Working Across Cultures
Working Across Cultures
Working with people from other cultures brings both massive challenges and massive
rewards. You will find below some of the key issues to bear in mind when working in a
culturally diverse environment.
Above all remember to keep an open mind at all times!
Cultural programming:
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Your place of birth and childhood influences can have a major impact on your
approach to work and business later in life
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We are all ‘programmed’ to behave in a certain way and to respond to issues
differently
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Very few people are ever able to shake off this early programming and it is vital that
you acknowledge and recognize that you have a certain ‘cultural style’ which may
seem alien to other nationalities
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It is as important that you understand your own cultural approach as it is to
understand the approach of others
National Business Cultures
Although people often object to the idea, each country seems to have developed its own
slightly unique approach to certain business situations.
Never forget that:
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When dealing with colleagues or clients from a different culture, you need to know two
things – your own approach and the approach of the other culture
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Only when you understand both of these issues will you be able to determine where
the likely areas of similarity and difference are
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Most people within a certain national business culture will conform to their own
cultural norms most of the time – however there will always be people who do not.
Every culture has people who deviate from the norms
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Regional differences exist but can be very difficult to see across the cultures. In order
to spot regional differences you usually need to speak the language of the country
quite well
Culture and Business Management
Different countries tend to develop different approaches to
management...
We all tend to have a management style which has evolved during our working life and with
which we feel comfortable. Bear in mind, however, that your management style is probably
heavily influenced by your country of origin.
Different countries tend to develop different approaches to management and corporate
structure. Some people are comfortable with the concept of hierarchy; others are not. Some
people see managers as mentors who are there to encourage and coach; others expect a more
instructional approach from the boss.
When working in a multi-cultural environment you need to be aware of:
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Your personal style and how this may be viewed by people from other countries
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The expectations of other cultures with regard to how they expect to be managed
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The need to communicate your own approach to working so that your international
colleagues or clients are not left feeling confused and unsure of your intentions
How will decisions be arrived at within your team or sphere of influence? Will the boss make
the decisions and then issue instructions or will a more consensus-style be developed in which
all group members are encouraged to participate in the process?
Whichever style is adopted it is imperative that the process is understood by everybody from a
very early stage in the life-cycle of working with people from other cultures:
Interactions with a multi-cultural dimension work most effectively when:
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Everybody is engaged in a debate about the decision-making process at an early stage
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Team members agree what decision-making process is most appropriate in which
situation
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This agreed process is clearly communicated
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Everybody concerned is actively seen to be following the agreed procedure
The process is reviewed on a regular basis
Business Communication
What one culture feels to be a very positive communication style can
often be considered a very poor communication style in another...
Many people find that a major obstacle to successful cross-border working seems to stem from
difficulties arising from communication problems.
Communication problems do not arise solely due to the fact that people have different native
languages – although this is undoubtedly an issue.
Other factors can make communication across cultures quite difficult:
Different language speakers
It is not simply because we all speak different languages that communication problems can
arise – it is also linked to the fact that different cultures use language differently.
What one culture feels to be a very positive communication style can often be considered a
very poor communication style in another culture.
All too often approaches to communication which differ from the norm in your own culture can
be misinterpreted as a personality defect.
Instead of people thinking, ‘that’s the way they use language in that particular country’ people
associate language style with negative characteristics such as rudeness or evasiveness.
English as the common language
A major difficulty in many situations is that non-native speakers are obviously at a serious
disadvantage in all international communication scenarios.
No matter how good somebody is in a second language, they are never as fluent as they are in
their native language.
Very often, the common international language of meetings will be English and native
speakers will make few efforts to speak in a ‘user-friendly’ fashion to help their non-native
speaker colleagues or clients.
Native speakers need to think very carefully about their use of language when interacting in
an international context.
Remember that English is spoken in different ways by different people – UK English often
differs significantly from US English.
Different Communication Tools
In many international situations, communication takes place by email, conference call or video
conferencing rather than on a face-to-face basis.
These technologies are an integral and vital part of international working, but need to be
carefully managed if we are to avoid the dangers inherent in non face-to-face communication.
The benefits brought by these communication technologies by far outweigh the risks, but even
greater benefits can be gained by the efficient exploitation of certain key techniques.
It is important to select the best communication medium for each situation. Do not simply
communicate in one particular way because that is how you have always done it or because it
is an easy solution.
International Communication (1)
Some cultures put directness before diplomacy whereas other cultures
put diplomacy before directness...
International Communication Styles
An understanding of the communication style differences within your international contact
base will help you work more effectively.
