Cultural Dimensions Trompenaars and HampdenTurners 7 Dimensions of Culture Hofstedes 5 Cultural Dimensions Halls 3 Cultural Dimensions Being a global leader Not an added skill but a sine qua nom ID: 526489
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Slide1
Cultural Dimensions Slide2
Cultural Dimensions
Trompenaars and Hampden-Turner's 7 Dimensions of Culture
Hofstede's 5 Cultural Dimensions
Hall’s 3 Cultural Dimensions Slide3
Being a global leader
Not an added skill but a
sine qua nom
“qualification” because of:
Globalization
increased interdependency btw countries & people
Cross-border flow of goods and money, events & decisions in one company/country affect another one in another part of the world
Executives face more variety (domestic workforce more diverse)Slide4
Trompenaars and Hampden-Turner's 7 Dimensions of Culture
Adopted from www.mindtools.com
The 7Dimensions of Culture were identified by management consultants Fons Trompenaars and Charles Hampden-Turner, and the model was published in their 1997 book, "Riding the Waves of Culture."Slide5
Trompenaars and Hampden-Turner developed the model after spending 10 years researching the preferences and values of people in dozens of cultures around the world. As part of this, they sent questionnaires to more than 46,000 managers in 40 countries.Slide6
They found that people from different cultures aren't just randomly different from one another; they differ in very specific, even predictable, ways. This is because each culture has its own way of thinking, its own values and beliefs, and different preferences placed on a variety of different factors.Slide7
They concluded that what distinguishes people from one culture compared with another is where these preferences fall on each of the following seven dimensions:Slide8
7 Dimensions
Universalism vs particularism.
Individualism vs communitarianism.
Specific vs diffuse
Neutral vs emotional.
Achievement vs ascription.
Sequential time vs synchronous time.
Internal direction vs outer direction.Slide9
You can use the model to understand people from different cultural backgrounds better, so that you can prevent misunderstandings and enjoy a better working relationship with them. This is especially useful if you do business with people from around the world, or if you manage a diverse group of people.
The model also highlights that one culture is not necessarily better or worse than another; people from different cultural backgrounds simply make different choices.
However, the model doesn't tell you how to measure people's preferences on each dimension. Therefore, it's best to use it as a general guide when dealing with people from different cultures.Slide10
1. Universalism Vs Particularism (Rules Vs Relationships)
People place a high importance on laws, rules, values, and obligations. They try to deal fairly with people based on these rules, but rules come before relationships.
People believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what's happening in the moment, and who's involved.Slide11
UniversalismSlide12
Universalists
Do the “right” thing every time.
What’s right is right regardless of circumstances or who is involved
Apply the rules across the board to every situation
Place a high value on the rules
The rules are more important than the relationship
Obligation to society is more important than obligation to in-group
A contract is a contractSlide13
Particularists
Fit their actions to a particular situation
The relationship is more important than the rules
Demonstrate high connectedness to a group
Places a high value on the relationship
Obligation to in-group is more important than obligation to society
If conditions change, they expect the contract to changeSlide14
How would you negotiate with
Universalists
?Slide15
Negotiating with
Universalists
They know the “right way” to do things
They may not be very flexible
Explain why it fits the rule and is not an exception
Treat everyone the same – no exceptions
Don’t expect to modify the contract later
- “A deal is a deal”Slide16
Tips for
Particularists
Work within the rules
Learn the normal operating procedures and industry practices. Do not expect to change them
Try to avoid renegotiating a completed contract – it is seen as “bad faith”
Exceptions to the rules might not be welcomed or tolerated. Slide17
How would you negotiate with
Particularists
?Slide18
Negotiating with
Particularists
Take circumstances into account
To each according to his/her needs
Insiders are treated differently
Focus on the relationship, not the rules
Be flexible
The contract is always in flux, even after signingSlide19
Tips for
Universalists
Be willing to make adjustments
Try to be flexible while you stay within the rules
Update your knowledge. Don’t be following rules that are not currentSlide20
Typical
universalist
cultures include the U.S., Canada, the U.K, the Netherlands, Germany, Scandinavia, New Zealand, Australia, and Switzerland.
Typical
particularistic
cultures include Russia, Latin-America, and China.Slide21
2. Individualism Vs Communitarianism (The Individual Vs The Group)
People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself.
