1. The Nature of Intercultural Communication
Chapter 1
The Nature of Intercultural Communication
Intercultural Business Communication, 4th ed., Chaney & Martin

2. Upon Completion of this Chapter:
Understand such terms as intercultural, international, multicultural, and ethnocentric
Recognize communication barriers
Understand the terms norms, rules, roles, and networks
Distinguish between subcultures and subgroups
Understand management orientations
Intercultural Business Communication, 4th ed., Chaney & Martin

3. Example of Intercultural Miscommunication
Telex sent to a factory manager of a U.S. subsidiary in Lima, Peru:
“Please send a headcount of the people in your factory and in your office, broken down by sex. Information urgent.”
The local manager, a Peruvian, replied:
“Here’s your headcount: We have 30 in the factory, 15 in the office, 5 in the hospital on sick leave, none broken down by sex. If you must know, our problem here is with alcohol.”
Axtell, 1990

4. Intercultural Business Communication, 4th ed., Chaney & Martin
Global Boom
More and more businesses involved with international activities which require the ability to communication across cultures
Communication and culture are inseparable—can’t be separated
To gain a better understanding, knowledge of frequently used terms is important
Intercultural Business Communication, 4th ed., Chaney & Martin

5. Intercultural Business Communication, 4th ed., Chaney & Martin
Definitions
Intercultural communication—communication between persons of different cultures
Intercultural business communication—interpersonal communication within and between businesses that involve people from more than one culture
International communication—communication between governments or among nations
Intracultural communication—communication between members of the same culture
Intercultural Business Communication, 4th ed., Chaney & Martin

6. Intercultural Business Communication, 4th ed., Chaney & Martin
Definitions
Diffusion—the process by which two cultures learn and adapt materials and adopt practices of each other
World culture—the idea that as traditional barriers among people of differing cultures break down, one culture will emerge
Melting pot—sociocultural assimilation of people of differing backgrounds and nationalities; implies losing ethnic differences and forming one large society macroculture
Intercultural Business Communication, 4th ed., Chaney & Martin

7. Intercultural Business Communication, 4th ed., Chaney & Martin
Globalization
Globalization—the ability of a firm to take a product and market it in the entire civilized world
A company is globalized when it can market its product anywhere in the world
When a firm is referred to as being global, it means that the corporation is producing and marketing products in many parts of the world
Personnel in organizations must have a global mindset for the firm to succeed in international marketplace and respect other cultures
Intercultural Business Communication, 4th ed., Chaney & Martin

8. Domestic and Global Mindsets
Domestic Mindset
Functional expertise
Prioritization
Structure
Individual responsibility
No surprises
Trained against surprises
Global Mindset
Bigger, broader picture
Balance of contradictions
Process
Teamwork and diversity
View change as opportunity
Openness to surprises
Intercultural Business Communication, 4th ed., Chaney & Martin

9. Intercultural Business Communication, 4th ed., Chaney & Martin
Culture
Culture deals with the way people live
When cultures interact, adaptation must take place to communicate correctly
Three primary dimensions of cultures—languages, physical, and psychological
Culture is learned through perception
Perceptions are formed in various ways—where we are born & raised, the language we learn, the environment we live in—everyone views the world differently
Intercultural Business Communication, 4th ed., Chaney & Martin

10. Physical Psychological
Dimensions of Culture
Languages
(codes/modes)
Verbal Nonverbal
Physical Psychological
Environment Human Behavior Content Processes
Natural Man Made Knowledge Belief Encoding Systems Decoding
Thought
Borden, 1991, p. 171

11. Cultures
Differences in Customs—Holidays, Independence/Self-reliance, Punctuality, Treatment of Waiters/Secretaries, Treatment of Females, Need for Space
Specific Aspects of American Life—Politics, Family Life, Driving, Shopping, Personal Hygiene, Behavior in Public
Althen, American Ways

12. Intercultural Business Communication, 4th ed., Chaney & Martin
Stereotypes
Stereotypes are perceptions about certain groups of people or nationalities, often based upon limited knowledge and/or exposure.
Stereotyping is only a guide to a national culture
By recognizing differences as well as similarities, businesspersons can adjust how they communicate with others
Examples of stereotyping follows and can be found in your text
Intercultural Business Communication, 4th ed., Chaney & Martin

13. Stereotypes of U.S. Persons
Informal relationships
Rather formal in business attire (suits for men and dresses or suits for women)
Workaholics
Embarrass foreign businesspeople by doing manual labor
Overly concerned with time, money, and appointments
Intercultural Business Communication, 4th ed., Chaney & Martin

