CROSS CULTURAL COMMUNICATION Making the Differences Work for You

CROSS CULTURAL COMMUNICATIONMaking the Differences Work for You

Our Goals Today

Understand the impact of culture on our behaviors

Avoid problems by becoming aware of the possible dynamics before there is an issue

Learn more about our colleagues

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What is Culture?

Culture (def): the behaviors and beliefs characteristic of a particular social, ethnic, age, or other group

This includes obvious traits like language, dress, demeanor – and less obvious traits too – like time management, importance of relationships

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What’s the Issue?

Each culture considers themselves ‘normal’ and can see differences as ‘abnormal’

Each group believes they are the best, the most intelligent, the most normal

Ways We are Different

Language Use of space Perceptions of time Meaning of nonverbal behaviors Degree of individualism or collectivism Level of context needed Importance of hierarchy Definition of gender roles Attitudes about technology and the environment Criteria for success

How Does Culture Affect our Behavior?

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Society

Social Subgrou

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Family

IndividualDifference

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Group Exercise:30 minutes

Create a team (5-6) Each of you should have a sheet of instructions plus a

list of adjectives listed “National Characteristics” Find a place to work together as a team

Review the list of National Characteristics individually. Select the top 8 characteristics that best describe your

national culture; add as needed

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Completing the Exercise

As a group: Each member of the team will review briefly the

adjectives they selected & country they are from. Discuss the following questions:

What are the most commonly shared characteristics? What does this mean for the behavioral norms of your group?

What do the differences mean for your group interaction? What challenges might result from these differences?

How might the mix of characteristics help or hurt the team?

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What Did We Learn?

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Ways to Assess Cultural Orientation

Cognitive styles: How we organize and process information

Negotiation strategies: What we accept as evidence, how much context matters

Value systems: What we consider important, our basis for behavior

Decision making strategies: Collective or individual?

Why Categorize a Culture?

It allows us to: predict a group’s behavior or response clarify why people did what they did avoid giving offense search for unity with others

Three Categories of Cultures

Linear Active Multi Active Reactive

Linear Active

One thing at a time, sequenced Concentrate hard, want to be more efficient Task oriented Highly organized planners Limited but strong body animation

Multi Active

Not very interested in schedules or punctuality

Very flexible on time, often changes plans Do not like to leave a human interaction

unfinished People-oriented Interaction with them can be time consuming Unrestricted body language

Reactive

Listening culture Prefer to watch, and then formulate a

reaction More introverted culture Unlikely to voice strong opinions early Preferred mode of communication is

monologue, sequential conversations Regard silence as meaningful, refined part of

discourse May be uncomfortable with small talk

How Do Cultures Map Out?

MultiActive

LinearActive Reactive

Brazil, Chile

USA

Germany, Switzerland

Vietnam

China

JapanUK Canada

Belgium India

Hispanic America, Mexico

Russia

Italy Sub-Saharan Africa

Korea, Thailand

Blue: Linear Active

Red: Multi Active

Yellow: Reactive

World View of Cultural Differences

Cultural Variables in Business and Industry

Role of written communication -inform? persuade? document? reinforce? Level of informality among co-workers Criteria for success -individual and organization Oral presentation styles -relatively formal or informal Emphasis on task versus relationships Goals of business as a cultural institution

Advantages of Culturally Diverse Teams

Versatility in problem solving Generate more alternatives Respond to local preferences Better critical analysis

Greater creativity Better tolerance for ambiguity and chaos Better access to talent

First Pass Impressions Come from Non-Verbal Skills

Connect with audiences’ eyes Make your point, pause, move on to next set of eyes

Use naturally and appropriatelyDrop to neutral when not using

Increased volume= increased animationUse pauses to pace

talk

Balanced stanceAll movement has

a purpose

Professional

Resources

When Cultures Collide, Richard Lewis, Nicholas Brealey International 2006.

Kiss, Bow or Shake Hands, Terri Morrisson and Wayne. A. Conaway, Adams Media 2006

How We See Differences

Element Linear Multi-Active Reactive

Change Constantly necessary

Imaginative and exciting

Must be gradual

Decision Making

Should be future oriented

Should be bold and original

Should be based on best past precedents

Innovation Make it a goal Innovate elegantly

Innovate only when necessary

Learning Review the past and debate the future

Discuss actions from all angles

Listen to more experienced mentors

Outcomes Prepare for worst case scenarios

Look for best case scenarios

Discuss all options until the best one is evident

Goal of change Should be profit oriented

Should involve social reputation

Should be employment oriented