People believe that the group is more important than the individual. The group provides help and safety, in exchange for loyalty. The group always comes before the individual.Slide22
Typical
individualist
cultures include the U.S., Canada, the U.K, Scandinavia, New Zealand, Australia, and Switzerland.
Typical
communitarian
cultures include countries in Latin-America, Africa, and Japan.Slide23
3. Specific Vs Diffuse (How Far People Get Involved)
People keep work and personal lives separate. As a result, they believe that relationships don't have much of an impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.
People see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.Slide24
Typical
specific
cultures include the U.S., the U.K., Switzerland, Germany, Scandinavia, and the Netherlands.
Typical
diffuse
cultures include Argentina, Spain, Russia, India, and China.Slide25
4. Neutral Vs Emotional (How People Express Emotions)
People make a great effort to control their emotions. Reason influences their actions far more than their feelings. People don't reveal what they're thinking or how they're feeling.
People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it's welcome and accepted to show emotion.Slide26
Typical
neutral
cultures include the U.K., Sweden, the Netherlands, Finland, and Germany.
Typical
emotional
cultures include Poland, Italy, France, Spain, and countries in Latin-America.Slide27
5. Achievement Vs Ascription (How People View Status)
People believe that you are what you do, and they base your worth accordingly. These cultures value performance, no matter who you are.
People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define behavior.Slide28
Typical
achievement
cultures include the U.S., Canada, Australia, and Scandinavia.
Typical
ascription
cultures include France, Italy, Japan, and Saudi Arabia.Slide29
6. Sequential Time Vs Synchronous Time (How People Manage Time)
People like events to happen in order. They place a high value on punctuality, planning (and sticking to your plans), and staying on schedule. In this culture, "time is money," and people don't appreciate it when their schedule is thrown off.
People see the past, present, and future as interwoven periods. They often work on several projects at once, and view plans and commitments as flexible.Slide30
Typical
sequential-time
cultures include China, Russia, and Mexico.
Typical
synchronous-time
cultures include Japan, Canada, Norway, the U.K., and the U.S.Slide31
7. Internal Direction Versus Outer Direction (How People Relate to Their Environment)
People believe that they can control nature or their environment to achieve goals. This includes how they work with teams and within organizations.
People believe that nature, or their environment, controls them; they must work with their environment to achieve goals. At work or in relationships, they focus their actions on others, and they avoid conflict where possible. People often need reassurance that they're doing a good job.Slide32
Typical
internal-direction
cultures include Israel, the U.S., Australia, New Zealand, and the U.K.
Typical
outer-direction
cultures include China, Russia, and Saudi Arabia.Slide33
Geert Hofstede (1980, 1991)
Studies
of 117,000 IBM employees covering 72 national subsidiaries, 38 occupations, 20 languages.
Used employee attitude surveys taken in 1968-69 and 1971-73 within IBM subsidiaries in 66 countries.
Statistically analyzed answers which revealed four central and largely independent bi-polar dimensions of a national culture.
Dimensions to explain systematic differences in work values and practices at the country level:
Power distance
Uncertainty avoidance
Masculinity and femininity
Individualism and collectivism
[
Confucianism and dynamism
]Slide34
Hofstede's Cultural Dimensions Understanding Workplace Values Around the World
Armed with a large database of cultural statistics, Hofstede analyzed the results and found clear patterns of similarity and difference amid the responses along these five dimensions
.
