1. Chapter 4 Communicating Across Cultures
PowerPoint by
Kristopher Blanchard
North Central University
© 2006 Prentice Hall

2. The Communication Process
Cultural communications are deeper and more complex than spoken or written messages. The essence of effective cross-cultural communication has more to do with releasing the right responses than with sending the “right” messages.
—Hall and Hall
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3. The Communication Process
Managers spend between 50% and 90% of their time talking to people
Managers communicate to:
Coordinate activities
Disseminate information
Motivate people
Negotiate future plans
Communication is a critical factor in the cross cultural management issues discussed in this book, particularly those of an interpersonal nature, involving motivation, leadership, group interactions, and negotiation. Culture is conveyed and perpetuated through communication in one form or another. Culture and communication are so intricately intertwined that they are, essentially, synonymous. By understanding this relationship, managers can move toward constructive intercultural management. And, communication whether in the form of writing, talking, listening, or via the Internet, is an inherent part of a manager’s role and takes up the majority of a manager’s time on the job.
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4. The Communication Process
The term communication describes the process of sharing meaning by transmitting messages through media such as words, behavior, or material artifacts. It is of vital importance, then, for a receiver to interpret the meaning of a particular communication in the way the sender intended. Unfortunately, the communication process involves stages during which meaning can be distorted. Anything that serves to undermine the communication of the intended meaning is typically referred to as noise. The primary cause of noise stems from the fact that the sender and the receiver each exist in a unique, private world thought of as her or his life space. The context of that private world, based largely on culture, experience, relations, values, and so forth, determines the interpretation of meaning in communication. After the receiver interprets the message and draws a conclusion about what the sender meant, he or she will, in most cases, encode and send back a response, making communication a circular process.
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5. Cultural Noise
Cultural Noise – cultural variables that undermine the communication of intended meaning
Intercultural communication – when the member of one culture sends a message to a member of another culture
Attribution – the process in which people look for an explanation of another person’s behavior
Cultural noise occurs in intercultural communication because the message intended by the sender (encoder) was transformed by the cultural lens of the receiver (decoder). This process of transformation is do in part to attribution.
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6. Cultural Noise © 2006 Prentice Hall
An example of how attribution can effect the communication process.
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7. Trust in Communication
Effective communication depends on informal understandings among individuals that are based upon trust
When there is trust between individuals an implicit understanding in communication is present
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8. Trust in Communication
Guidelines for developing trust
Create a clear and calculated basis for mutual benefit
Have realistic commitments and good intentions to honor them
Improve predictability: resolve conflicts and keep communication open
Develop mutual bonding through socializing and friendly contact
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9. Cultural Variables
Attitudes – ethnocentric and stereotypical attitudes are a particular source of noise in cross-cultural communication
Social Organization – nations, tribes, religious sects, or professions can influence our priorities and values
Though Patterns – the logical progression of reasoning varies by culture
On a different level, it is also useful to be aware of cultural variables that can affect the communication process by influencing a person’s perceptions; some of these variables have been identified by Samovar and Porter and discussed by Harris and Moran,and others. These variables are as follows: attitudes, social organization, thought patterns, roles, language (spoken or written), nonverbal communication (including kinesic behavior, proxemics, paralanguage, and object language), and time. Although these variables are presented separately, their effects are interdependent and inseparable—or, as Hecht, Andersen, and Ribeau put it, “Encoders and decoders process nonverbal cues as a conceptual, multi-channeled gestalt.”1
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10. Cultural Variables
Roles – the perception of the manager’s role differs considerable around the world, consider the conversation between the American and Greek
Nonverbal Communication – behavior communicated without words; even minor variations in body language, speech rhythms, and punctuality can cause mistrust
People will usually believe what they see over what they hear—hence the expression “A picture is worth a thousand words.” Studies show that these subtle messages account for between 65 and 93 percent of interpreted communication. The media for such nonverbal communication can be categorized into four types: (1) kinesic behavior, (2) proxemics, (3) paralanguage, and (4) object language. The hyperlink will take you to three slides that discuss these four areas further.
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11. Cultural Variables
Language – an inability to speak the local language, and a poor or too literal translation are often causes for mistrust
Pepsi’s slogan “Come Alive with Pepsi” translated into German as “Come out of the grave.”
