Intro Intercultural Communication process model, Hofstede’s model of culture and 7 non verbal cues. Similarities and differences - Verbal Communication 1. Direct vs Indirect - Japanese are incredibly polite, and therefore communicate in a very indirect. Difficulty in saying ‘no’ directly, which can create misunderstandings. Very important to pick up on cues that may suggest no and attempt to clarify this. They will often suggest one thing/verbally accept something but does not reflect their actual feelings/view. Ambiguous when asking questions. Australians are unapologetically direct. Any jokes can cause ‘lose face’, belittling them and making negotiation impossible. Must expect personal questions. May irritate Australians as the indirectness may cause mental exhaustion. 2. Exact vs Succinct - Japanese are quiet. Silences and pauses are very common/if not necessary in communication. Positive or neutral – seen as considering OR is their way of avoiding conflict. Australians may try to fill these silences to avoid feeling awkward. Do not. Australians also tend to be more exact – communicate no more or no less than necessary. This may be an issue as they will be expected to share personal information to build a trusting relationship. - Non Verbal Communication 3. Chronemics – How individuals conceptualise time issues. - Punctuality and willingness to wait. Australians are very lax, book meetings very short notice. Arrive on time or slightly early. Have very ‘present’ view on life with moderate thoughts about future. Australia is very polychronic with their lifestyle/business interactions, Japan are more monochronic specifically when interacting with foreigners, especially regarding international business operations. Business meetings are scheduled with great precision, but once operating are very polychronic (decisions can take a VERY long time). Japan is incredibly relationship orientated. Value building much longer-term business relationships built on transparency and trust. Normally takes many different meetings/interactions and many weeks/months of contemplation/relationship forming. Australians are not so bothered. Want to come to a quick conclusion where both parties are better off. Punctuality is important but do little preparation before meetings – which is very necessary for business interactions with the Japanese. 4. Kinesics – Study of body language. - Japanese are extremely punctual. Their body language is very restrained which may cause misinterpretation. This can lead to significant misunderstandings. Initial interactions are immeasurably important, as they set the tone for the meeting/if you are professionally presenting yourself. Large emphasis on hierarchy. Visitors must initiate a bow to those holding high positions of power. This bow must be very refined (hands by the side, correct angle, and time). The longer the bow, the more important the individual is, and more respect shown. Eye contact is unacceptable – gaze must be lowered during. Japanese very unanimated, inexpressive. Do not make gestures and seem generally unimpressed. Australians are much more expressive and active in their body language. Meetings are begun with a handshake and do not consider differences in personal importance or power. Make many hand/facial gestures. Much more laid back in body language which may come off as unprofessional. 5. Artefacts - Gift giving within business interactions are not necessary, and expensive ones are seen as inappropriate especially on first meetings. If received, they do not open in front of giver. Business cards are the most important artefact in Japanese business, given at initial interaction. Print with name/company with both English and Japanese. Must be exchanged with both hands and placed safely in shirt pocket or briefcase. Dressed very formal and expect that to be replicated to signal professionalism. In Australia gift giving is seen as very polite. Business attire is much less formal for meetings. Application to case example - - - - - Chronemics arguably most significant difference Jason books meeting ASAP wants to sign quick deal. Does not think much past present (upcoming harvest prioritised). Hofstede – Japanese long term value 88 vs 21. Uncertainty 92 vs 52 portraying importance of trusting business partner to build long term relationship. Polychronic view = believes can organise business deal, continue harvest in AU, have holiday in Japan. Jason no attempt to contact – suggests little focus on building personal relationship/trust (v important in J business). Are not early – expected to be early to meetings in Japan. Kinesics set tone for your professionalism/respect. Jason initiates handshake – not good only bow unless they initiate. Looks into eyes. In Japan shows aggression/contesting authority. When grabbing business card did not study intently and place safely. Seeked constant eye contact during meeting, misinterpreted lack of from them as lack of interest/negative. Break in communication from body language. Lack of lively body language frustrated him – showing emotions negative in Japan business. Lack of formality Verbal communication most difficult to understand/cause most misunderstandings. Believes as Dr Kato Yuto knows English, no language barriers. Shows lack of international communication knowledge and may lull into false sense of relaxation. Very direct and exact: Jumps straight into extended business talks/offering trade. Doesn’t share personal info to build relationship Addresses Yuto as Mr Yuto: Big no go must be Yuto san/sama. Also should be addressing collective group instead of just Yuto: Japan values collectivism over individualism and may undermine the other company individuals. Japanese indirect through hiding responses/showing little commitment. Uncomfortable