Interestingly, his research was done on employees of IBM only, which allowed him to attribute the patterns to national differences in culture, largely eliminating the problem of differences in company culture.Slide35
Hofstede’s cultural dimensionsSlide36
1. Power/Distance (PD)
This refers to the degree of inequality that exists – and is accepted – among people with and without power. A high PD score indicates that society accepts an unequal distribution of power and people understand "their place" in the system. Low PD means that power is shared and well dispersed. It also means that society members view themselves as equalsSlide37
2. Individualism (IDV)
This refers to the strength of the ties people have to others within the community. A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of interpersonal connection and little sharing of responsibility, beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each other's well being.Slide38
3. Masculinity (MAS)
This refers to how much a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be tough, to be the provider, to be assertive and to be strong. If women work outside the home, they have separate professions from men. Low MAS scores do not reverse the gender roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive and women can work hard for professional success.Slide39
4. UNCERTAINTY AVOIDANCE INDEX (UAI)
This relates to the degree of anxiety society members feel when in uncertain or unknown situations. High UAI-scoring nations try to avoid ambiguous situations whenever possible. They are governed by rules and order and they seek a collective "truth". Low UAI scores indicate the society enjoys novel events and values differences. ThereSlide40
5. LONG TERM ORIENTATION (LTO)
This refers to how much society values long-standing – as opposed to short term – traditions and values. This is the fifth dimension that Hofstede added in the 1990s after finding that Asian countries with a strong link to Confucian philosophy acted differently from western cultures. In countries with a high LTO score, delivering on social obligations and avoiding "loss of face" are considered very important.Slide41
Hofstede’s Dimensions in a nutshell..Slide42
1. Power/Distance (PD)
The acceptance of the unequal distribution of power-the degree to which:
Employees are independent
Structures are hierarchical
Bosses are accessible
People have rights or privileges
Progress is by evolution or revolution Slide43
Power distance: Sweden…
43
Source: G. HofstedeSlide44
Power Distance
(Hierarchy)Slide45
Power distance
Extent to which members of a society accept that status and power are distributed unequally in an organization
Organizations in these cultures tend to be autocratic, possess clear status differences and have little employee participationSlide46
The Boss at Work
Power DistanceSlide47
High Power Distance
Lower status people recognize and accept that power is held unequally in society.
Hierarchy & status are very important.
Motto: "Respect for the leader or the elder." Slide48
Low Power Distance
A belief that "all people are equal"
Status comes from competence, not age
Very limited rapport-building timeSlide49
How would you negotiate with
High Power Distance Cultures?Slide50
Negotiating with
High Power Distance Cultures
Understand & defer to their hierarchy
Use titles (don't be informal) & respect authority
Prepare by learning about the position of each person on their team
Exchange business cards early
Treat them with respect.
Don’t be intimidated by their status
Demonstrate your rank
Privileges are expected by superiors
Blame subordinates
Remember that everyone has their place
Better to be too respectful than to lack it
Don't insist on everyone's input
Expect highly centralized decision making. Authority may be limitedSlide51
Tips for
Low Power Distance Cultures
Have a leader; discover their leader
Respect their superiors, rank, and age
Recognize differences in status
Be extremely respectfully
Summarize after your meeting to assure consensus
Remember your "place" in their eyes
Don't get too close to people with less power
Be more formal
Match their rank with your rank
(Eagles with Eagles)Slide52
How would you negotiate with
Low Power Distance Cultures?Slide53
Negotiating with
Low Power Distance
"Just call me John;” be less formal
Titles won’t impress them
Don’t expect the same respect you receive at home (if you are high status)
Address questions to the whole group
Treat them all as equals
Use teamwork
Acknowledge experience & expertise,
not status
Respect individuality
Respect subordinates; ask for their opinionsSlide54
Tips for
High Power Distance Cultures
Do not expect the respect you receive at home
Leave your ego at the door
Respect everyone, regardless of position
Be egalitarian, humble and not condescending
Delegate more
Listen carefully to their subordinates & expect their ' opinions to count
Do not judge the value of their opinions by their status
Accept informality
Learn who has the power to make decisions
Solicit opinions of others, including subordinates
Their lower level people may have more decision making authority than yours
Agree to disagree with subordinates. Slide55
2. Individualism/Collectivism (IDV)
The degree to which people:
Work in groups or alone
Relate to their tasks or their colleagues Slide56
INDIVIDUALISMSlide57
Individualism and collectivism
Individualism
Reflects the extent to which the individual expects personal freedom and the liberty to act as an individual
Collectivism
means the acceptance of responsibility by groups and nationalities and the liberty to act as a collective member of a groupSlide58
Way of Life
Individualism - CollectivismSlide59
Individualism
The individual is most important.
Goals & interests are individual goals & interests
Things are done for the benefit of the individual
Negotiating teams usually have the power to make decisions on the spot
It may be hard to determine who is "in charge"
IdentitySlide60
Collectivism
The group is most important
Goals are the group's goals
Things are done for the benefit of the group
Concessions & decisions are not make "at the table" but rather in private, after conferring with others
Consensus style decision making may require the input of people who are not part of the negotiation team Slide61
How would you negotiate with
Individualists
?Slide62
Negotiating with
Individualists
Expect low context communication and extroverted behavior
They will have personal goals distinct from group goals
Stress personal gains & individual goals
Use a "What's in it for me" approach
Recognize their individuality; they value individual rights
They will want some personal time and privacy
Expect them to think and act individually
Seek their personal opinions
Talk of "Me" and "I"
Individualists are the minority of the worldSlide63
Tips for
Collectivists
Have a person TOP can view as a leader
Be more an individual – dress, ideas, etc.
