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
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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
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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
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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
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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
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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?
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What Did We Learn?
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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?
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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
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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