Cross Cultural

Communication in Business

Program outline
1. Introduction to culture & cultural
differences
2. Challenges in cross cultural
communication
3. Understanding cultures culture models

1 - Introduction to culture & cultural differences

"Cultural differences"

"For a German and a Finn, the truth is the truth.

In Japan and Britain it is all right if it doesn't rock
the boat. In China there is no absolute truth. In
Italy it is negotiable."
Richard D. Lewis

Culture = Human mental

programming

Specific to individual

Inherited & learned

Personality

Specific to group
or category
Universal

Culture
Human Nature

Learned
Inherited

Source: G. Hofstede

Nature of culture
Learned
Culture is acquired by learning
and experience

Shared
People as a member of a group,
organization, or society share
culture

Transgenerational
Culture is cumulative, passed
down from generation to
generation
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Languages
(verbal & non-verbal)

Conscious

Explicit

The iceberg of culture

Explicit behaviours
Habits & traditions
(food, housing, clothing, health)
Know-how
(communication codes, tools..)
Institutions
(collective organizations modes:
family, education

Unconscious

Implicit

Norms
(Dos & don'ts)
Values
Mental state & cognitive processes
(perception, learning, knowledge, memory)

Manifestations of culture:
different levels
Symbols
Heroes
Rituals
Values

Practices

Source: G. Hofstede

Manifestations of culture
Symbols: words, gestures, objects that carry a particular

meaning which is only recognized by those who share the

culture.
Heroes: persons, alive or dead, real or imaginary, who
possess characteristics which are highly prized in a culture
and who thus serve as models for behavior.
Rituals: collective activities, considered socially essential.

Values: basic assumptions about how things should be in

society.They are convictions regarding right or wrong, good
or bad, important or trivial. Learned implicitly. Cannot be
discussed.
Practices: what is visible to an outsider.

Source: G. Hofstede

Americans as other see them

India: Americans seem to be in a perpetual hurry. Just watch the
way they walk down the street. They never allow themselves the
leisure to enjoy life; there are too many things to do.

Turkey: Once we were out in a rural area in the middle of

nowhere and saw an American come to a stop sign. Though he
could see in both directions for miles and no traffic was coming, he
still stopped!

Colombia: The tendency in the US to think that life is only work

hits you in the face. Work seems to be the one type of motivation.

Ethiopia: The American is very explicit; he wants a yes or a

no. If someone tries to speak figuratively, the American is
confused.

Iran: The first time my American professor told me, I dont know
the answer, I will have to look it up, I was shocked. I asked myself,
Why is he teaching me? In my country a professor would give the
wrong answer rather than admit ignorance.
Source: N. Adler., 1991

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Brazil?

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Stereotypes
French: logical,
cartesian,
elitist,
authoritarian,
proud

Chinese: quiet,
hardworking,
enigmatic,
smiling, cruel

Germans: rigid,
methodical,
obsessed with order
& privacy,
unemotional, territorial

Americans: superficial,
Frontier Spirit,
materialistic,
over-optimistic

Italians: loud,
macho,
impatient,
over-emotional,
talkative,
unorganized
British: imperialistic,
Island mentality,
principled,
class-conscious,
conservative

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First approach to culture

Culture

The way you

live
Customs, habits, traditions
Food & its meaning
Music, clothing
Religious practice
Health practice
Child raising
Family structures
& relationships

The way you

view things
Beliefs, values
Spirituality
Perceptions
Attitudes
Expectations

The way you

communicate
Meaning of language
Interaction pattern
Communications
Verbal & non-verbal

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Diversity of values &

differences in ranking
USA
1. Freedom
2. Independence
harmony
3. Self-reliance
Paternalism
4. Equality
5. Individualism
6. Competition
7. Efficiency
8. Time
9. Directness
Indirectness
10. Openness

Japan
1. Belonging
2. Group harmony
3. Collectiveness
4.
5.
6.
7.
8.

Arab
1. Family security
2. Family
3.

Age/Seniority
4. Age
Group consensus
5. Authority
Cooperation
6. Compromise
Quality
7. Devotion
Patience
8. Patience
9. Indirectness
9.

