1. Chapter 3 Intercultural Communication
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Chapter 3 Intercultural Communication
Business Communication:
Process and Product, 8e
Mary Ellen Guffey & Dana Loewy

2. Markets Go Global
Mergers, acquisitions, and buyouts stir growth beyond national boundaries.
American companies in global markets must adapt to other cultures.
Increasingly even many home-grown businesses are controlled by global enterprises.

3. Major Trends Fuel Globalization
Stagnating or declining domestic markets
Favorable trade agreements and removal of trade barriers
Robust middle classes in emerging economics
Advancements in transportation and logistics
Information and communication technology breakthroughs

4. Characteristics of Culture
Culture is learned.
Cultures are inherently logical.
Culture is the bases of self-identity and community.
Culture combines the visible and invisible.
Culture is dynamic.

5. Dimensions of Culture High and low context
Individualism and collectivism
Time orientation
Power distance
Communication style

6. High and Low Context Low-context cultures High-context cultures
Tend to be logical, linear and action oriented.
Favor explicit messages that they consider to be objective, professional, and efficient.
High-context cultures
Tend to be relational, collectivist, intuitive, and contemplative.
Leave much unsaid and transmit communication cues by posture, voice inflection, gestures, and facial expression.

7. Communication Style Low-context cultures High-context cultures
Emphasize words, directness, and openness; people tend to be informal, impatient, and literal.
High-context cultures
Rely on nonverbal cues and the total picture to communicate; meanings are embedded at many sociocultural levels.

8. Characteristics of High and Low-Context Cultures
Japanese
Arab
Latin American
Spanish
English
Italian
French
N. American
Scandinavian
German
Swiss
High Context
High Context Cultures
Relational
Collectivist
Intuitive
Contemplative
Low Context Cultures
Logical
Linear
Individualistic
Action-oriented
Low Context

9. Oversimplified behavioral pattern applied uncritically to groups
How We Form Judgments
Negative!
Stereotype
Oversimplified behavioral pattern applied uncritically to groups

10. Rigid attitude based on erroneous beliefs or preconceptions
How We Form Judgments
Negative!
Prejudice
Rigid attitude based on erroneous beliefs or preconceptions

11. Prototype How We Form Judgments
Positive!
Prototype
Mental representation based on characteristics that are flexible and open to new definitions

12. Techniques for Achieving Cultural Competence
Descriptiveness: Giving descriptive feedback instead of judgmental feedback.
Nonjudgmentalism: Being tolerant, which helps prevent defensive reactions.
Supportiveness: Encouraging others with head nods, eye contact, and facial expressions.

13. Improving Conversations in Intercultural Environments
Learn foreign phrases.
Use simple English.
Speak slowly and enunciate clearly.
Observe eye messages.
Encourage accurate feedback.

14. Improving Intercultural Oral Communication
Accept blame.
Listen without interrupting.
Smile when appropriate.
Follow up in writing.

15. Improving Intercultural Written Communication
Adjust your writing style and tone.
Avoid humor to prevent misunderstandings.
Use short sentences and short paragraphs.
Observe title and rank.

16. Improving Intercultural Written Communication
Avoid ambiguous expressions.
Strive for clarity.
Use correct grammar.
Cite numbers carefully.

17. Anti-Bribery Laws
Foreign Corrupt Practices Act of 1977 – prohibits payments to foreign officials for the purpose of obtaining or retaining business; applies only to U.S. companies.
Sarbanes-Oxley Act – a tool in the anticorruption battle; forbids off-the-book bribes.
Global treaty promoted by the Organization for Economic Cooperation and Development (OECD) in 1999 – bans bribery of foreign government officials.

18. Ethical Decision Making Across Borders
Broaden your view.
Avoid reflex judgments.
Find alternatives.
Refuse business if options violate your basic values.

19. Ethical Decision Making Across Borders
Embrace transparency.
Don’t rationalize shady decisions.
Resist legalistic strategies.

20. Applying the Five-Question Test to Intercultural Dilemmas
Is the action legal?
Would you do it if you were on the opposite side?
Can you rule out a better alternative?
Would a trusted advisor agree?
Would family, friends, employer, or co-workers approve?

21. Benefits of Workplace Diversity
Diverse Staff Members
Better able to read trends and respond to diverse customers at home and abroad
More likely to see opportunities that a homogeneous group would miss
Diverse Teams
Better equipped to create products that markets require
Develop more creative and effective problem-solving techniques

22. Benefits of Workplace Diversity
Diverse Consumers
Want to deal with companies that respect their values and reflect themselves.
Demand specialized goods and services tailored to their needs.
Companies that figure out the diversity challenge have a competitive advantage.

23. Benefits of Workplace Diversity to Businesses
Companies that cultivate diversity suffer fewer discrimination lawsuits, fewer union clashes, and less government scrutiny.
Diversity is a critical bottom-line business strategy to improve employee relationships and to increase productivity.
The government and corporations increasingly contract only with suppliers who can show “cultural readiness.”

24. Improving Communication Among Diverse Workplace Audiences
Seek training.
Understand the value of differences.
Don’t expect conformity.
Make fewer assumptions.
Build on similarities.