1. Chap. 4 – Comparative Cultural Metrics
Global Public Relations

2. Why comparative culture matters
Culture is to society what personality is to the individual
The last thing a fish notices – is water; we need to understand our own culture
Understanding central tendencies helps us prepare for cross-cultural encounters
Risk of applying “one-size-fits-all” western model to all situations

3. High- vs. Low-Context High-context message takes into account:
Setting and circumstances
Relationships
Attitudes, opinions, history, shared experiences
Low-context message is limited to explicit code (verbiage)
Message is isolated from sender and context

4. Extended Comparisons High-context cultures Low-context cultures
Covert and implicit
Overt and explicit
Messages internalized
Messages plainly coded
Much nonverbal coding
Details verbalized
Reactions reserved
Reactions on the surface
Distinct ingroups & outgroups
Flexible ingroups & outgroups
Strong interpersonal bonds
Fragile interpersonal bonds
Commitment high
Commitment low
Time open and flexible
Time highly organized
For complete explanation, see:
Lustig, M.W. & Koester, J., Intercultural competence: interpersonal communication across cultures. 3rd edn. New York: Longman, p.111.

5. Individualism vs. Collectivism
The extent to which individual autonomy is viewed favorably or unfavorably
Societal expectations of individual roles and responsibilities
Affects professional relationships, audience analysis, public motivations/ values, message construction, etc.

6. Extended Comparisons Individualist cultures Collectivist cultures
Transaction oriented (focus on results)
Relationship oriented (focus on process)
Short-term gains
Long-term growth
Emphasis on content (facts, numbers, ratios, statistics)
Emphasis on context (experience, intuition, the relationship)
Reliance on linear reasoning
Reliance on circular reasoning
Independent
Interdependent
Competitive, decision-driven
Collaborative, consensual
Direct, explicit communication
Indirect, circuitous communication
Personal accountability
Protection of “face”
Private offices
Open office plan
Linear time, impatient
Flexible time, patient
For complete description, see:
Reynolds, S. & Valentine, D., Guide to cross-cultural communication. Upper Saddle River, NJ: Pearson Prentice Hall, p.11.

7. Power Distance
Degree to which institutional and organizational power should be distributed among members of society
Extent of institutionalized social and class inequalities
Could be based on age, birth, gender, merit, wealth, occupation, etc.
Impacts business aspects such as degree of formality, decision-making process, etc.

8. Uncertainty Avoidance
Adaptability to change and uncertainty
Tolerance of ambiguity; need for structure
Predicts risk tolerance
Predicts preference for rules
Affects processes of confrontation, negotiation

9. Masculinity/Femininity
Does NOT reflect gender preference or dominance
“Masculine” cultural values are assertiveness and achievement
“Feminine” cultural values are nurturance and social support
Low masculine societies do value gender equality more

10. Other Comparative Metrics
Task vs. relationship orientation
Chronemics
Poly- or Mono-
Long-term vs. short-term focus
Future vs. past orientation
Proxemics
Haptics (touching)
Occulesics (meaning of eye movements)
Kenisics (non-verbals)

11. Other considerations How does culture define public relations?
How are gender roles viewed?
What stereotypes do you have of another culture? What stereotypes might they have of you?

12. Become a “Third-Culture” Practitioner
Transcend boundaries through education, exchanges, etc.
Spend time outside your own culture
Become an “agent of change”
For discussion of “third-culture” practitioner, see:
Culbertson, H.M., and Chen, N. (1996), International Public Relations: A Comparative Analysis. Mahwah, NJ, Lawrence Erlbaum Associates, p.23.