COMMUNICATING
ACROSS
CULTURES
Presented by the Team of:
Romanie Arterberry, Women’s Resource Center
Rhiannon Little, African Student Programs
Brian Murphy, Affirmative Action
David Rios, Rivera Library
A PRODUCT OF MAKING EXCELLENCE INCLUSIVE: A UCR DIVERSITY CERTIFICATE PROGRAM
Executive Summary
“Cross-cultural communications” can mean anything from grasping the significant
differences in both spoken and unspoken exchanges in drastically remote geographical or
social communities, to more subtle contrasts in perspective that exist even between
neighbors. The key in any form of communication is to know your audience; know to
whom you are speaking, and by doing so, to communicate in common terms. But that is
only half the lesson. Because communication requires both a ‘transmitter’ and a ‘receiver’
it is as much the duty of the listener to interpret to the benefit of the speaker as it is the
speaker to be sensitive to the listener. No one is served if we choose to be offended or
close communications without giving the communicator a chance to clarify.
Introduction
Living and working in a diverse community is more than bringing together a polyglot
collection of faces under a single employment roof. Succeeding in a diverse community
requires the ability to work together in an atmosphere of understanding and cooperation
that establishes a productive, safe and efficient workplace. Recruiting a team that
represents a healthy cross-section of lifestyles and experiences is only the beginning. The
ability to communicate in a comfortable and effective manner is the foundation for a
high-production, low-risk work environment.
Problem Definition
Nothing is more basic to maximize efficiency and productivity than effective
communications between co-workers. In today’s market where the workplace has
become a melting pot of the entire spectrum of demographic cultures, communication
skills have an elevated significance. Unfortunately, only a very small segment of the
workforce is specifically trained for this, or even aware of the necessity. As a result,
simple misunderstandings can escalate into larger problems. The risks range from reduced
productivity to monumental legal costs, yet both the public and private sectors have
been slow to commit time and resources to prevent avoidable, but potentially
devastating risk.
Best Practices
Raising awareness by establishing training programs and providing cross-cultural
exchange opportunities is a no-risk, high reward investment any employer can make in
their human capital. Based on the benefits to students in a diverse academic atmosphere
as documented by Dr. Mitchell Chang, Jeff Milem, et alia, this is especially true in higher
education. Additionally, creating resources where employees can turn to learn for
themselves and, as an employer, encouraging employees, even offering incentives, to
take advantage of those resources is another “low-hanging fruit” option available to
foster cross-cultural communications capabilities.
For the individual, taking the time to educate oneself, and even more effectively, each
other, can turn this liability into an immediate asset. The learning process itself is a
bonding activity, a solid first step in the long journey that is multicultural competency – a
skill as essential to the leaders of tomorrow as techno-savvy is today. For some easy tips,
see Attachment A.
Solution Details
As diversity is rapidly becoming a component at all levels of training from new employee
orientation, to supervisors and managers, to senior management, so should be both the
importance and the mechanics of cross-cultural communications. The simplest and least
expensive step any institution can take is to establish and promote a central web-based
education site providing both information and links to additional information resources.
This can be focused to reach both line-workers seeking to educate him/herself and, most
particularly, supervisors looking for the skills to optimize their abilities managing a
diverse workforce. Similarly, there are substantial on-line resources to assist faculty and
students in cross-cultural communications to maximize the classroom experience as well.
Key elements of a resource website include:
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A clear explanation of cross-cultural communications
An explanation of the value of effective cross-cultural communications
Examples of common cross-cultural miscommunications
Links providing insight to other cultures, e.g., religious holidays, celebrations
Links to other general diversity resources
This resource is a natural outgrowth of the campus’s existing Diversity@UCR/
clearinghouse website and will be promoted as part of the overall DELI communications
strategy. But resources alone will never replace education and training as a long-term
solution for cross-cultural communications, diversity or any other paradigm-altering
aspect of sociological evolution.
Training components offer a continuity and sustainability that is the most effective, if not
only proven, method to integrate change into the fabric of the institution and build the
institution’s capacity for change. Interactive exercises that engage participants and allow
everyone to both be themselves and step outside of themselves to view their
predispositions from a new perspective. Key pieces to a cross-cultural communications
component include:
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Scenarios actually demonstrating different communications issues
Handouts with thought-provoking questions and quizzes challenging personal
knowledge and preconceptions
Risks
The challenges are nothing new or exclusive. Resources, in terms of costs and time, are
the obstacles. As budget crises force reductions in resources, and increases in duties
demand more of employee time, convincing managers to commit to training becomes a
greater problem. Even those cognizant and supportive of diversity training might need
convincing that what is being offered is of value and not repetitive of other trainings.
This is why we recommend the budget-friendly approach of on-line resources and
sustainable training opportunities, with incentives for employees and supervisors to
encourage participation.
Benefits
As indicated above, there are many potential benefits to “cross-cultural literacy” among
employees. These include:
 Increased productivity
 An environment that employees have less tension/friction because they can make
allowances for what and why others do things differently and in turn, co-workers
grant the same allowance
 Improved employee retention
 Stronger in-house pool for succession planning/succession
 More attractive employment environment for recruiting
 Better academic support system (safer, more efficient)
Measures
Evaluation would be conducted through a feedback-reaction form on the website, or
distributed as part of evaluation of any training in which the modules are used.
Resources
Mitchell Chang, Jeff Milem, et al
LGBT Terminology http://out.ucr.edu
NCBI Training
Words that Exclude, UCR R.E.A.C.H. Program
http://www.ehs.ucr.edu/training/diversity
http://www.washington.edu/students/reg/0711religcal.html
http://www.fcps.edu/DHR/employees/oec/relcal09.htm
Kathleen Montgomery
Susan Borrego
Carlos Cortez
ATTACHMENT A
QUICK TIPS FOR
CROSS-CULTURAL COMMUNICATIONS*
Be aware of:
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Words, images and situations that suggest that all or most members of a demographic
group are the same
Possible negative implications of color symbolism and usage that could offend people or
reinforce bias
Objects, characters, gestures and symbols that could reflect different beliefs or values for
different groups
Varying standards in what different cultures consider humorous or taboo
Different standards for loudness, speed of delivery, silence, attentiveness and time to
respond to another's point
Differences in body language interpretation, such as eye contact, proximity or physical
contact
Avoid:
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Using qualifiers that reinforce racial and ethnic stereotypes
Racial identification except when it is essential to communication
Language that has questionable racial or ethnic connotations
Addressing individuals with terms such as “boys,” “girls,” “guys,” “gals,” “you people,”
& “your people”
Treating individuals as though they represent an entire demographic group
Jumping to any conclusions without giving the speaker a chance to clarify
Do:
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Use simple, common terms as much as possible, especially when you aware of cultural
barriers
Rephrase a statement if it appears the meaning might not have been clear, but be certain
the listener knows you are making the same point and not another one
Ask for clarification when a statement made to you makes you uncomfortable with its
potential offensive implications
* Adapted from a variety of web resources