10. Go-between

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10. Hospitality

Common problems
There are a number of problems that all
cultures try to address & bring solutions
to:
relation to nature
relation to others
relation to power
relation to rules
relation to activity
relation to emotions
relation to space
relation to time

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Source: N. Prime, 2001

Cultural answers through different

solutions
Culture, is the mechanism that
allows to select an attitude, an
interpretation, a solution as the one
that makes sense de facto , when
facing a situation ( decision,
relationship, emotion)
Nathalie Prime, 2001

16

Universal problems & cultural

responses
Universal
Problems

Cultural responses

Relation to nature

Domination

Subjugation

Relation towards
others

Individualism

Communautarism

Relation to power

Hierarchy

Equality

Relation to time

Monetary time

Living time

Relation to rules

Universalism

Particularism

Relation towards
activity

Do

Be

Relation to space

Private space

Public space

Relation to emotions

Exteriorization

Neutralize

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Source: N. Prime, 2001

Values, beliefs & behaviors

Values,
Beliefs

Situations

FILTER

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Cultural conditioning (1)

As a leader of of cross-cultural team, Ms. C. is
having difficulties managing Mr. H., one of the
foreign member of the team.
He promised to compile a report by the deadline
she set, but he didnt.
When she talks to him about it, he won't look her
in the eyes.
Whats happening?
Can you identify the two cultures that Ms. C. and
Mr. H. belong to?
Source: CCL, 2002

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Cultural conditioning (2)

Ms. C. suspects that Mr. H. is either very
disorganized or doesnt respect her as a leader
His unwillingness to make eye contact looks like
evasive behavior to her.

Source: CCL, 2002

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Questions
Do you understand your own cultural

background & conditioning?

Do you approach cross-cultural communication
with an awareness of how differences may affect
communication?
Do you have the attitude that different is bad,
inferior, or wrong?
Are you aware of ways that you stereotype
others?
Arte you willing to adjust your communication in
order to be more effective?

Source: CCL, 2002

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Anticipate & Adapt to Cultural

differences
Examine your own cultural conditioning
Watch for discomfort that can signal
cultural differences
Recognize & modify your communication

Source: CCL, 2002

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What do we know about culture?

Things I see

Things I do not see

Things
they
see

Things
they
do not
see

Source: Jouard, 1964

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Culture?
"Collective Programming"
Starts from birth, is reinforced in school & by
education
Relates to values & core beliefs
Displayed in attitudes & behavior

Some visible characteristics:

Customs, behavior

Some less visible ones:

Values, beliefs

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2 - Challenges in cross cultural communication

25

Opening a meeting
Germany

Formal intro. Sit down. Begin.

Finland

Formal intro. Cup of coffee. Sit down. Begin.

USA

Informal intro. Cup of coffee. Jokes. Begin.

UK

Formal intro. Cup of tea.

10 min small talk. Casual beginning.

France
Japan
Spain/
Italy

Formal intro. 15 min small

talk. Begin.
Formal intro. Protocol seating. Green tea. 15/20 min small
talk. Signal from senior member. Begin.
20/30 min small talk while others arrive. Begin when all
are there.
Number

10

15

20

25

of26
minutes

Adapted from Richard D.

Lewis

Behavior & cultural differences

(1)

A foreign manager is conducting an annual performance

review with one of his direct reports. He begins the
session by discussing all the areas in which the
employees performance meets or exceeds goals. The
employee listens attentively with serious and thoughtful
expression.
But when the manager begins to discuss weaknesses and
problem areas, the employee starts smiling. The sterner
the managers tone, the broader the employee grins. The
employee does not comment on anything the manager
says or defend or explain. The manager becomes angry
because he believes the employee is mocking him and
treating the evaluation as a joke.
What do you think is happening? What does the
employees smile may mean for him/her?
Source: CCL, 2002

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Cultural differences: J. meets Y. (1)

J. goes to the airport to meet Y. The two men
had talked several times on the phone but had
only met once before. When Y. spots J. in the
baggage area, he enthusiastically embraces
him and kisses him on both cheeks. J. feels
uncomfortable and hopes that nobody he
knows has witnessed this greeting.

Source: CCL, 2002

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Cultural differences: Ms H. & V. (1)

When Ms. H presents her proposal at the
meeting, V. reacts strongly. He pounds on the
table and questions her in a loud voice. When
Ms. H casts her eyes down in embarrassment,
V. seems to get more excited. He leans across
the table and jabs his hands towards her face.

