Cross Cultural
Communication in Business
1
Program outline
1. Introduction to culture & cultural
differences
2. Challenges in cross cultural
communication
3. Understanding cultures – culture models
2
1 - Introduction to culture &
cultural differences
3
"Cultural differences"
"For a German and a Finn, the truth is the truth.
In Japan and Britain it is all right if it doesn't rock
the boat. In China there is no absolute truth. In
Italy it is negotiable."
Richard D. Lewis
4
Culture = Human mental
programming
Specific to individual
Inherited & learned
Personality
Specific to group
or category
Universal
Culture
Human Nature
Learned
Inherited
Source: G. Hofstede
5
Nature of culture
Learned
Culture is acquired by learning
and experience
Shared
People as a member of a group,
organization, or society share
culture
Transgenerational
Culture is cumulative, passed
down from generation to
generation
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Explicit
The iceberg of culture
Languages
(verbal & non-verbal)
Explicit behaviours
Habits & traditions
(food, housing, clothing, health…)
Know-how
(communication codes, tools..)
Institutions
(collective organizations modes:
family, education
Norms
(Do’s & don'ts)
Values
Mental state & cognitive processes
(perception, learning, knowledge, memory…)
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Manifestations of culture:
different levels
Symbols
Heroes
Rituals
Values
Practices
Source: G. Hofstede
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Manifestations of culture
 Symbols: words, gestures, objects that carry a
particular meaning which is only recognized by those
who share the culture.
 Heroes: persons, alive or dead, real or imaginary,
who possess characteristics which are highly prized
in a culture and who thus serve as models for
behavior.
 Rituals: collective activities, considered socially
essential.
 Values: basic assumptions about how things
should be in society.They are convictions regarding
right or wrong, good or bad, important or trivial.
Learned implicitly. Cannot be discussed.
 Practices: what is visible to an outsider.
Source: G. Hofstede
9
Americans as other see them…
 India: “Americans seem to be in a perpetual hurry. Just watch
the way they walk down the street. They never allow themselves
the leisure to enjoy life; there are too many things to do.”
 Turkey: “Once we were out in a rural area in the middle of
nowhere and saw an American come to a stop sign. Though he
could see in both directions for miles and no traffic was coming, he
still stopped!”
 Colombia: “The tendency in the US to think that life is only work
hits you in the face. Work seems to be the one type of motivation.”
 Ethiopia: “The American is very explicit; he wants a “yes” or a
“no”. If someone tries to speak figuratively, the American is
confused.”
 Iran: “The first time my American professor told me, “I don’t know
the answer, I will have to look it up,” I was shocked. I asked
myself, “Why is he teaching me? In my country a professor would
give the wrong answer rather than admit ignorance.”
Source: N. Adler., 1991
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Brazil?
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Stereotypes…
French: logical,
cartesian,
elitist,
authoritarian,
proud
Chinese: quiet,
hardworking,
enigmatic,
smiling, cruel
Germans: rigid,
methodical,
obsessed with order
& privacy,
unemotional, territorial
Americans: superficial,
‘Frontier Spirit’,
materialistic,
over-optimistic
Italians: loud,
macho,
impatient,
over-emotional,
talkative,
unorganized
British: imperialistic,
‘Island mentality’,
principled,
class-conscious,
conservative
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First approach to culture
Culture
The way you
live
Customs, habits, traditions
Food & its meaning
Music, clothing
Religious practice
Health practice
Child raising
Family structures
& relationships
The way you
view things
Beliefs, values
Spirituality
Perceptions
Attitudes
Expectations
The way you
communicate
Meaning of language
Interaction pattern
Communications
Verbal & non-verbal
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Diversity of values &
differences in ranking
USA
1. Freedom
2.
3.
4.
5.
6.
7.
8.
9.
10.
