BARNIDO, PATRICIA KAYE

QUINONES, JUDITH
ORPIADA, CHABELITA
RUIZ, JENNIFER
INTERCULTURAL COMMUNICATION
Intercultural communication refers to the
communication between people from two different
cultures. (Chen & Starosta, 1998;28)

Intercultural communication is symbolic, interpretive,

transactional, contextual process, in which people
from different cultures create shared meanings (
Lustig & Koester, 2007:46)

Intercultural communication refers to the effects on

communication behaviour, when different cultures
interact together. Hence, one way of viewing
intercultural communication is as communication that
unfolds in symbolic intercultural spaces. (
Arasaratnam,2013:48)
I. LEARNING OBJECTIVE
1. To define intercultural communication
2. To interpret the relationship of local and
global community in multicultural settings
3. To let the students form a scenario
regarding local and global communication
II. MOTIVATION
III. DISCUSSION
IV. GENERALIZATION
HIGH CONTEXT VS. LOW
CONTEXT
According to Carol Kinsey Goman, All
international communication is influenced by
cultural differences. Even the choice of
communication medium can have cultural
overtones. The determining factor may not
be the degree of industrialization, but
rather whether the country falls into a high
context or low context culture.
High-context cultures leave much of the
message unspecified, to be understood
through context, non verbal cues, between-
the-lines interpretation of what is actually
said. Low-context cultures expect messages
to be explicit and specific.
High-context cultures often display the
following tendencies, according to C.B.
Halverson’s book Cultural Context Inventory.
 Association: Relationships build slowly
and depend on trust. Productivity depends
on relationships and the group process. An
individual’s identity is rooted in groups
(family, culture, work). Social structure and
authority are centralized.
 Interaction: Nonverbal elements such as
voice tone, gestures, facial expression
and eye movement are significant. Verbal
messages are indirect, and communication
is seen as an art form or way of
engaging someone.
 Territoriality: Space is communal. People
stand close to each other and share the
same space.
 Temporality: Everything has its own time,
and time is not easily scheduled. Change
is slow, and time is a process that
belongs to others and nature.
 Learning: Multiple sources of information
are used. Thinking proceeds from
general to specific. Learning occurs by
observing others as they model or
demonstrate and then practicing. Groups
are preferred, and accuracy is valued.
A low-context culture relies on explicit
communication. In low-context communication,
more of the information in a message is
spelled out and defined. Cultures with
western European roots, such as the United
States and Australia, are generally
considered to be low-context cultures.
Low-context cultures often display the
following tendencies, according to Halverson.
 Association: Relationships begin and end
quickly. Productivity depends on procedures
and paying attention to the goal. The identity
of individuals is rooted in themselves and their
accomplishments. Social structure is
decentralized.
 Interaction: Nonverbal elements are not
significant. Verbal messages are explicit, and
communication is seen as a way of exchanging
information, ideas and opinions. Disagreement
is depersonalized; the focus is on rational (not
personal) solutions. An individual can be explicit
about another person’s bothersome behavior.
 Territoriality: Space is communal. People
stand close to each other and share the same
space.
 Temporality: Everything has its own time, and
time is not easily scheduled. Change is slow,
and time is a process that belongs to others
and nature.
 Learning: Multiple sources of information are
used. Thinking proceeds from general to
specific. Learning occurs by observing others
as they model or demonstrate and then
practicing. Groups are preferred, and
accuracy is valued.
A low-context culture relies on explicit communication. In low-context communication,
more of the information in a message is spelled out and defined. Cultures with
western European roots, such as the United States and Australia, are generally
considered to be low-context cultures.
Low-context cultures often display the following tendencies, according to Halverson.
Association: Relationships begin and end quickly. Productivity depends on
procedures and paying attention to the goal. The identity of individuals is rooted in
themselves and their accomplishments. Social structure is decentralized.
Interaction: Nonverbal elements are not significant. Verbal messages are explicit,
and communication is seen as a way of exchanging information, ideas and opinions.
Disagreement is depersonalized; the focus is on rational (not personal) solutions. An
individual can be explicit about another person’s bothersome behavior.
Territoriality: Space is compartmentalized. Privacy is important, so people stand
farther apart.
Temporality: Events and tasks are scheduled and to be done at particular times.
Change is fast, and time is a commodity to be spent or saved. One’s time is one’s
own.
Learning: One source of information is used. Thinking proceeds from specific to
general. Learning occurs by following the explicit directions and explanations of
others. Individual orientation is preferred, and speed is valued.
SEQUENTIAL VS. SYNCHRONIC
Some cultures think of time
sequentially, as a linear commodity to
“spend,” “save,” or “waste.” Other cultures
view time synchronically, as a constant flow
to be experienced in the moment, and as a
force that cannot be contained or
controlled.
In sequential cultures, business people
give full attention to one agenda item after
another.
In synchronic cultures, the flow of time is
viewed as a sort of circle, with the past,
present, and future all interrelated. This
viewpoint influences how organizations in
those cultures approach deadlines, strategic
thinking, investments, developing talent from
within, and the concept of “long-term”
planning.
AFFECTIVE VS. NEUTRAL
In international business practices,
reason and emotion both play a role.
Which of these dominates upon whether we
are affective (readily showing emotions) or
emotionally neutral in our approach.
Members of neutral cultures do not
telegraph their feelings, but keep them
carefully controlled and subdued. In cultures
with high affect, people show their feeling
plainly by laughing, smiling, grimacing,
scowling, and sometimes crying, shouting, or
walking out of the room.
IV. GENERALIZATION
When it comes to communication, what’s
proper and correct in one culture may be
ineffective or even offensive in another. In
reality, no culture is right or wrong, better
or worse---just different. In today’s global
business community, there is no single best
approach to communicating with one
another. The key to cross-cultural success is
to develop an understanding of, and deep
respect for, the differences.