CROSS CULTURAL COMMUNICATION Making 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 2

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 4

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? 7 Society Social Subgroup Family Individual Differences

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 8

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? 9

What Did We Learn? 10

11 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? Multi Active Linear Active Reactive Brazil, Chile USA Germany, Switzerland Vietnam China Japan UK 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 appropriately Drop to neutral when not using Increased volume= increased animation Use pauses to pace talk Balanced stance All movement has a purpose Professional

Resources When Cultures Collide, Richard Lewis, Nicholas Brealey International Kiss, Bow or Shake Hands, Terri Morrisson and Wayne. A. Conaway, Adams Media 2006

How We See Differences ElementLinearMulti-ActiveReactive ChangeConstantly necessaryImaginative and exciting Must be gradual Decision MakingShould be future oriented Should be bold and original Should be based on best past precedents InnovationMake it a goalInnovate elegantlyInnovate only when necessary LearningReview the past and debate the future Discuss actions from all angles Listen to more experienced mentors OutcomesPrepare for worst case scenarios Look for best case scenarios Discuss all options until the best one is evident Goal of changeShould be profit oriented Should involve social reputation Should be employment oriented