Chapter 5
The Communication Process
Cultural communications are deeper and
more complex than spoken or written
messages. The essence of effective crosscultural communication has more to do with
releasing the right responses than with
sending the “right” messages.
—Hall and Hall
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
The Communication Process
For discussion:
What are the most common barriers to
communication between cultures?
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
Cultural Noise
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
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
For discussion
How can education help reduce or eliminate
these barriers?
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
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
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
Cultural Variables - Language
Britain and America are two
nations separated by a common
language.
- George Bernard Shaw
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
Context
Context in which the communication takes
place affects the meaning and interpretation
of the interaction
Cultures are either high- or low- context
Context
For discussion
What are the top three ways you could
improve your own intercultural
communication competence?
Appropriate Follow-Up Actions
Respect (eye contact, posture, tone, etc)
Interaction posture – ability to respond in a
descriptive, non-evaluative, and nonjudgmental way
Orientation to knowledge – understand that
your beliefs and perceptions are only valid
for you and not everyone else
Empathy
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
© 2006 Prentice Hall
4-20
Cultural Sensitivity
When sending a message make it a point to
know the recipient
Encode the message in a form that will most
likely be understood as it is intended
This means the manager must
– Be aware of their own culture
– The recipient’s culture
– The expectations surrounding the situation