Intercultural Communication BBA-III

Contextual Ethical Social nonverbal Recognizing cultural differences The greater the difference between culture, the greater the chances of misunderstanding. We can improve intercultural sensitivity by recognizing and accommodating four main types of cultural differences Contextual Ethical Social nonverbal

Contextual differences Cultural context is basically of two types. High context culture Low context culture Contextual differences are apparent in the way culture approaches situation such as: Decision making practices Problem solving techniques Negotiating styles

Legal and ethical difference Legal system differ from culture to culture. Ethical choices can be even more complicated when communicating across culture

Social differences Social behavior is another distinguishing factor among cultures. In any culture, rules of social etiquette may be formal and informal. Some are like: Attitude toward materialism Roles and status Use of manners Concept of time

Non-verbal differences Nonverbal communication is another very important factor while recognizing culture differences. Some concepts of nonverbal differences are: Concept of personal space Use of body language

Effective intercultural communication Cultural awareness Recognizing differences Cultural flexibility Cultural sensitivity Effective intercultural communication Communication skills Cultural language Overcoming barriers Cultural techniques Developing written/oral skills Cultural exposure Studying other cultures

Cultural flexibility Avoid assumptions Avoid judgment

Cultural exposure Tips for communicating more effectively. Assume difference until similarity is proved. Withhold judgment Show respect Look beyond the superficial Be patient Be flexible Send clear messages

Cultural languages Avoid using slang and idioms Pay attention to local accents and pronunciation Respect preferences for communication styles Learn a foreign language

Cultural techniques developing written/oral skills Improve your writing skills- Use plain English, be clear, avoid slang and idioms, be brief. Improve oral skills- Try to eliminate noise, look for feedback, speak slowly, don't talk down to other person, use objective; accurate language

Intercultural training It is necessary for- Understanding intercultural differences. Maximization of potential on the global stage. Developing skill and approaches to deal with cross culture. Business growth.

Types of intercultural training Youth cross cultural training Business and culture Corporate leadership training

The Chinese-German team Case study The Chinese-German team

Introduction Research and development (R&D) is based in Germany, and production is based in China. The business is starting to be profitable. But tensions develop in the team, and an external consultant is brought in to analyze the situation. This is what she report after interviewing representatives from both sides.

The German manager’s view of the Chinese Our Chinese colleagues seems to be keen to learn and open-minded, but they aren’t prepared to take responsibility or follow agreed procedures, they think in hierarchical way and there is very little horizontal communication. They seem reluctant to make independent decisions. They have started to turn up late to meeting or not come at all. When we ask them about a problem, they often beat about the bush, and it is very difficult to know what they are really thinking. They smile politely and say yes, but don’t do anything. We’ve hired quit a few new Chinese colleagues but, although they have excellent qualifications on paper, we’ve been disappointed with their performance. The other issue is loyalty. We hire them, train them and they leave and join one of our competitors.”

The Chinese manager’s view of the Germans “ the Germans are excellent planners, and very logical. We like their focus on quality and straightforward approach. On the other hand, they don’t seem to trust us. They don’t give us any real responsibility. Instead, they set up complicated processes that just slow everything down and stop us from reaching our targets. They waste time with too many meeting. They are never available when we need them- they often seem to be away on holiday. If we can’t get an answer to our question quickly, we have a problem with the deadlines that they have set for us and keep insisting on. Maybe there are too many temptations in Shanghai. They complain about the Chinese stealing Western know-how but, at the same time, if they have a few hours free before their flight to Germany, they go to the fake market and buy watches and clothing for their family and friends.”

Case study analysis Responsibility Decision making Meeting Directness Educational background Work and private life

Recommendations The consultant advise her clients to think about the following points: Time has to be invested in discussing people’s expectations of one another and agreeing on how everyone wants to works together. Some flexibility on both sides is desirable. Different management styles; agree on an appropriate style for the whole team. Trust between the parties. Western companies hiring Chinese staff should seek local advice on what the qualification mean. The German side need to make sure they ask someone to stand in for them when they are out of the office.