Diplomacy and directness
Some cultures put directness before diplomacy whereas other cultures put diplomacy before
directness. In those cultures which put directness before diplomacy, the truth is viewed almost
as an object. It is important that the truth be made clear, simple and without deviation.
Those cultures which put diplomacy before directness will never directly say the truth if they
feel that by speaking the truth they risk having a negative emotional impact on other people.
This difference of approach can have negative impacts when both approaches meet in a
business situation. Those from the ‘direct’ side often accuse the diplomatic cultures of
evasiveness and even dishonesty, while the more diplomatic cultures often find direct cultures
abrupt and even rude in their approach.
Direct Cultures include:
Germany, Netherlands, Sweden, USA, Australia
Diplomatic Cultures include:
Japan, India, Korea, UK, Belgium
Literal and coded language
Some cultures speak in a more or less literal way – they try to say exactly what they mean at
all times and feel that to do otherwise is evasive and inefficient.
Other cultures speak in what is generally referred to as ‘coded’ language and try to soften
what they say for fear of offending.
Literal cultures often find dealing with coded cultures problematic as they don’t really
understand what is being said, whereas coded cultures often find literal cultures as lacking in
linguistic refinement and finesse.
Each side finds the other equally difficult to deal with.
Literal Cultures include:
Germany, Netherlands, Sweden, USA, Australia
Coded Cultures include:
Japan, India, Korea, UK, Belgium
Reserve and emotion
Calmness and reserve in all business situations is viewed to be an absolute professional
necessity in some cultures. People who seem unable to maintain their professional equilibrium
and show their feelings can be viewed with suspicion by more reserved cultures.
People from certain other cultures, however, view the use of emotion in some business
situations as a sign of real engagement and interest in the process. Lack of emotion is viewed
by these people as a sure sign of disinterest.
This difference often leads to people misreading the intentions and emotions of their
counterparts. ‘Emotional’ cultures view their ‘reserved’ counterparts as disengaged whist the
‘reserved’ cultures will feel that their more ‘emotional’ colleagues are only acting that way
because they know they are wrong! On both occasions, both sides are misinterpreting badly.
Reserved Cultures Include:
UK, Sweden, Netherlands, Japan, India
Emotional Cultures Include:
Italy, Spain, Greece, USA, Saudi Arabia, Brazil
International Communication (2)
Some cultures place far greater emphasis on the importance of written
communication between people...
Self-promotion and self-deprecation
Certain cultures find it difficult to speak positively about themselves and prefer to understate
their abilities and self-deprecate about themselves in general.
Other cultures, however, are much more self-promotional and would find it bizarre to say they
were not very good at something when in fact they were skilled in that area. These cultures
will only say they are not good at something if they genuinely have a problem in that area.
People from cultures which prefer understatement often find colleagues and clients from more
self-promotional cultures to be aggressive and arrogant whereas people from the more selfpromotional cultures will often take on face value the understatement of other cultures – they
believe them if they say they have a weakness!
Self-deprecating cultures include:
Japan, China, Korea, UK, Finland
Self-promotional cultures include:
USA, Australia, France, Brazil
Written and spoken word
Some cultures place far greater emphasis on the importance of written communication
between people. Only when something has been communicated in writing does that issue
become a reality
Other cultures place much greater emphasis on the value of spoken communication – things
are only really believed when they have been communicated by people with whom they have a
strong, trusting relationship.
This simple fact can have a major impact on communication flow and the achievement of
objectives within an international team. Do you communicate to each team member in exactly
the same format regardless of their cultural background? Might it be a good idea to
communicate more information orally to certain people if you want them to fully ‘buy-in’ to
what you want to achieve?
Written-word cultures include:
Germany, UK, USA, Sweden, Netherlands
Spoken-word cultures include:
Spain, Italy, Saudi Arabia, India, Brazil
Use of English
Non-native speakers need to be given every assistance to ensure that they can fully
participate in international meetings and conference calls.
Be aware of the following at all times:
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Control Your Speed
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Keep at the forefront of your mind: slow down, slow down, slow down
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Speak at the same pace regardless of who you are talking to
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Don’t speak more slowly to non-native speakers only to speed up when conversing
with other native speakers
International Meetings
One of the key tasks of any leader working with an international team is to ensure that
meetings are viewed as effective, clear and ‘must attend’ sessions.
However, many virtual team meetings can all too often be seen as unproductive, confusing
and a waste of time.
