1. Cross-Cultural Management SI-K Exportcoop SEE 12 March 2015
Michael J. Gates
Vice Chairman
RICHARD LEWIS COMMUNICATIONS
Associate Fellow, Said Business School, University of Oxford

2. Fundamentals of Communication

3. Getting to the Point

4. GERMAN
“I don’t agree”

5. “Hmm, that’s a very interesting idea”
ENGLISH
“Hmm, that’s a very interesting idea”

6. AMERICAN
“You gotta be kidding”

7. “Let’s go and have a Campari and talk about it tomorrow”
ITALIAN
“Let’s go and have a Campari
and talk about it tomorrow”

8. FINN
“…………………”

10. Culture hides more than it reveals, and it hides most
The Iceberg of Culture
Food
Arts
Fashion
Mass Media
Culture hides more than it reveals, and it hides most
effectively from its own participants …
E.T.Hall
Communication Patterns speech styles non-verbal communication listening habits audience expectations
Use of Space and Time eye contact interpersonal distance silence
Values national characteristics world views attitudes
Behaviors social norms taboos

11. Homogeneous vs. Diverse Teams/Groups
Based on
1. Creating value with diverse teams in global management, J.J. DiStefano; M.L.Maznevski,
Organizational Dynamics, Vol. 29, No 1
2. Dr C. Kovach’s research, UCLA 11

13. STEREOTYPES SHOULD BE…
accurate
used consciously
descriptive, not evaluative
modified from time to time
used as a first “best guess”

14. Percentage of respondents who said they would probably NOT lie in court

15. LAYERS OF CULTURE NATIONAL REGIONAL PROFESSIONAL / EDUCATIONAL GENDER
CLASS
RELIGIOUS
GENERATIONAL
ETHNIC
CORPORATE
PERSONAL

16. Areas of Cross Cultural Misunderstanding
Values
core beliefs
national characteristics
attitudes and world view
Communication patterns
speech styles
listening habits
Concept of time
Concept of space
© 2001 Richard D Lewis

18. Human Mental Programming
– UK –

19. Human Mental Programming
– Germany –

20. Human Mental Programming
– Austria –

21. Human Mental Programming
– Slovenia –

22. Human Mental Programming
– Croatia –

23. Human Mental Programming
– Serbia –
© 2001, 2009 Richard D Lewis

24. Cultural Horizons and Aristotle’s Liking Principle

25. French – USA Horizons

26. Cultural Categories LINEAR-ACTIVE MULTI-ACTIVE REACTIVE
Position model against others, especially ones that their internal coach appears to favour…

27. © 2001, 2009 Richard D Lewis

30. © 2001 Richard D Lewis

32. Logos Ethos Pathos + Agora
Aristotle’s Rhetoric
Logos Ethos Pathos + Agora

33. National Communication Patterns
– Italy –

34. National Communication Patterns
– Finland –

35. National Communication Patterns
– Germany –

36. National Communication Patterns
– Austria –

37. National Communication Patterns
– UK –

38. British Coded Speech What is said What is meant Hm….interesting idea
You could say that
We must have a meeting about your idea
We shall certainly consider it
I’m not quite with you on that one
I agree, up to a point
What a stupid suggestion
I wouldn’t
Forget it
We won’t do it
That is totally unacceptable
I disagree

39. National Communication Patterns
– USA –

41. Listening Habits
– Germany –

42. Listening Habits
– USA –

43. National Communication Patterns
– Slovenia –

44. National Communication Patterns
– Croatia –
© 2001, 2009 Richard D Lewis

45. National Communication Patterns
– Serbia –
© 2001, 2009 Richard D Lewis

46. Homogeneous vs. Diverse Teams/Groups
Based on
1. Creating value with diverse teams in global management, J.J. DiStefano; M.L.Maznevski,
Organizational Dynamics, Vol. 29, No 1
2. Dr C. Kovach’s research, UCLA 46

47. Success Factors of CREATOR teams:
Mapping
Bridging
Integrating

48. Negotiation Styles Negotiators in Linear-Active cultures will:
Demonstrate and look for technical competence
Place facts before sentiments, logic before emotion
Be deal oriented, with a view to immediate achievement and results – time is money
Negotiators in Multi-Active cultures will:
Rely on their eloquence and ability to persuade – negotiation is an art
Use human force as an inspirational factor
Complete human transactions emotionally
Negotiators in Reactive cultures will:
Dominate with knowledge, patience and quiet control
Display modesty and courtesy
Create a harmonious atmosphere – building up trust is key

50. Leadership Styles

51. Leadership style
– Austria –

52. Leadership style
– Slovenia –

53. Leadership style
– Serbia –

54. Leadership Styles
– Russia –

55. Trust variance

56. Golden Rules for Interacting with Linear-Active People (1)
Talk and listen in equal proportions
Do one thing at a time
Be polite but direct
Partly conceal feelings
Use logic and rationality
Interrupt only rarely
Stick to facts
Concentrate on the deal
Prioritise truth over diplomacy
Follow rules, regulations, laws
Speech is for information

57. Golden Rules for Interacting with Linear-Active People (2)
Maintain word-deed correlation
Complete action chains
Stay results-oriented
Stick to agenda
Compromise to achieve deal
Respect officialdom
Respect contracts and written word
Reply quickly to written communication or s
Restrain body language
Look for short-term profit
Be punctual

58. Golden Rules for Interacting with Multi-Active People (1)
Let them talk at length
Reply fully
Be prepared to do several things at once
Be prepared for several people talking at once
Display feelings and emotion
People and feelings are more important than facts
Interrupt when you like
Truth is flexible and situational
Be diplomatic rather than direct
Speech is for opinions
Be gregarious and socialising

59. Golden Rules for Interacting with Multi-Active People (2)
Think aloud
Complete human transactions
Digress from agenda and explore interesting ideas
Seek and give favours with key people
Remain relationship-oriented
Spoken word is important
Contracts may often be renegotiated
Reputation is as important as profit
Overt body language and tactility
Accept unpunctuality

60. Golden Rules for Interacting with Reactive People (1)
Good listening is important
Do not interrupt
Do not confront
Do not cause anyone to lose face
Do not disagree openly
Suggestions, especially criticism, must be indirect
Be ambiguous, so as to leave options open
Statements are promises
Prioritise diplomacy over truth
Follow rules but interpret them flexibly
Speech is to promote harmony

61. Golden Rules for Interacting with Reactive People (2)
Share as much as you can
Utilise networks
Talk slowly
Do things at appropriate times
Don’t rush or pressure them
Observe fixed power distances and hierarchy
Show exaggerated respect for older people
Go over things several times
Face-to-face contact is important
Work hard at building trust
Long term profit is preferable
Be punctual