14. Stereotypes of U.S. Persons
Make decisions on hard, objective facts
Consider contracts and the written word as very important
Are aware of status differences within the organization; however, no display of superiority or inferiority is made
Are very mobile
Convey superiority in their actions
Intercultural Business Communication, 4th ed., Chaney & Martin

15. What foreign students WOULD like to see incorporated into their own culture:
Opportunity for individuals to raise their station in life
Efficiency of organizations
Hard work and productivity
Freedom to express opinions openly
General sense of freedom
Althen, American Ways

16. What foreign students WOULD NOT like to see incorporated into their own culture:
Excessive individualism
Weak family ties
Treatment of older people
Materialism
Competitiveness
Rapid pace of life
Divorce
“Free” male/ female relations
Impersonality
Althen, American Ways

17. Can you Describe Your Own Culture? US
American Values and Assumptions—Individualism and Privacy, Equality, Work, Informality, Time, Goodness of Humanity, Arrogant, Competitive
Communicative Style—Small Talk, Forms of Interaction, Loud, Monolingual
Ways of Reasoning—Get to the Point and Prove it, Distrust of Theory, and Generalizations, Truth Comes from Sight
Althen, American Ways

18. Can you Describe Your Own Culture? China
Reserved and well mannered. Superb hosts. Pride in their nation, its long history, and its influence on other countries. Strong family ties and a loyalty to family members. Chinese frequently display affection toward a member of the same sex by holding hands. They do not like to be touched. Great respect is given to older Chinese.
Intercultural Business Communication, 4th ed., Chaney & Martin

19. Can you Describe Your Own Culture? Japan
Japanese tend to be modest, respectful of superiors, loyal to their organizations, contemplative and holistic in their thinking, and traditional in terms of their society. They are achievement oriented. They value human relationships above business relationships and practice situational ethics. Privacy is important and direct questioning on person lives resented. “Losing face” is BAD.
Intercultural Business Communication, 4th ed., Chaney & Martin

20. Can you Describe Your Own Culture? Germany
Germans businesspeople are more formal, reserved, and restrained than Americans. They are likely to be inquisitive and want to hear the supporting evidence for a new idea or product. They value intelligence and education. Value individualism and the success of an individuals. Germans are outspoken or blunt, but see this behavior as simple honesty.
Intercultural Business Communication, 4th ed., Chaney & Martin

21. Can you Describe Your Own Culture? Mexico
Mexicans tend to be warm, friendly, gracious people. They are good host. The Roman Catholic Church has greatly influenced the culture, attitudes, and history of Mexico. They are inclined to be patriotic and proud. Family is important and divorce low. They stand close when talking, possibly touching the other person. Generally trust only friends.
Intercultural Business Communication, 4th ed., Chaney & Martin

22. MORE—Stereotypes of People of Other Nationalities
Culture Image
English conservative, reserved, polite, proper, formal
French arrogant, rude, chauvinistic, romantics, gourmets, cultural, artistic
Italian demonstrative, talkative, emotional, romantic, bold, artistic
Latin American mañana attitude, macho, music lovers, touchers
Asians inscrutable, intelligent, xenophobic (fear/hatred of strangers/ foreigners), golfers, group oriented, polite, soft-spoken
Intercultural Business Communication, 4th ed., Chaney & Martin

23. Stereotypes of Other Cultures As viewed by Japanese and U.S. Students
Japanese U. S. Americans_______
English gentlemanly, formal, proper,
polite polite, intelligent
Irish cold, patient, drinkers, jovial,
religious hot-tempered, loud
Chinese diligent, serious, quiet, small,
laboring industrious, smart
Mexicans cheerful, passionate, lazy, poor, loud, spicy-food eaters dirty, uneducated
Russians cold, dark, closed, cold, respect authority,
secret, selfish hard-working
Israelis religious, faithful, religious, quarrelsome,
warlike, Jewish wealthy, greedy
Intercultural Business Communication, 4th ed., Chaney & Martin

24. Enculturation and Acculturation
Enculturation—socialization process you go through to adapt to your society. Learn norms!
Frontstage culture—cultural information that you are willing to share with outsiders
Backstage culture—cultural information concealed from outsiders
Acculturation - process of adjusting, adapting, & accepting to a new and different culture. Accepts other cultures and their ideas.
Cultural synergy—two cultures merge to form a stronger overriding culture
Multicultural—people who can move between two or more cultures very comfortably
Intercultural Business Communication, 4th ed., Chaney & Martin

25. Dimensions of Acculturation
Integration—persons become an integral part of the new culture while maintaining their cultural integrity
Separation—individuals keep their culture and stay independent of the new culture
Assimilation—persons are absorbed into their new culture and withdraw from their old culture
Deculturation—when individuals lose their original culture and do not accept the new culture
Intercultural Business Communication, 4th ed., Chaney & Martin