Express an opinion
Be self-reliant
Realize the importance of the individual
The interests of multiple people at stake.
Be more direct
Consider individual rights and privacySlide64
How would you negotiate with
Collectivists
?Slide65
Negotiating with
Collectivists
Expect your proposals to be received by a larger group
Expect high context communication and introverted behavior
Expect a team
Don’t expect immediate action; they must consult others
Everything will take longer
Consider the collective goals and interests
Individual rights are less important
Insiders are treated differently than outsiders
Expect them to think and act collectively
Give them face
Harmony may be more important than honesty
Talk of "We"
They are the majority of the worldSlide66
Tips for
Individualists
Realize the importance of the group
Consider yourself as part of a group
Represent your group
Conform to your group
Consider the common good
Consider "face" issues
Work towards harmony
Be less confrontational
Appeal to collective interests of their group Slide67
3. Masculinity/Femininity (MAS)
The degree to which people:
Believe in consensus
Put work at the center of their lives
Expect managers to use intuitionSlide68
MASCULINITY
So, Foster. That’s how you want it, huh?
Then take THIS!Slide69
Masculinity versus femininity
Masculine culture is COMPETITIVE with an emphasis is on earnings, recognition, advancement, achievement, wealth, performance and challenge
Feminine culture is COOPERATIVE where the dominant values are caring, sharing and the quality of lifeSlide70
Masculinity
(
competitiveness or assertiveness)
"Win at any cost."
Display assertive behavior designed to get what they deserve and can take.
Focus on money, power, control, competition, aggression, and an adversarial approach
“The marketplace is a battlefield”Slide71
Femininity
( nurturance and relationships)
Cooperation
A concern for everyone's interests
Win-win, peaceful approach
Caring for others is most important Slide72
How would you negotiate with a
Masculine Culture
?Slide73
Negotiating with a
Masculine Culture
Approach the negotiation competitively
Be ready to argue
Assume they are going for a “win,” not a win-win
Money & power are key
Be assertive; shake hands; avoid emotions
Expect "power plays," power tactics, a rights based discussion and positional bargaining
Challenging them may result in consequences.
Expect them to be loud and verbal, with a tendency to criticize and argue
They will be reluctant to make concessions.
They want to win because it "feels good" and that's what they do Slide74
Tips for
Feminine Culture
Be ready to stand your ground
Protect yourself; be competitive
Relationship may be less important than the “deal”
Women might need to defer to men
Speak up; be willing to interrupt
Be pro-active
“Think” as well as “feel”
They might just want to win for winning's sake.Slide75
How would you negotiate with a
Feminine
Culture
?Slide76
Negotiating with a
Feminine Culture
Use interest-based bargaining
Behave “win-win”
Try to not be competitive; be caring
They may support your goals (if possible)
“Separate the people from the problem.“
Seek a long-term relationship
Support the relationship
Engage in small talk; active listen them
They will be willing to offer concessions
Be mindful of the emotions involvedSlide77
Tips for
Masculine Culture
Tone down your behavior; be less competitive
Its negotiation - not war
Listen more
Reduce your posturing
Consider & allow some emotions
Seek harmony and a solution, not conflict
You don’t need to beat them to “win”
Both side need to win – especially if you want a second contractSlide78
4. Uncertainty Avoidance Index (UAI)
The degree to which people:
Take risks
Accept conflict and stress
Work without rulesSlide79
Uncertainty Avoidance
(risk taking)Slide80
Uncertainty avoidance
The extent to which members of a society tolerate the unfamiliar and unpredictable
Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict and resist changeSlide81
Uncertainty Avoidance
should not be confused with risk avoidance
says
Geert
Hofstede
but almost everyone talks as if they are the sameSlide82
High Uncertainty Avoidance
Risk avoiders who resist change
Feel threatened by unstructured or unknown situations
Motivated by the fear of failure
Has a need for structure and ritual in the negotiation
Expect technical specialists on the negotiating team
They will be wary of novel situations.
