
MalaysiaSingapore
Hong
Kong
Philippines
Indonesia
Taiwan
INDEPENDENT
IndiaJapan
IsraelBrazil
ANGLO
United Kingdom
Canada
United States
Ireland
SouthAfricaLATIN
AMERICAN
Argentina
MexicoChile
Peru
LATIN
EUROPEAN
France
Belgium
Italy Spain
Managing cultural differences: tips
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Managing cultural differences: tips
MapBridge - Integrate
MAP
Understand thedifferences
Cultural valuesLeadership stylePersonalityThinking style
Gender
BRIDGE
Communicateacross
differences
Approachingwith motivation& confidence
Decentering w/o
blameRecentering withcommonalities
INTEGRATE
Manage thedifferences
Buildingparticipation
Resolvingconflicts
Building oneach others
ideas
C i ti
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Communicating across
cultures: guidelines
Speak clearly & more slowly than usual
Pronounce your words clearly &
enunciate carefully
Use the simplest & most common words
in most cases
Avoid slang & colloquial expressions
Use visuals
Confirm your spoken communications
by memos, e-mails, letters, faxes
Source: CCL, 2002
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Conclusion
Culture is more often a source of conflict than
of synergy. Cultural differences are a nuisance at best
and often a disaster. But if we really want to globalize,there is no way around them so we better take them for
what they are.
Geert Hofstede
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Bibliography
When cultures CollideRichard LewisNicholas Brealy
Riding the waves of culturesFons
Trompenaars & Charles Hampden-TurnerMcGraw-Hill
Cultures & OrganizationsGeertHofstedeMcGraw-Hill
Managing Across CulturesSusanSchneider & Jean-Louis BarsouxFT
Prentice Hall
The end
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