26. Intercultural Business Communication, 4th ed., Chaney & Martin
Ethnocentrism
Ethnocentrism—the belief that your own cultural background is correct including the ways of analyzing problems, values, beliefs, language, verbal and nonverbal communication. When we evaluate others we do it through our self-reference criterion because it is what we know.
Ethnocentrists believe that their culture is the central culture and that other cultures are incorrect, defective, or quaint.
Mindsets—ways of being that allow us to see, perceive, and reason through our own filter. We want a GLOBAL mindset for business.
Intercultural Business Communication, 4th ed., Chaney & Martin

27. Norms, Rules, Roles, and Networks
(Unwritten guidelines we learn through enculturation)
Norms—culturally ingrained principles of correct and incorrect behaviors which, if broken, carry a form of overt or covert penalty. Learned through enculturation.
Rules—formed to clarify cloudy areas of norms
Roles—include behavioral expectations of a position within a culture and are affected by norms and rules
Networks—formed with personal ties and involve an exchange of assistance
Intercultural Business Communication, 4th ed., Chaney & Martin

28. Subcultures and Subgroups
Subcultures (or microcultures)—groups possessing traits that set them apart from others within the macroculture.
U.S. examples: senior citizens, Catholics, disabled persons, Asian Americans
Subgroups—groups with which the microculture does not agree and has problems communicating.
U.S. examples: youth gangs, prostitutes, embezzlers
Intercultural Business Communication, 4th ed., Chaney & Martin

29. Cultural Intelligence
Ability to exhibit certain behaviors, including skills and qualities, which are culturally tuned to the attitudes and values of others.
Linguistic Intelligence—speaking the language of the customer’s country
Spatial Intelligence—the way space is used during greetings and meetings
Intrapersonal Intelligence—involves awareness of one’s own culture
Interpersonal Intelligence—the ability to understand other people and their motivations.
Intercultural Business Communication, 4th ed., Chaney & Martin

30. Cultural Intelligence
To interact well with people from other cultures, it helps to speak to (a) speak a bit of their language; (b) know how closely to stand and other nonverbal behaviors; © know about your own cultural style; and (d) know how your cultural style meshes with those of others. (Howard Garder Psychologist)
Intercultural Business Communication, 4th ed., Chaney & Martin

31. Communication Barriers
Physical—time, environment
Cultural—social, ethnic, religion, social
Perceptual—viewing from your own mindset
Motivational—mental inertia of listener
Experiential—dissimilar experiences or life happenings
Intercultural Business Communication, 4th ed., Chaney & Martin

32. Communication Barriers (cont.)
Linguistic—unusual vocabulary
Emotional—personal feelings, likes or dislikes
Nonverbal—how something is said, or how the person behaves or gestures
Competition—listener’s having the ability to do other things
Intercultural Business Communication, 4th ed., Chaney & Martin

33. Intercultural Business Communication, 4th ed., Chaney & Martin
Cultural Iceberg
Above the waterline—what we can see; behaviors that are visible
Below the waterline—what we cannot see; behaviors that are not visible or that do not make sense
Intercultural Business Communication, 4th ed., Chaney & Martin

34. Multinational Management Orientations
To compete successfully in a global economy, a knowledge of management styles used by international corporations is also important.
Multinational firms, those located in more than one nation, generally will follow either an ethnocentric, polycentric, geocentric, or regiocentric form of style.
All are transnational—cross borders of countries in conducting their business.
Intercultural Business Communication, 4th ed., Chaney & Martin

35. Multinational Management Orientations
Ethnocentric Management—All workers treated the same; no allowance for cultural differences in the work force
Polycentric Management—Considers the cultural needs of the worker in the area in which the firm is located
Regiocentric Management—Considers the region rather than the country in which the firm is located. There is a common framework with regional control
Geocentric Management—A synergy of ideas from different countries of operation
Intercultural Business Communication, 4th ed., Chaney & Martin

36. Ten Commandments for Going International
Be well prepared.
Ask questions; be observant; listen.
Make an effort.
When problems develop, assume the main cause is miscommunication.
Be patient.
Assume the best about people.
Be sincere.
Keep a sense of humor.
Try to be likable.
Smile.
Bosrock, Put Your Best Foot Forward

37. Topics Covered—Review Your Materials Carefully
Intercultural business communication
Globalization
Culture
Stereotypes
Enculturation/acculturation
Ethnocentrism
Norms, rules, roles, and networks
Subcultures and subgroups
Cultural intelligence
Communication barriers
Multinational management orientations
Intercultural Business Communication, 4th ed., Chaney & Martin