Independence
Self-reliance
Equality
Individualism
Competition
Efficiency
Time
Directness
Openness
Japan
Arab
1. Belonging
2. Group harmony
3. Collectiveness
4. Age/Seniority
5. Group consensus
6. Cooperation
7. Quality
8. Patience
9. Indirectness
10. Go-between
1. Family security
2. Family harmony
3. Paternalism
4. Age
5. Authority
6. Compromise
7. Devotion
8. Patience
9. Indirectness
10. Hospitality
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Common problems…
 There are a number of problems that all
cultures try to address & bring solutions
to:
 relation to nature
 relation to others
 relation to power
 relation to rules
 relation to activity
 relation to emotions
 relation to space
 relation to time
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Source: N. Prime, 2001
Cultural answers through different
solutions…
 “ Culture, is the mechanism that
allows to select an attitude, an
interpretation, a solution as the one
that makes sense « de facto », when
facing a situation ( decision,
relationship, emotion…)”
Nathalie Prime, 2001
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Universal problems & cultural
responses
Universal
Problems
Cultural responses
Relation to nature
Domination
Subjugation
Relation towards
others
Individualism
Communautarism
Relation to power
Hierarchy
Equality
Relation to time
Monetary time
Living time
Relation to rules
Universalism
Particularism
Relation towards
activity
Do
Be
Relation to space
Private space
Public space
Relation to emotions
Exteriorization
Neutralize
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Source: N. Prime, 2001
Values, beliefs & behaviors
Values,
Beliefs
Situations
FILTER
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Cultural conditioning (1)
As a leader of of cross-cultural team, Ms. C. is having
difficulties managing Mr. H., one of the foreign member
of the team.
He promised to compile a report by the deadline she
set, but he didn’t.
When she talks to him about it, he won't look her in the
eyes.
What’s happening?
Can you identify the two cultures that Ms. C. and Mr. H.
belong to?
Source: CCL, 2002
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Cultural conditioning (2)
Ms. C. suspects that Mr. H. is either very disorganized
or doesn’t respect her as a leader… His unwillingness to
make eye contact looks like evasive behavior to her.
Source: CCL, 2002
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Questions…
 Do you understand your own cultural




background & conditioning?
Do you approach cross-cultural communication
with an awareness of how differences may affect
communication?
Do you have the attitude that « different » is bad,
inferior, or wrong?
Are you aware of ways that you stereotype
others?
Arte you willing to adjust your communication in
order to be more effective?
Source: CCL, 2002
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Anticipate & Adapt to Cultural
differences
 Examine your own cultural conditioning
 Watch for discomfort that can signal
cultural differences
 Recognize & modify your communication
Source: CCL, 2002
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What do we know about culture?
Things I see
Things I do not see
Things
they
see
Things
they
do not
see
Source: Jouard, 1964
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Culture?
 "Collective Programming"
 Starts from birth, is reinforced in school & by
education
 Relates to values & core beliefs
 Displayed in attitudes & behavior
 Some visible characteristics:
 Customs, behavior
 Some less visible ones:
 Values, beliefs
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2 - Challenges in cross
cultural communication
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Opening a meeting
Germany
Formal intro. Sit down. Begin.
Finland
Formal intro. Cup of coffee. Sit down. Begin.
USA
Informal intro. Cup of coffee. Jokes. Begin.
UK
Formal intro. Cup of tea.
10 min small talk. Casual beginning.
France
Japan
Spain/
Italy
Formal intro. 15 min small
talk. Begin.
Formal intro. Protocol seating. Green tea. 15/20 min small
talk. Signal from senior member. Begin.
20/30 min small talk while others arrive. Begin when all
are there.
Number
5
10
15
20
25
26
of minutes
Adapted from Richard D. Lewis
Behavior & cultural
differences (1)
A foreign manager is conducting an annual performance
review with one of his direct reports. He begins the session
by discussing all the areas in which the employee’s
performance meets or exceeds goals. The employee listens
attentively with serious and thoughtful expression.
But when the manager begins to discuss weaknesses and
problem areas, the employee starts smiling. The sterner the
manager’s tone, the broader the employee grins. The
employee does not comment on anything the manager says
or defend or explain. The manager becomes angry because
he believes the employee is mocking him and treating the
evaluation as a joke.
What do you think is happening? What does the
employee’s smile may mean for him/her?
Source: CCL, 2002
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Cultural differences: J. meets Y. (1)
J. goes to the airport to meet Y. The two men
had talked several times on the phone but had
only met once before. When Y. spots J. in the
baggage area, he enthusiastically embraces
him and kisses him on both cheeks. J. feels
uncomfortable and hopes that nobody he
knows has witnessed this greeting.
Source: CCL, 2002
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Cultural differences: Ms H. & V. (1)
When Ms. H presents her proposal at the
meeting, V. reacts strongly. He pounds on the
table and questions her in a loud voice. When
Ms. H casts her eyes down in embarrassment,
V. seems to get more excited. He leans across
the table and jabs his hands towards her face.
Source: CCL, 2002
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Negotiation & cultural
differences (1)
Tom in London & Hitoshi in Tokyo both like Armani
suits, football, Beethoven, & good French wines.
But Tom recently spoke for days with Hitoshi, his
potential business partner and yet the barriers
between them were never broken. The deal did not
get closed.
What is your assessment of the situation?