at lack of response – miscommunication from misunderstanding culture. Believes no objective = higher chance of yes. At dinner does not respond modestly to Yuto’s compliments on business. Lack of humility/may suggest negative character trait for business partner. Modest response to praise held very high. - Silences in conversation = may be considering trade. Jason takes as negative. - Artefacts in Japan used to non-verbally communicate/symbolise their culture. Jason does not have one – can be viewed as unprofessional/neglecting their culture Handles it incorrectly: can come off as disrespectful cause them to ‘lose face’ Gives expensive gift: not something done in Japanese culture. Can cause ‘lose face’ as may be embarrassed. Upset when did not open in front – misunderstanding of culture. Both did not dress formally. Women wear nice dress and men wear formal suit (not black). Can come off as informal/not taking business relationship seriously. - Recommendations Moore is looking to expand his Australian coffee business internationally into Japan. As International Regional Manager, I have been requested to create a report to present to the company board regarding areas of concern with such an attempted integration based on a previous case example. Such a report is essential due to Japan and Australia having significant communication differences that could result in a lack of interest from Japanese business partners. Within the report, verbal and non-verbal communication differences will be discussed, along with how these may result in misunderstandings through the Intercultural Communication Process model. Hofstede’s Culture Model will also be used to further analyse how contrasting cultures may create difficulty in doing business. With this knowledge, Coffee Beans for Tokyo will be recommended how they may increase their odds of a successful business relationship with the Japanese. Verbal communication norms are very different between Australia and Japan. Japanese are very indirect in their communication. They respond politely and would rather lie than cause offence. They have trouble responding ‘no’, and often suggest an idea verbally that does not reflect their thoughts (2014). In negotiation they are succinct: pauses, silences and ambiguity cloud meetings and can result in many misunderstandings. Australians are much more direct and exact with their communication. Can come off as unapologetically direct, humorous and attempt to fill any silences. They communicate exactly what their intentions are and may come off as aggressive during negotiation. Both countries have contrasting chronemic views regarding business relationships and interactions. Australia is very much present orientated and have a polychronic business approach. Meetings are booked with short notice, and decisions are based on what is important currently. Many tasks are done intertwiningly, with conclusions urged to come swiftly. They are, however, still punctual. Japan are much longer term orientated, scoring 88 versus Australia’s 21 on Hofstede’s country comparison ( ). Trust is valued above all in a business relationship, which emphasizes a longer-term view on partnerships (2021). They are also monochronic in their business deals, specifically with foreigners in attempts to remove any potential uncertainty ( ). This can result in many months and multiple meetings before a final deal is agreed. Kinesics are one of the most important nonverbal cues, specifically for Japan. Japanese are extremely punctual regarding personal presentation, and their body language can come off as restrained during meetings. This often leads to message misinterpretation or ‘noise’ in the communication process (2014). Body language is also used in Japanese culture to portray hierarchical differences and respect. Extended eye contact is viewed as unacceptable and very specific bowing is expected on initial meeting. Australians are much more expressive and emotive with their body language. Facial expressions tend to be more animated; gestures are used to assist communication and body language is more relaxed. Meetings begin with a handshake and there is little consideration for hierarchical differences. The use of artefacts in communication are also important to consider. In Japan, business cards are a necessity for introductions. Expensive gifts are seen as inappropriate on initial meetings, and if received, one does not open them in front of the giver (Austrade, 2022). Australia doesn’t tend to priorities gifts, but they are seen as polite if given. Both countries favour formal dresswear to meetings, however Australia tends to be laxer. Japanese men must wear suits and women must wear a presentable dress or it is seen as unprofessional. Relating to the case example, lack of chronemic understanding resulted in both countries viewing the potential business relationship very differently. Jason organised the business meeting with the Japanese retailer in a very short time frame as he was prioritising his short-term upcoming harvest. He also sent Michael to participate in the meeting on behalf, in which he spent less than a week in Japan. As mentioned, a relationship is one of the largest factors that contributes to selecting a business partnership in Japan. It is extremely difficult to build a trusting relationship in a single meeting, and the lack of time invested may have caused the Japanese to become weary of if Beans for Tokyo was really interested in a long-term relationship. This could also be corroborated with Jason’s lack of appearance. His lack of appearance may have non-verbally communicated he did not value the potential partnership enough to interrupt his polychronic workstyle, showing lack of commitment to Dr Yuto the business proposal.