There is a need to focus on each of the core elements of the meeting and plan each element
with care and attention:
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Pre-meeting planning
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Use of agendas
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The role of the chairperson
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Ensuring total team involvement
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Agreeing action
Following-up after the meeting
Pre-meeting planning
The easiest way to plan effectively for any virtual meeting is to ask yourself the following five
very simple questions:
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Why am I calling the meeting?
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You need to be clear in your own mind why the meeting is going to take place. If you
are not clear of the purpose of the meeting, then it is unlikely that anybody else will be
convinced of the need for it either.
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Is a meeting the best way to achieve the goal you have set yourself?
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Might the goal be achieved through a different method?
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Put yourself in the shoes of the other attendees. Will they see a point to the meeting?
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Think about this issue well in advance of the meeting not 30 minutes before the
meeting is due to start
Who should be invited?
Meetings can only be truly effective when you have the necessary attendees present. Think
hard about who exactly needs to be invited. Do not fail to achieve your aims because you
realize during the meeting that a vital participant is missing.

Is it obvious who needs to be invited?
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Think laterally – don’t let the meeting collapse by failing to think slightly outside the
core team
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If the meeting is a decision-making meeting, ensure that all the key people are invited
well in advance to ensure they do not have other diary commitments
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Be very careful about playing ‘politics’ by deciding not to invite somebody you feel is a
difficult character – this can often lead to problems in the future
10 Golden Rules
10 Golden Rules
Whilst there is no secret recipe for effective international co-operation these ten points might
help you to navigate successfully through the complexities of international relationshipbuilding:
1. Avoid making instant judgements or assumptions about people from different cultures
regarding their working style
2. Try to do some research on any culture you will be working with
3. Try to understand how your leadership style might be viewed through the eyes of
team members from different cultures – they may view your style as bizarre
4. Remember that not all problems encountered in international situations are the result
of cultural differences – the issues could be personality-based, technical or commercial
5. Just because people do things differently in another country does not mean that they
are necessarily wrong in their approach – they might be wrong but they are not
necessarily wrong. It is as important that you understand your own cultural approach
as it is to understand the approach of others.
6. A good idea is a good idea regardless of where it originates – you do not have all the
answers
7. Not all ideas from head office are good ideas
8. Not all ideas from head office are bad ideas
9. When communicating with people who are speaking a second language, do not overestimate their linguistic abilities. Just because they are good at a second language
does not mean they are perfect!
10. Teams and organisations that are at ease with themselves and co-operate well across
the cultures will prosper in an increasingly global economy.
Typical examples of cultural differences
The perception is different and often selective [1]:
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Behavior and gestures are interpreted differently:
Showing the thumb held upwards in certain parts of the world means
"everything's ok", while it is understood in some Islamic countries (as well as
Sardinia) as a rude sexual sign. Additionally, the thumb is held up to signify "one"
in France and certain other European countries, where the index finger is used to
signify "one" in other cultures. In India and Indonesia, it is often regarded as
wishing "all the best". .[5][6]
"Everything ok" is shown in western European countries, especially between
pilots and divers, with the sign of the thumb and forefinger forming an "O". This
sign, especially when fingers are curled, means in Korea and Japan "now we may
talk about money"[citation needed], in southern France the contrary ("nothing, without
any value"), in Greece and Turkey however it is an indecent sexual sign referring
to the anus of the person signaled to. In Brazil, it is considered rude, especially if
performed with the three extended figures shown horizontally to the floor while
the other two fingers form an O.
In the Americas as well as in Arabic countries the pauses between words are
usually not too long, while in India and Japan pauses can give a contradictory
sense to the spoken words. Enduring silence is perceived as perfectly comfortable
in India, Indonesia and Japan, to the point where being unnecessarily talkative is
considered rude and a sign of poor self-control. While to some in Europe, North
America and Australia it may feel as if a faux pas has been committed and thus
cause insecurity and embarrassment. Scandinavians, by the standards of other
Western cultures, are more tolerant of silent breaks during conversations.
If invited to dinner, in some Asian countries it is well-mannered to leave right
after the dinner: the ones who don’t leave may indicate they have not eaten
enough. In the Indian sub-continent, Europe, Australia, South America, and North
American countries this is considered rude, indicating that the guest only wanted
to eat but wouldn’t enjoy the host or guests.[citation needed]
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Punctuality is very highly regarded in many developed nations, such as (perhaps
infamously) Germany, Scandinavia, the United Kingdom and the United States.
"Fashionably late" would be at most ten minutes at most early or late. In some
European nations and Asia, though not Japan, particularly because of huge traffic
problems, clock time is less strictly adhered to, as most are well aware of the
unpredictable traffic chaos.
