1. Chapter 4 Communicating Across Cultures
PowerPoint by
Kristopher Blanchard
North Central University

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

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

4. The Communication Process

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

6. Cultural Noise

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

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

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

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

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

12. Cultural Variables - Language
Britain and America are two nations separated by a common language.
- George Bernard Shaw

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

14. Context
Context in which the communication takes place affects the meaning and interpretation of the interaction
Cultures are either high- or low- context

15. Context

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

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

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

19. Comparative Management Focus: Communicating with Arabs

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.

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.

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

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

24. Managing Cross-Cultural Communication
Cultural Sensitivity
Careful Encoding
Selective Transmission
Careful Decoding
Appropriate Follow-up Actions

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

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

27. Looking Ahead
Chapter 5 – Cross-cultural Negotiation and Decision making
Negotiation
The negotiation process
Understanding negotiation styles
Managing negotiation
Decision making