Precision and punctuality are important to them
They will seek precise instructions and detailed descriptions
They will seek harmony and to avoid conflict
Likely to be conservative & hesitant
Makes few changes or concessions in their proposals
Seen as rigid or paranoid
Refusal to consider alternatives, seen as bargaining "in bad faith.“
Motto: "Respect the law" Slide83
Low Uncertainty Avoidance
Risk takers who readily accept change
Take more and greater risks.
Motivated by the hope of success
Willing to "go for it"
Makes many proposals, especially at the negotiation table
Always pushing for changes
Seen as unprincipled, amoral, confusing, wild, untrustworthy and unreliable
May not plan muchSlide84
How would you negotiate with a
High
Uncertainty Avoiders?Slide85
Negotiating with
High Uncertainty Avoiders
Stick with the status quo
Persuade them with history
Establish ground rules, regulations, and controls
Expect a lot of rules, regulations, and controls
Use agendas, structure, and ritual in the negotiation
Be clear on expectations
Prepare for their technical specialists on the negotiating team
Expect resistance to novel proposals
Expect a long negotiation; they need to remove ambiguities
Build & demonstrate a good “track record” so they are comfortable
Present all the details
Provide precise instructions and detailed descriptions
Expect few concessions
Seek harmony and avoid conflict Slide86
Tips for
Low Uncertainty Avoiders
Consider standard agreements & contracts
Set up ground rules & agendas
Avoid risky proposals
Recognize that they might not share your willingness to take risks
Seek out a 3
rd
party they trust.
TOP is not likely to trust your proposalsSlide87
How would you negotiate with a
Low
Uncertainty Avoiders?Slide88
Negotiating with
Low Uncertainty Avoiders
Be more informal.
Propose something novel; they’ll like it
Brainstorm ideas
Consider the alternatives
Use generalists on your negotiating team
Be willing to take limited risks
Wait for them to propose the first concessions (good for both parties)Slide89
Tips for
High Uncertainty Avoiders
Loosen up. Just try it. Be flexible.
Be willing to "invent options,“
A little controlled risk could be helpful
Accept some risk
Contingent agreements & performance Ks
Recognize value & promise in novel ideas
Think creativelySlide90
5. Long Term Orientation (LTO)
The degree to which people:
Have a short- or long-term view of their work
Accept convention
Persevere with a job
Spend or investSlide91
Long Term OrientationSlide92
Long-Term v. Short-Term
Orientation
Long-term orientation cultures tend to respect thrift, high savings rates and perseverance, status and order in positions, sense of shame.
Short-term orientation cultures tend to respect social and status obligations regardless of cost and low levels of savings.Slide93
Long Term Orientation
Pragmatic, future-oriented perspective
“Sacrifice for the future”
Long term commitments
Focuses on long-term interests
(e.g., market share)
Great respect for tradition
Thrifty with high savings rate
Current situation is less important to them
Strong work ethic
Long term rewards are expected from today’s hard work
Build life-long personal relationships
Respect: thrift, perseverance, status, order, sense of shameSlide94
Short Term Orientation
Conventional, historic, short-term perspective
Focus on present
Change can occur more quickly
Efforts should produce quick results
Focuses on short-term interests (profits)
Seem to be irresponsible and waste money
A concern for saving faceSlide95
How would you negotiate with
Long Term
Orientation Cultures
?Slide96
Negotiating with
LTO Cultures
Expect "slow going“
Expect strong perseverance
Have a future focus
Expect future negotiation opportunities
Build long-term relationships
Demonstrate your long-term focus
Expect a strong work ethic.
Have great respect for tradition
Work with their extensive personal networks
Help them understand the current situation Slide97
Tips for
STO Cultures
Be patient.
It will take longer than you think
Think about tomorrow
Build long-term relationships
Consider future contracts while you negotiate this one
Think of your childrenSlide98
How would you negotiate with
Short Term
Orientation Cultures
?Slide99
Negotiating with
STO Cultures
Focus on today & the short term
Incorporate their immediate needs
Make it happen “right now”
Expect quick changes
Help them examine the "long run" and the consequences of a "quick win." Slide100
Tips for
LTO Cultures
Do not overlook present concerns
Try to move at a faster pace
Spend some money now to ensure a good future
Spend less time in relationship buildingSlide101
Power Distance
Hierarchy, Status
“Respect your elders” v. “We are all equal.” “Just call me John.”