Rendezvous lounges on 747’s were not used on airlines because in Portuguese ‘rendezvous’ refers to prostitution
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12. Cultural Variables - Language
Britain and America are two nations separated by a common language.
- George Bernard Shaw
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13. Cultural Variables -Time
Mono-chronic Cultures – Time is experienced in a linear manner; generally mono-chronic people concentrate on one thing at a time and adhere to time commitments
Poly-chronic Cultures – Many things occur simultaneously and emphasize involvement with people
The way people use and regard time is another cultural variable that must be considered. For example: To Brazilians, relative punctuality communicates the level of importance of those involved. To Middle Easterners, time is something controlled by the will of Allah. To initiate effective cross-cultural business interactions, managers should know the difference between monochronic time systems and polychronic time systems and how they affect communications.
Monochronic cultures like Switzerland, Germany and the United States view time as a liner event. There is a past, a present, and a future, therefore time is treated as something to be spent, saved, made up, or wasted. Classified and compartmentalized, time serves to order life. This attitude is a learned part of Western culture, probably starting with the Industrial Revolution.
In Contrast Polychronic Cultures will emphasize relationship over time commitments. For example: Two Latin friends, for example, will put an important conversation ahead of being on time for a business meeting, thus communicating the priority of relationships over material systems. Polychronic people—Latin Americans, Arabs, and those from other collectivist cultures—may focus on several things at once, be highly distractible, and change plans often.
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14. Context
Context in which the communication takes place affects the meaning and interpretation of the interaction
Cultures are either high- or low- context
A major differentiating factor that is a primary cause of noise in the communication process is that of context—which actually incorporates many of the cultural variables.
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15. Context © 2006 Prentice Hall
This figure shows the relative level of context in various countries.
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16. Comparative Management Focus: Communicating with Arabs
Arabs are warm, emotional, and quick to explode
The language aptly communicates the Arabic culture – one of emotional extremes
Contains means for over expression
Words that allow for exaggeration
Metaphors that emphasize a position
Many adjectives
What is said is not as important as how it is said
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17. Comparative Management Focus: Communicating with Arabs
The core of the culture is friendship, honor, religion, and traditional hospitality
Family and friends take precedence over business transactions
Hospitality is a way of life and is highly symbolic
Women play little or no role n business or entertainment – it is a male-dominated society
Arabs do business with people, not companies, and they make commitments to people, not contracts. A phone call to the right person can help to get around seemingly insurmountable obstacles. An Arab expects loyalty from friends, and it is understood that giving and receiving favors is an inherent part of the relationship; no one says no to a request for a favor. A lack of follow-through is assumed to be beyond the friend’s control.
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18. Comparative Management Focus: Communicating with Arabs
Society values honor – which is brought about when conformity is achieved
Shame results not just from doing something wrong but from having others find out about it
High contact and High context
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19. Comparative Management Focus: Communicating with Arabs
Illustration of how noise affects communication.
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20. Comparative Management Focus: Communicating with Arabs
Be patient. Recognize the Arab attitude toward time and hospitality—take time to develop friendship and trust, for these are prerequisites for any social or business transactions.
Recognize that people and relationships matter more to Arabs than the job, company, or contract—conduct business personally, not by correspondence or telephone.
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21. Comparative Management Focus: Communicating with Arabs
Avoid expressing doubts or criticism when others are present—recognize the importance of honor and dignity to Arabs.
Adapt to the norms of body language, flowery speech, and circuitous verbal patterns in the Middle East, and don’t be impatient to “get to the point.”
Expect many interruptions in meetings, delays in schedules, and changes in plans.
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22. Information Systems Communication varies according to
Where and how it originates
The channels and the speed which it flows
Whether it is formal or informal
The nature of the organization’s information system are affected by
Organizational structure
Staffing policies
Leadership style
In short, Americans need to realize that, because most of the world exchanges information through slower message media, it is wise to schedule more time for transactions, develop patience, and learn to get at needed information in more subtle ways—after building rapport and taking time to observe the local system for exchanging information. We have seen that cross-cultural misinterpretation can result from noise in the actual transmission of the message—the choice or speed of media. Interpreting the meaning of a message can thus be as much a function of the transmission channel (or medium) as it is of examining the message itself.