Source: CCL, 2002

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Negotiation & cultural

differences (1)
Tom in London & Hitoshi in Tokyo both like
Armani suits, football, Beethoven, & good
French wines. But Tom recently spoke for days
with Hitoshi, his potential business partner and
yet the barriers between them were never
broken. The deal did not get closed.
What is your assessment of the situation?

Source: CCL, 2002

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Discomfort & cultural

differences (1)

Why doesnt he/she says yes or no?

In one culture, an indirect signal may signal indecisiveness,
while in another culture it signals deference & respect.

Why he/she always staring at me?

In one culture staring can signal aggressiveness or
intimidation, while in another culture direct eye contact
shows attention & esteem.

Why does he/she have to be right in my face

whenever he/she talks to me?
In one culture the range of personal space can be much
smaller than in another culture.

Source: CCL, 2002

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Discomfort & cultural

differences (2)

Why doesnt he/she tell me if he/she doesnt

understand something?
In one culture,asking questions is accepted as an effective
tool for communication, while in other cultures questioning
superiors may signal insolence.

Why doesnt he/she sit there smiling when I am

talking about his performance problems?
In one culture smiling during a discussion about
performance problems may signal contempt and disinterest,
while in another culture a smile may reflect sincerity and
attention.

Why does he make a joke about everything?

In one culture, a joke can signal lack of confidence or
seriousness, while in some others it's a sign of deference.
Source: CCL, 2002

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Cultures
We think our minds are free
But be careful to distinguish between
appearance and reality
And remember that every culture is
viewed by the others through their own
"cultural spectacles"

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3 - Understanding cultures culture models

34

Edward Halls Silent Language

5 silent languages:
Time
Space
Material goods
Friendship
Agreements

35

Time: Linear vision (1)

Past

Present

Over

Immediate
tasks, separated
& identified

Future

Plans for
next
months/years

36

Time: Linear vision (2)

Action oriented
Time dominated: "time is money" &
cannot be "wasted"
Focus on one thing at a time &
within schedule
Anglo-Saxons, Germans,
Swiss, Scandinavians
Adapted from Richard D. Lewis

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Time: Cyclical vision

Past provides background
Circling around the problems & "walk
around the pool" before making
decision
Time is precious
But one needs plenty of time to look at
details of a deal and develop the
personal side of a relationship
Far-East, Asians
Adapted from Richard D. Lewis

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Time: Vision from

The more they can do at the same time,
the happier they are
Not interested in schedule & punctuality
Focus on the human side of things:
meeting, business & relationship are more
important
Time is event, personality related
It can be "used, manipulated, stretched..."
Latins, Arabs
Adapted from Richard D. Lewis

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Monochronic vs. Polychronic

behavior
Monochronic
Time is crucial
Punctuality
Get to the point
A then B then C then D
Time is an asset

Task, linear

Polychronic
Time is not ours to manage
Events have their own time
A & B or C, D or B
Talk business, but also
football, food, friendship

Task & Relational, circular

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Space
Availability of space
use of space: physical & personal; ex,
USA wide open space, frontier spirit &
Japan limited space, island mentality
readiness to make contact, nature &
degree of involvement with others: keep
distance, suspicion of strangers; ex,
Europe vs. USA

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Material goods
Use of material possessions
North America: indication of status, level
of success: car, house, money
Other cultures: Japan, Middle-East, not
viewed as important emphasis placed on
other elements: taste, harmony,
friendship

Adapted from Richard D.

Lewis

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Friendship
Formed quickly with neighbors,
coworkers
North America

Takes more time, lasts longer, goes

deeper and implies obligations
Asia, Middle-East

Adapted from Richard D.

Lewis

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Agreements
How to view law, rules, practices &
informal customs?
Need for a written agreement, binding
North America, Northern Europe
Oral, handshake, with trust sufficient Asia, Arabs

Adapted from Richard D.

Lewis

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Communication process

Sender

INTENT

EFFECT

& MEANING

& INTERPRETATION

Encoding

Channel
(medium)

Decoding

Receiver

symbols
words
pictures
gestures

Feedback
(clarify, confirm)

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Explicit & implicit communication

Japanese

High
Context

Arabs
Latin Americans
Italians
British
French
North Americans
Scandinavians
Germans

Low
Context

Swiss
Explicit
Communication

Implicit
Communication

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Hofstedes model

5 dimensions of culture:
1.
2.
3.
4.
5.