Individualism-collectivism
“What’s in it for me?”
“How does my group look?”
Long-Term Orientation
However long it takes
Short term profitsSlide102Slide103Slide104
Greece vs other countries
Greece vs UK
Greece vs Germany
Greece vs Japan
Greece vs USASlide105
Greece vs UK
Slide106
Greece vs Germany
Slide107
Greece vs Japan
Slide108
Greece vs USA
Slide109
Hall’s Dimensions
Edward T. Hall was an anthropologist who made early discoveries of key cultural factors. In particular he is known for his high and low context cultural factors. Slide110
CONTEXT
HIGH VS LOW
In a high-context culture, there are many contextual elements that help people to understand the rules. As a result, much is taken for granted. This can be very confusing for person who does not understand the 'unwritten rules' of the culture. Much nonverbal communication
In a low-context culture, very little is taken for granted. Whilst this means that more explanation is needed, it also means there is less chance of misunderstanding particularly when visitors are present. Focus on verbal communication Slide111
Cultural Models
A way of Understanding
High Context Cultures
Process focused
Relationships built
over time
Group oriented
Hierarchy
Formality valued
Indirect communication style
Time polychronic
Low Context Cultures
Results (task) focused
Fast built relationships
Individually oriented
Equality
Informality valued
Direct communication style
Time monochronicSlide112
High Context Communication
Communication is indirect
Meaning is indirect, implied, and derived from the context
Difficult to hear/infer interests
Implied meanings arise from the setting/context
Non-verbals are very important
Lots of inferences need to be drawn
Words promote harmony
Conflict is avoided
Says "No" without using the word "No"
Linked to: Collectivism, Hierarchy, spiral logic Slide113
Low Context Communication
Words communicate information directly
Literal meanings independent of setting/context
Meaning is in the words; its clear
“Read my lips"
Conflict is OK
Says "No" easily
Linked to: individualism, Equality, Linear logic Slide114
Explicit & implicit communication
114
Low
Context
High
Context
Explicit
Communication
Implicit
Communication
Swiss
North Americans
Scandinavians
French
British
Italians
Germans
Latin Americans
Arabs
JapaneseSlide115
How would you negotiate with
High Context Communicators?Slide116
Negotiating with
High Context Communicators
Read between the lines
Don't take them literally; gather "clues"
Pay close attention to context & non-verbals
Ask for further clarification
Draw out their full ideas with questions
Ask them to be more direct
Face is very important
Don't challenge them; they may lose face
Explain that you do not fully understand;
Take time to build a good relationshipSlide117
Tips for
Low Context Communicators
Read between the lines; be sensitive to the non-verbals; assess the context
Don’t be too direct
Don't overwhelm them; be less aggressive
Soften your words when expressing disagreement
Tone down emotions
Engage in more "small talk"
Build relationships early Slide118
How would you negotiate with
Low Context Communicators?Slide119
Negotiating with
Low Context Communicators
Take their words at face value
No need to read between the lines
What you hear, is what you get
Communicate clearly and explicitly. Be "upfront"
Ask direct questions; share frank observations
Say "no" if you mean "no"
Avoid ambiguous expressions
Reframe their directness as helpful information
(not rudeness)
Listen & active listen
Be ready to negotiate at the first meeting
Handle some business over the phone or internetSlide120
Tips for
High Context Communicators
Don't assume they understand the larger context
Be more direct; don't be ambiguous
Say "no" if you mean "no"
Don't assume they can read your mind
They won't understand the nuances
Be ready to negotiate at the first meeting
Handle some business over the phone or internet
Use less relationship building time Slide121
Time
Monochronic vs Polychronic
Monochronic: doing one thing at a time. It assumes careful planning and scheduling and is a familiar Western approach that appears in disciplines such as 'time management'.Monochronic people tend also to be low context.Polychronic timeIn
Polychroni: human interaction is valued over time and material things, leading to a lesser concern for 'getting things done' -- they do get done, but more in their own time. Aboriginal and Native Americans have typical polychronic cultures, where 'talking stick' meetings can go on for as long as somebody has something to say. Polychronic people tend also to be high context. Slide122
Monochronic vs. Polychronic behavior
122
Monochronic
Polychronic
Time is crucial
Punctuality
Get to the point
A then B then C then D
Time is an asset
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, linear
Task & Relational, circularSlide123
SPACE
HIGH VS LOW TERRITORIALITY
Some people are more territorial than others with greater concern for ownership. They seek to mark out the areas which are theirs and perhaps having boundary wars with neighbors. This happens right down to desk-level, where co-workers may do battle over a piece of paper which overlaps from one person's area to another. At national level, many wars have been fought over boundaries. Territoriality also extends to anything that is 'mine' and ownership concerns extend to material things. Security thus becomes a subject of great concern for people with a high need for ownership. People high territoriality tend also to be low context
People with lower territoriality have less ownership of space and boundaries are less important to them. They will share territory and ownership with little thought. They also have less concern for material ownership and their sense of 'stealing' is less developed (this is more important for highly territorial people). People with low territoriality tend also to be high context.Slide124Slide125
Cultural CategoriesSlide126
Cultural TypesSlide127
Richard Lewis Quote
"Cultural behavior is the end product of collected wisdom, filtered and passed down through hundreds of generations as shared core beliefs, values assumptions, notions and persistent action patterns.
