Transcript Slide 1
CROSS CULTURAL COMMUNICATION Making the Differences Work for You Our Goals Today Understand the impact of culture on our behaviors Avoid problems by becoming aware of the possible dynamics before there is an issue Learn more about our colleagues 2 What is Culture? Culture (def): the behaviors and beliefs characteristic of a particular social, ethnic, age, or other group This includes obvious traits like language, dress, demeanor – and less obvious traits too – like time management, importance of relationships 4 What’s the Issue? Each culture considers themselves ‘normal’ and can see differences as ‘abnormal’ Each group believes they are the best, the most intelligent, the most normal Ways We are Different Language Use of space Perceptions of time Meaning of nonverbal behaviors Degree of individualism or collectivism Level of context needed Importance of hierarchy Definition of gender roles Attitudes about technology and the environment Criteria for success How Does Culture Affect our Behavior? Society Social Subgroup Family Individual Differences 7 Group Exercise: 30 minutes Create a team (5-6) Each of you should have a sheet of instructions plus a list of adjectives listed “National Characteristics” Find a place to work together as a team Review the list of National Characteristics individually. Select the top 8 characteristics that best describe your national culture; add as needed 8 Completing the Exercise As a group: Each member of the team will review briefly the adjectives they selected & country they are from. Discuss the following questions: What are the most commonly shared characteristics? What does this mean for the behavioral norms of your group? What do the differences mean for your group interaction? What challenges might result from these differences? How might the mix of characteristics help or hurt the team? 9 What Did We Learn? 10 Ways to Assess Cultural Orientation Cognitive styles: How we organize and process information Negotiation strategies: What we accept as evidence, how much context matters Value systems: What we consider important, our basis for behavior Decision making strategies: Collective or individual? 11 Why Categorize a Culture? It allows us to: predict a group’s behavior or response clarify why people did what they did avoid giving offense search for unity with others Three Categories of Cultures Linear Active Multi Active Reactive Linear Active One thing at a time, sequenced Concentrate hard, want to be more efficient Task oriented Highly organized planners Limited but strong body animation Multi Active Not very interested in schedules or punctuality Very flexible on time, often changes plans Do not like to leave a human interaction unfinished People-oriented Interaction with them can be time consuming Unrestricted body language Reactive Listening culture Prefer to watch, and then formulate a reaction More introverted culture Unlikely to voice strong opinions early Preferred mode of communication is monologue, sequential conversations Regard silence as meaningful, refined part of discourse May be uncomfortable with small talk How Do Cultures Map Out? Hispanic America, Multi Brazil, Mexico Active Chile Sub-Saharan Africa Italy Russia India Belgium Blue: Linear Active Red: Multi Active Korea, Thailand Yellow: Reactive USA China Linear Active Germany, Switzerland Reactive Vietnam UK Canada Japan World View of Cultural Differences Cultural Variables in Business and Industry Role of written communication -inform? persuade? document? reinforce? Level of informality among co-workers Criteria for success -individual and organization Oral presentation styles -relatively formal or informal Emphasis on task versus relationships Goals of business as a cultural institution Advantages of Culturally Diverse Teams Versatility in problem solving Generate more alternatives Respond to local preferences Better critical analysis Greater creativity Better tolerance for ambiguity and chaos Better access to talent First Pass Impressions Come from NonVerbal Skills Connect with audiences’ eyes Make your point, pause, move on to next set of eyes Use naturally and appropriately Drop to neutral when not using Increased volume= increased animation Use pauses to pace talk Balanced stance All movement has a purpose Professional Resources When Cultures Collide, Richard Lewis, Nicholas Brealey International 2006. Kiss, Bow or Shake Hands, Terri Morrisson and Wayne. A. Conaway, Adams Media 2006 How We See Differences Element Linear Multi-Active Reactive Change Constantly necessary Imaginative and exciting Must be gradual Decision Making Should be future oriented Should be bold and original Should be based on best past precedents Innovation Make it a goal Innovate elegantly Innovate only when necessary Learning Review the past and debate the future Discuss actions from all angles Listen to more experienced mentors Outcomes Prepare for worst case scenarios Look for best case scenarios Discuss all options until the best one is evident Goal of change Should be profit oriented Should involve social reputation Should be employment oriented