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Lecture 5: Intercultural

Communication

Professional CommunicationHW0310

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Overview of Lecture

The nature of culture Fundamental dimensions of cultural diversity (p.265)Developing cultural intelligence (CQ) Improving communication across

cultures

A definition of culture A learned set of shared

interpretations about beliefs, values, and norms, which affect the behaviours of a relatively large group of

people.

Hofstede’s human mental programming

PERSONALITY

CULTURE

HUMAN NATURE

SPECIFIC TO INDIVIDUAL INHERITED AND LEARNED

SPECIFIC TO GROUP

LEARNED

UNIVERSAL INHERITED

Analogy of Culture I

The Iceberg

What you see, hear, touch, do Festivals Greetings Significant colours in culture Cardinal points of the compass

What you don’t see, hear, touch Beliefs Values

They control your behaviour

What is Culture ? Culture : is learned, not innate.

shapes our views of the world.

determines how we interact.

What is Culture ? (cont)

refers to behavioural characteristics (visible or non-visible),

typical of a group (gender, age, ethnic, political, geographical, economic, religious, interest, company, school, etc .).

→ intercultural and intracultural traits

is fluid and changes with time.

is usually invisible to its inhabitants.

Analogy of Culture II

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Fundamental Dimensions of Cultural Diversity

High- versus Low-Context Cultures Individualism versus Collectivism Power Distance Uncertainty Avoidance

Time Orientation Task versus Social Orientation Virtue and Truth→ Influence on Communication

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Low-Context Cultures vs. High-Context Cultures

Low-context cultures : To convey meaning people rely - more on verbal communication -less on circumstances and non- verbal cues e.g., Germans, North Americans and

Scandinavians.

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Cultural Differences(Communication Style)

Low Context Cultures Rely on words, especially in

contracts and negotiations. Tend to take words literally.

Value straightforwardness. Enjoy debates.

Become uncomfortable with silence & impatient with delays.

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Low-Context Cultures vs High-Context Cultures

High-context cultures : To convey meaning, save face, and maintain social harmony people rely - less on verbal communication - more on the context of nonverbal actions and environmental setting

e.g., China, Japan, Middle East

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Cultural Differences(Communication Style)

High Context Cultures Place less emphasis on words, more

on the surrounding context.

Avoid being too direct.

Are more contemplative (reflective).

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Japanese Proverbs

The pheasant would have lived but for its cry.

To say nothing is a flower. Those who know do not speak;

those who speak do not know.

Low- vs. High-Context Cultures

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Individualism vs. Collectivism

Individualistic cultures : Tend to prefer freedom, self-assertion,

personal achievement e.g. U.S.A., Canada and the Europeans.

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A German Proverb

No one is either rich or poor who has helped himself to be so.

American Phrases Stand on your own two feet. A self-made man.

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Individualism vs. Collectivism

Collectivist cultures:

Tend to prefer group values, duties and decisions. e.g. Japan, China & Koreans.

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A Common Japanese Saying

The nail that sticks up gets pounded down.

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Power Distance

Power distance refers to attitudes towards differences in authority.

High power distance cultures: Some members have greater resources and influence than others, e.g., Singapore, Philippines, China and India.

Low power distance cultures: Managers may have power but it is not flaunted, e.g., U.S.A, New Zealand, Denmark, and Austria.

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Uncertainty Avoidance

Uncertainty avoidance : a measure of how accepting a culture is of a lack of predictability.

Low uncertainty avoidance: willing to take risks and tolerant of behaviour that differs from the norm, e.g. U.S. A., Hong Kong and India.

High uncertainty avoidance: uncomfortable with change, e.g. Japan and Greece.

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Time Orientation

Monochronic Cultures

Time is precious – correlates with productivity, efficiency and money. Conducting business entails schedules, deadlines and appointments.

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Time Orientation

Polychronic cultures

Time is flexible. Meeting a deadline is less important than building a business relationship. Workday may not follow a rigid, preset schedule.

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Task vs. Social Orientation

High task orientation : focuses heavily on getting the job done, e.g. Americans, Swiss and Germans.

High social orientation : is concerned about the feelings of members and smooth functioning as a team, e.g., Thailand and Indonesia.

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Cultural Differences (Negotiating Styles) Low context negotiators - tend to take an

impersonal view of negotiation.

High context negotiators – place more importance on building relationships than achieving economic gains.

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Short-term vs. Long-term Orientation Short-term orientation : focuses on quick

pay-offs, e.g., U.S.A., Great Britain and Australia.

Long-term orientation : is in pursuit of long-range goals, e.g., China, Taiwan and South Korea.

Truth vs Virtue

Religious orientation black vs white ying & yang

Logic→ perceived morality

Singapore? Where are we?

Non-homogenous society High v low Individualist v collectivist Power Distance Uncertainty Avoidance

Time Orientation Task versus Social Orientation Virtue and Truth

Cultural Differences in International Business(p.257-262)

Formality (e.g. personal titles) Social customs (e.g. business cards) Styles of dress Time orientation (e.g. Monochronic vs.

Polychronic) Tolerance for conflict (e.g. degree of directness) Gender roles (e.g. a woman’s

credibility)

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Improving CommunicationAcross Cultures

1) Study your own culture.

2) Learn about other cultures.

3) Learn foreign phrases.

4) Study how respect is communicated in various cultures.

5) Observe. Observe. Observe.

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Improving CommunicationAcross Cultures

6) Empathize. Be person-centred.

7) Avoid being judgmental. Don’t condescend.

8) View diversity as an opportunity.

9) Avoid assumptions.

10)Talk openly about differences.

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Cultural Intelligence

Knowledge + Mindfulness + Behavioral Skills = CQ

References

Beer, J. (1997-2003). Fair Use Policy. Retrieved September 2010 from http://www.cultures-at-work.com/highlow.html

Hofstede, G. (1997). Cultures and Organisation: Software of the mind. New York: McGraw-Hill.

Locker, K. & Kaczmarek, S. (2010). Business Communication: Building critical skills, 4th Ed. Singapore: McGraw-Hill Companies.