In Mediterranean European countries, Latin America, and Sub-Saharan Africa, it
is normal, or at least widely tolerated, to arrive half an hour late for a dinner
invitation, whereas in Germany and in the United States this would be considered
very rude.[citation needed]
In Africa, Arab cultures, and certain countries in South America[citation needed] (not
in Brazil), commenting that a female friend one has not seen for a while that she
has put on weight means she is physically healthier than before, whereas this
would be considered the supreme insult to females in Asia, Europe, North
America, Australia, and Brazil. In contrast, it would be more polite and flattering
to remark they have lost weight or look younger since they last met.
In many cultures all over the world, avoiding eye contact or looking at the ground
when talking to one's parents, an elder, or one of higher social status is a sign of
respect. In contrast, such body language can be construed as deception, boredom,
disinterest or shame (on the part of the doer) in others. For example, an Anglo
European teacher may expect direct eye contact as a sign of paying attention,
while an Asian or Navajo student will deliberately avoid it so as not to appear
rude or confrontational. Unbroken eye contact is a common sign of aggression or
dominance posturing among the animal kingdom, for example guard dogs.
In Persian and Pakistani culture, if a person offers an item (i.e a drink), it is
customary to not instantly accept it. A sort of role play forms with the person
offering being refused several times out of politeness before their offering is
accepted. This tradition is known as 'tarof' (or taarof) or 'takaluf' which in Persian
literally means 'offer'. A similar exchange happens in many countries, such as
India and Indonesia, where especially if visiting poorer people, it shows a form of
empathy to deliberately not impose upon them. [7]. In many other cultures, it
would be considered polite for the person offering to only ask once, so as to
respect the other person's wish when the offer is declined.
In African, South American and Mediterranean cultures, talking and laughing
loudly in the streets and public places is widely accepted, whereas in some Asian
cultures it is considered rude and may be seen as a mark of self-centeredness or
attention-seeking.
In India showing somebody the palm of your hand is regarded as a gesture of
blessing the person, mostly done by elders. Most Hindu and Buddhist deities are
depicted as showing the palm of their right hand, while in some east European
countries it is considered a rude gesture. Similar is the use of the hand as a sign
for someone to come. Bending the index finger with the palm facing up should be
avoided in some cultures and replaced with a grasping hand motion with a
downward or outward facing palm.
People from the west are shocked by the squat toilet prevalent in Asia most
especially, China, Japan, Thailand, Indonesia and the Indian sub continent, even
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found in Singapore's spotlessly clean, ultra-modern Changi Airport toilets.
However, it is common for Asian public toilets have both type of toilet designs.
However, these may not be connected directly to mains water supply and not have
toilet tissue. Instead in these cultures, cleansing after ones ablutions is done with a
through water (and preferably soap) douche, and the user is expected to flush their
resultant mess on the toilet or floor manually via the ladle or bucket provided. As
such, many Asians are revolted by Western toilets not providing the post-ablution
toilet hose. Humorously, even among themselves many resourceful Asians will
bring bottled water into toilets or fill them from the sinks as a makeshift postablution rinser.
Additionally, a wet toilet seat and surrounding floor is considered clean, or newly
rinsed, in many parts of Asia, while a dry toilet and bathroom are considered
possibly dirty. A Westerner would find a dry toilet cleaner.
Arranged marriage is very common in the Middle East, India and Africa, while in
some Asian and most Western cultures, the romantic marriage is idealized and
one has a right to choose their marriage partner and thus an arranged marriages is
perceived as an infringement on this right and viewed unfavourably.
It is very common for heterosexual men in the Indian subcontinent and most parts
of the Arab world to hug each other, sit with arms over the shoulder or walk while
holding hands but it is regarded as homosexual behaviour in the West and some
Asian cultures such as China, Indonesia and Japan.
In Indonesia, and many Asian nations, girls and adult females will often hold
hands and be quite "touchy-feely" with one another, even slapping one another on
the bottom. This is considered locally as harmless sister-like platonic affection,
but some outsiders may inaccurately perceive it as widespread lesbianism.
In some nations, heterosexual unmarried couples holding hands in public are
uncommon or frowned upon and hugging unacceptable. In many Western and
Westernised nations, especially urban centres, this is common and considered
harmless.
It is common to see couples kissing, even quite passionately, in public in the
Western countries but such an action may cause consternation, alarm or even legal
action in African and Asian countries.