Source: CCL, 2002
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Discomfort & cultural
differences (1)

Why doesn’t he/she says yes or no?
 In one culture, an indirect signal may signal indecisiveness,
while in another culture it signals deference & respect.
 Why he/she always staring at me?
 In one culture staring can signal aggressiveness or
intimidation, while in another culture direct eye contact
shows attention & esteem.
 Why does he/she have to be right in my face
whenever he/she talks to me?
 In one culture the range of personal space can be much
smaller than in another culture.
Source: CCL, 2002
31
Discomfort & cultural
differences (2)

Why doesn’t he/she tell me if he/she doesn’t
understand something?
In one culture,asking questions is accepted as an effective
tool for communication, while in other cultures questioning
superiors may signal insolence.
 Why doesn’t he/she sit there smiling when I am
talking about his performance problems?
 In one culture smiling during a discussion about
performance problems may signal contempt and disinterest,
while in another culture a smile may reflect sincerity and
attention.
 Why does he make a joke about everything?
 In one culture, a joke can signal lack of confidence or
seriousness, while in some others it's a sign of deference.
Source: CCL, 2002
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Cultures
 We think our minds are free…
 But be careful to distinguish between
appearance and reality
 And remember that every culture is
viewed by the others through their own
"cultural spectacles"
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3 - Understanding cultures –
culture models
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Edward Hall’s “Silent Language”
 5 “silent languages”:
 Time
 Space
 Material goods
 Friendship
 Agreements
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Time: Linear vision (1)
Past
Present
Over
Immediate
tasks, separated
& identified
Future
Plans for
next
months/years
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Time: Linear vision (2)
 Action oriented
 Time dominated: "time is money" &
cannot be "wasted"
 Focus on one thing at a time… &
within schedule
Anglo-Saxons, Germans,
Swiss, Scandinavians
Adapted from Richard D. Lewis
37
Time: Cyclical vision
 Past provides background
 Circling around the problems & "walk
around the pool" before making
decision
 Time is precious
 But one needs plenty of time to look at
details of a deal and develop the
personal side of a relationship
Far-East, Asians
Adapted from Richard D. Lewis
38
Time: Vision from …
 The more they can do at the same time,
the happier they are
 Not interested in schedule & punctuality
 Focus on the human side of things:
meeting, business & relationship are more
important
 Time is event, personality related
 It can be "used, manipulated, stretched..."
Latins, Arabs
Adapted from Richard D. Lewis
39
Monochronic vs. Polychronic
behavior
Monochronic
Time is crucial
Punctuality
Get to the point
A then B then C then D
Time is an asset
Task, linear
Polychronic
Time is not ours to manage
Events have their own time
A & B or C, D or B
Talk business, but also
football, food, friendship
Task & Relational, circular
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Space
 Availability of space
 use of space: physical & personal; ex,
USA – wide open space, frontier spirit &
Japan – limited space, island mentality
 readiness to make contact, nature &
degree of involvement with others: keep
distance, suspicion of strangers; ex,
Europe vs. USA
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Material goods
 Use of material possessions
 North America: indication of status, level
of success: car, house, money…
 Other cultures: Japan, Middle-East, not
viewed as important – emphasis placed on
other elements: taste, harmony,
friendship…
Adapted from Richard D. Lewis
42
Friendship
 Formed quickly with neighbors,
coworkers
 North America
 Takes more time, lasts longer, goes
deeper and implies obligations
 Asia, Middle-East
Adapted from Richard D. Lewis
43
Agreements
 How to view law, rules, practices &
informal customs?
 Need for a written agreement, binding –
North America, Northern Europe
 Oral, handshake, with trust sufficient Asia, Arabs
Adapted from Richard D. Lewis
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Communication process
Sender
INTENT
EFFECT
& MEANING
& INTERPRETATION
Encoding
Channel
(medium)
Decoding
Receiver
symbols
words
pictures
gestures…
Feedback
(clarify, confirm…)
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Explicit & implicit communication
Japanese
High
Context
Arabs
Latin Americans
Italians
British
French
North Americans
Scandinavians
Germans
Low
Context
Swiss
Explicit
Communication
Implicit
Communication
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Hofstede’s model

5 dimensions of culture:
1.
2.
3.
4.
5.
Power distance
Individualism vs. collectivism
Feminity vs. masculinity
Uncertainty avoidance
Long term orientation
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Power distance
Defined as ”the extent to which the less
powerful members of institutions and
organizations within a country expect and
accept that power is distributed unequally.”