Power distance
Individualism vs. collectivism
Feminity vs. masculinity
Uncertainty avoidance
Long term orientation

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Power distance
Defined as the extent to which the less
powerful members of institutions and
organizations within a country expect and
accept that power is distributed unequally.
G. Hofstede
Low

Social integration
Little concern for
hierarchical status

High

Social differential
Significant concern for
hierarchical status

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Power distance: Sweden

Source: G. Hofstede

49

Power distance
Impact on management ...
Type of management
structure
Decision process
Flow of information
Inequalities/equalities
Formalism
Status

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Individualism vs. collectivism

Individualism pertains to societies in which the ties

between individuals are loose; everyone is expected to look

after himself and his immediate family

Collectivism pertains to societies in which people from

birth onwards are integrated into strong cohesive ingroups,
which throughout peoples lifetime continue to protect them
in exchange for unquestioning loyalty.
G. Hofstede

Low

Individualism

Collectivity
Concern for group harmony
versus personal achievement

High
Self-determination
High concern for
achievement
& personal growth

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Individualism vs. collectivism

Impact on management ...
Employee/employer relations
Decision making
Conflict management

52

Feminity vs. masculinity

Feminine:
focus on - work to live, quality of life,
relationships

Masculine:
focus on - live to work, material success,
money
Low
Nurturing relationships
Little concern for control,
decisiveness, assertive
behaviour or competition

Masculinity

High
Controlling relationships
Assertiveness, decisiveness
and competitive behaviour

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Feminity vs. masculinity

Impact on management...
Masculine societies will value:
competition, speed, strength and wealth
promotion
emphasis on individual responsibility
open & hard conflicts

Feminine societies will value:

equality, security, peace and nature
cooperation, work conditions
emphasis on collective responsibility
conflict management through discussions

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Uncertainty avoidance
Defined as the extent to which the
members of of a culture feel
threatened by uncertain or unknown
situations.
G. Hofstede
Low

Informal relationships
Little regard for structure
& control

High

Formal relationships
High regard for
structure, rituals and
procedures

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Uncertainty avoidance
Impact upon management...
LOW

HIGH

few guidelines,
few rules
relativist attitude
risk taking,
initiative

strict guidelines, a
lot of rules, process
need for an absolute
truth
employment stability
important roles for
experts

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Hofstedes results 20 countries

57

Cultural dimensions

PDI

IND

MAS

UAI

Brazil

69

38

49

76

USA

40

91

62

46

France

68

71

43

86

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Cultural comparison: Brazil,

USA, & France

59

A Synthesis of Country Cultures

NEAR
EASTERN

NORDIC

Finland
Turkey
Denmark
Iran
GERMANIC
ARAB
Bahrain Greece Sweden
Austria
Abu-Dhabi
Germany
Saudi Arabia
Oman
Switzerland
Singapore
FAR
EASTERN

Malaysia
Hong
Kong

Philippines Argentina
Chile
Indonesia
Mexico
Taiwan
LATIN
AMERICAN

Peru

United States
Canada ANGLO
United Kingdom
Ireland
Belgium
South Africa

France

LATIN
EUROPEAN

Italy Spain

Brazil

Israel
Japan

India
INDEPENDENT

60

Managing cultural differences: tips

Map Bridge - Integrate
MAP
Understand the
differences

Cultural values
Leadership style
Personality
Thinking style
Gender

BRIDGE
Communicate
across
differences
Approaching
with motivation
& confidence
Decentering w/o
blame
Recentering with
commonalities

INTEGRATE
Manage the
differences
Building
participation
Resolving
conflicts
Building on
each others
ideas

61

Communicating across
cultures: guidelines
Speak clearly & more slowly than usual
Pronounce your words clearly &
enunciate carefully
Use the simplest & most common words
in most cases
Avoid slang & colloquial expressions
Use visuals
Confirm your spoken communications
by memos, e-mails, letters, faxes
Source: CCL, 2002

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Conclusion

Culture is more often a source of conflict than

of synergy. Cultural differences are a nuisance at best
and often a disaster. But if we really want to globalize,
there is no way around them so we better take them for
what they are.
Geert Hofstede

63

Bibliography
When cultures Collide Richard Lewis
Nicholas Brealy

Riding the waves of cultures Fons

Trompenaars & Charles Hampden-Turner
McGraw-Hill

Cultures & Organizations Geert

Hofstede McGraw-Hill
Managing Across Cultures Susan
Schneider & Jean-Louis Barsoux FT
Prentice Hall
The

end

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