In Christian and most Muslim weddings the bride wears white to symbolize her
virginal purity, while in Hindu culture white clothes are a symbol of sorrow and
should be worn by a widow
five dimensions of culture in his study of national work related values:
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Low vs. high power distance -This dimension measures how much the less
powerful members of institutions and organizations expect and accept that power
is distributed unequally. In cultures with low power distance (e.g. Ireland, Austria,
Australia, Denmark, New Zealand), people expect and accept power relations that
are more consultative or democratic. People relate to one another more as equals
regardless of formal positions. Subordinates are more comfortable with and
demand the right to contribute to and critique the decisions of those in power. In
cultures with high power distance (e.g. Malaysia), the less powerful accept power
relations that are autocratic or paternalistic. Subordinates acknowledge the power
of others based on their formal, hierarchical positions. Thus, Low vs. High Power
Distance does not measure or attempt to measure a culture's objective, "real"
power distribution, but rather the way people perceive power differences.
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Individualism vs. collectivism - This dimension measures how much members of
the culture define themselves apart from their group memberships. In individualist
cultures, people are expected to develop and display their individual personalities
and to choose their own affiliations. In collectivist cultures, people are defined
and act mostly as a member of a long-term group, such as the family, a religious
group, an age cohort, a town, or a profession, among others.
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Masculinity vs. femininity - This dimension measures the value placed on
traditionally male or female values (as understood in most Western cultures). In
so-called 'masculine' cultures, people value competitiveness, assertiveness,
ambition, and the accumulation of wealth and material possessions. In so-called
'feminine' cultures, people value relationships and quality of life. This dimension
is often renamed by users of Hofstede's work, e.g. to Quantity of Life vs. Quality
of Life. Another reading of the same dimension holds that in 'M' cultures, the
differences between gender roles are more dramatic and less fluid than in 'F'
cultures
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Low vs. high uncertainty avoidance - This dimension measures how much
members of a society attempt to cope with anxiety by minimizing uncertainty. In
cultures with high uncertainty avoidance, people prefer explicit rules (e.g. about
religion and food) and formally structured activities, and employees tend to
remain longer with their present employer. In cultures with low uncertainty
avoidance, people prefer implicit or flexible rules or guidelines and informal
activities. Employees tend to change employers more frequently.
Culture shock refers to the anxiety and feelings (of surprise, disorientation, uncertainty,
confusion, etc.) felt when people have to operate within a different and unknown culture
such as one may encounter in a foreign country. It grows out of the difficulties in
assimilating the new culture, causing difficulty in knowing what is appropriate and what
is not. This is often combined with a dislike for or even disgust (moral or aesthetical)
with certain aspects of the new or different culture.
Reading task (QUIZ)
World Business Culture
When working in the global commercial environment, knowledge of the impact of
cultural differences is one of the keys to international business success. Improving
levels of cultural awareness can help companies build international competencies
and enable individuals to become more globally sensitive.
Read about:
Background to business, Business structures, Management style, Meetings, Team
working, communication styles, women in business, dress code, tips, successful
entertaining about 1 of the countries below
AUSTRIA
http://www.worldbusinessculture.com/Business-in-Austria.html
CHINA
http://www.worldbusinessculture.com/Business-in-China.html
ITALY
http://www.worldbusinessculture.com/Business-in-Italy.html
SPAIN
http://www.worldbusinessculture.com/Business-in-Spain.html
USA
http://www.worldbusinessculture.com/Business-in-The-USA.html
FRANCE
http://www.worldbusinessculture.com/Business-in-France.html
GERMANY
http://www.worldbusinessculture.com/Business-in-Germany.html
GREECE
http://www.worldbusinessculture.com/Business-in-Greece.html
BRITAIN
http://www.worldbusinessculture.com/Business-in-Britain.html
INDIA
http://www.worldbusinessculture.com/Business-in-India.html
EGYPT
http://www.worldbusinessculture.com/Business-in-Egypt.html
CANADA
http://www.worldbusinessculture.com/Business-in-Canada.html
CZECH REPUBLIC
http://www.worldbusinessculture.com/Business-in-Czech-Republic.html
DENMARK
http://www.worldbusinessculture.com/Business-in-Denmark.html
JAPAN
http://www.worldbusinessculture.com/Business-in-Japan.html
NETHERLANDS
http://www.worldbusinessculture.com/Business-in-Netherlands.html
RUSSIA
http://www.worldbusinessculture.com/Business-in-Netherlands.html
SWEDEN
http://www.worldbusinessculture.com/Business-in-Sweden.html