G. Hofstede
Low
Social integration
Little concern for
hierarchical status
High
Social differential
Significant concern for
hierarchical status
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Power distance: Sweden…
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Source: G. Hofstede
Power distance
Impact on management ...
 Type of management
structure
 Decision process
 Flow of information
 Inequalities/equalities
 Formalism
 Status
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Individualism vs. collectivism
 ”Individualism pertains to societies in which
the ties between individuals are loose;
everyone is expected to look after himself
and his immediate family”
 “Collectivism pertains to societies in which
people from birth onwards are integrated into
strong cohesive ingroups, which throughout
people’s lifetime continue to protect them in
exchange for unquestioning loyalty.”
G. Hofstede
Low
Individualism
Collectivity
Concern for group harmony
versus personal achievement
High
Self-determination
High concern for
achievement
& personal growth
51
Individualism vs. collectivism
Impact on management ...
 Employee/employer relations
 Decision making
 Conflict management
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Feminity vs. masculinity
 Feminine:
 focus on - work to live, quality of life,
relationships…
 Masculine:
 focus on - live to work, material success,
money…
Low
Nurturing relationships
Little concern for control,
decisiveness, assertive
behaviour or competition
Masculinity
High
Controlling relationships
Assertiveness, decisiveness
and competitive behaviour
53
Feminity vs. masculinity
Impact on management...
 Masculine societies will value:
 competition, speed, strength and wealth
 promotion
 emphasis on individual responsibility
 open & hard conflicts
 Feminine societies will value:
 equality, security, peace and nature
 cooperation, work conditions
 emphasis on collective responsibility
 conflict management through discussions
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Uncertainty avoidance
Defined as ”the extent to which the
members of of a culture feel
threatened by uncertain or unknown
situations. “
G. Hofstede
Low
Informal relationships
Little regard for structure
& control
High
Formal relationships
High regard for
structure, rituals and
procedures
55
Uncertainty avoidance
Impact upon management...
LOW
HIGH
 few guidelines,
few rules
 relativist attitude
 risk taking,
initiative
 strict guidelines, a
lot of rules, process
 need for an absolute
truth
 employment stability
 important roles for
experts
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Hofstede’s results 20 countries
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Cultural dimensions
PDI
IND
MAS
UAI
Brazil
69
38
49
76
USA
40
91
62
46
France
68
71
43
86
58
Cultural comparison: Brazil,
USA, & France
Power distance
100
68
40
40
20
71
Individualism
80
69
60
49
43
0
38
91
Masculinity
62
46
76
86
Uncertainty avoidance
USA
France
Brazil
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A Synthesis of Country Cultures
NEAR
EASTERN
NORDIC
Finland
Turkey
Denmark
Iran
GERMANIC
ARAB
Sweden
Bahrain Greece
Austria
Abu-Dhabi
Germany
Saudi Arabia
Oman
Switzerland
Singapore
FAR
EASTERN
United States
Canada ANGLO
Malaysia
Hong
Kong
Philippines Argentina
Chile
Indonesia
Mexico
Taiwan
LATIN
AMERICAN
Peru
United Kingdom
Ireland
Belgium
South Africa
France
LATIN
EUROPEAN
Italy Spain
Brazil
Israel
Japan
India
INDEPENDENT
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Managing cultural differences: tips
Map – Bridge - Integrate
MAP
BRIDGE
INTEGRATE
Understand the
differences
Communicate
across
differences
Manage the
differences
• Cultural values
• Leadership style
• Personality
• Thinking style
• Gender
• Approaching
with motivation
& confidence
• Decentering w/o
blame
• Recentering with
commonalities
• Building
participation
• Resolving
conflicts
• Building on
each other’s
ideas
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Communicating across
cultures: « guidelines »
 Speak clearly & more slowly than usual
 Pronounce your words clearly &
enunciate carefully
 Use the simplest & most common words
in most cases
 Avoid slang & colloquial expressions
 Use visuals
 Confirm your spoken communications
by memos, e-mails, letters, faxes
Source: CCL, 2002
62
Conclusion
“Culture is more often a source of conflict than
of synergy. Cultural differences are a nuisance at best
and often a disaster. But if we really want to globalize,
there is no way around them so we better take them for
what they are.”
Geert Hofstede
63
Bibliography
 When cultures Collide – Richard Lewis
– Nicholas Brealy
 Riding the waves of cultures – Fons
Trompenaars & Charles Hampden-Turner –
McGraw-Hill
 Cultures & Organizations – Geert
Hofstede – McGraw-Hill
 Managing Across Cultures – Susan
Schneider & Jean-Louis Barsoux – FT
Prentice Hall
The
end
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