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23. Information Technology
The Internet as a global medium for communication allows companies to develop a presence in markets globally
Companies must adapt their web communication to deal with local cultural variables
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24. Managing Cross-Cultural Communication
Cultural Sensitivity
Careful Encoding
Selective Transmission
Careful Decoding
Appropriate Follow-up Actions
As an international manager it would be wise to follow the five steps suggested on this slide to become more effective in intercultural communication.
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25. Appropriate Follow-Up Actions
Respect (eye contact, posture, tone, etc)
Interaction posture – ability to respond in a descriptive, non-evaluative, and non-judgmental way
Orientation to knowledge – understand that your beliefs and perceptions are only valid for you and not everyone else
Empathy
Managers communicate through both action and inaction. Therefore, to keep open the lines of communication, feedback, and trust, managers must follow through with action on what has been discussed and then agreed upon—typically a contract, which is probably the most important formal business communication. Unfortunately, the issue of contract follow-through is a particularly sensitive one across cultures because of the different interpretations regarding what constitutes a contract (perhaps a handshake, perhaps a full legal document) and what actions should result. Trust, future communications, and future business are based on such interpretations, and it is up to managers to understand them and to follow through on them. These are the behaviors that researchers suggest are the most important when dealing with intercultural communications
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26. Appropriate Follow-Up Actions
Interaction management
Tolerance for ambiguity
Other-oriented role behavior – capacity to be flexible and to adopt different roles for the sake of the greater group cohesion/communication
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27. Looking Ahead
Chapter 5 – Cross-cultural Negotiation and Decision making
Negotiation
The negotiation process
Understanding negotiation styles
Managing negotiation
Decision making
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28. High Context Feelings and thoughts are not explicitly expressed
Meaning is found in the general understanding of the other person and their surroundings
Most communication takes place within a context of extensive information networks resulting from close personal relationships
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29. Low Context
Feelings and thoughts are expressed n words, and information is more readily available
Normally these cultures compartmentalize their business and personal relationships
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30. Nonverbal Communication
Kinesic Behavior refers to communication through body movements like posture, gestures, facial expressions, and eye contact
Many businesspeople and visitors react negatively to what they feel are inappropriate facial expressions, without understanding the cultural meaning behind them. In his studies of cross-cultural negotiations, Graham observed that the Japanese feel uncomfortable when faced with the Americans’ eye-to-eye posture. They are taught since childhood to bow their heads out of humility, whereas the automatic response of Americans is “look at me when I’m talking to you!”
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31. Nonverbal Communication
Proxemics deals with how space influences the communication process
High contact – preferring to stand close, touch, and experience a close sensory involvement
Low-contact – prefer much less sensory involvement, standing farther apart and touching less
Space communicates power in both Germany and the United States, evidenced by the desire for a corner office or one on the top floor. The importance of French officials, however, is made clear by a position in the middle of subordinates, communicating that they have a central position in an information network, where they can stay informed and in control. Personal space is culturally patterned, and foreign spatial cues are a common source of misinterpretation. When someone seems aloof or pushy, it often means that she or he is operating under subtly different spatial rules.
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32. Nonverbal Communication
Paralanguage refers to how something is said rather than the content
Rate of speech, tone, inflection, other noises, laughing, yawning, etc.
Silence is a powerful communicator
Object language refers to communication through material artifacts
Office design, furniture, clothing ,cars, etc.
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33. © 2006 Prentice Hall

34. Cultural Sensitivity
When sending a message make it a point to know the recipient
Encode the message in a form that will most likely be understood as it is intended
This means the manager must
Be aware of their own culture
The recipient’s culture
The expectations surrounding the situation
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35. Careful Encoding
The sender must consider the receiver’s frame of reference to make the best choice regarding
Words
Pictures
Gestures
Remember that language translation is only part of the process, consider the nonverbal language as well
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36. Selective Transmission
The channel medium should be chosen after considering:
The nature of the message
Level of importance
Context and expectations of the receiver
Timing involved
Personal interactions
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37. Careful Decoding of Feedback
Best means for obtaining accurate feedback is face-to-face interactions
Best means for avoiding miscommunication is to improve your own listening and observation skills
Three types of miscommunications
Receiver misinterpreted the message
Receiver encoded response incorrectly
Sender misinterprets the feedback
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