In other words, culture is a collective programming of the mind, which distinguishes the members of one human group from another."
Slide128
Which styles are represented in these extracts? (1)
I’m afraid I can’t fit a meeting in today. This morning is my weekly team meeting, Then I’ve planned two hours’ work on the budget. I could see you tomorrow at 11 o’clock, between a visitor who leaves at 10.45 and a scheduled lunch appointment Slide129
Which styles are represented in these extracts? (2)
Do come to the point. I need to get back with a decision by four o’clock. Slide130
Which styles are represented in these extracts? (3)
In the circumstances it would seem to be inappropriate to attribute more than a general description of those characteristics we will be seeking in our new employee. Slide131
Which styles are represented in these extracts? (4)
Don’t worry about the timing, just come when you’re ready. I have a few things going on at the moment, but I’m sure we can always squeeze in a discussion of your problem. Slide132
Example of High vs low context collision
When President George Bush went to Japan with Lee Iacocca and other American business magnates, and directly made explicit and direct demands on Japanese leaders, they violated Japanese etiquette. To the Japanese (who use high context language) it is considered rude and a sign of ignorance or desperation to lower oneself to make direct demands. Some analysts believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians.Slide133
Cross cultural blunders (1)
Having a poor understanding of the influence of cross cultural differences in areas such as management, PR, advertising and negotiations can eventually lead to blunders that can have damaging consequences.Slide134
Cross cultural blunders (2)
It is crucial for today's business personnel to understand the impact of cross cultural differences on business, trade and internal company organisation. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a break down in communication can occur. Slide135
Cross cultural blunders (3)
The need for greater cross cultural awareness is heightened in our global economies. Cross cultural differences in matters such as language, etiquette, non-verbal communication, norms and values can, do and will lead to cross cultural blunders.Slide136
Examples of cultural blunders in business/marketing (1)
Pepsodent tried to sell its toothpaste in Southeast Asia by emphasizing that it "whitens your teeth." They found out that the local natives chew betel nuts to blacken their teeth which they find attractive.
A company advertised eyeglasses in Thailand by featuring a variety of cute animals wearing glasses. The ad was a poor choice since animals are considered to be a form of low life and no self respecting Thai would wear anything worn by animals. Slide137
Examples of cultural blunders in business/marketing (2)
When Pepsico advertised Pepsi in Taiwan with the ad "Come Alive With Pepsi" they had no idea that it would be translated into Chinese as "Pepsi brings your ancestors back from the dead." Slide138
Examples of cultural blunders in business/marketing (3)
The day before the huge marketing campaign, Panasonic realised its error and pulled the plug. Why? The ads for the new product featured the following slogan:
"Touch Woody - The Internet Pecker." The company only realised its cross cultural blunder when an embarrassed American explained what "touch Woody's pecker" could be interpreted as! Slide139
In 2002,
Umbro
the UK sports manufacturer had to withdraw its new trainers (sneakers) called the Zyklon. The firm received complaints from many organisations and individuals as it was the name of the gas used by the Nazi regime to murder millions of Jews in concentration camps.
Sharwoods
, a UK food manufacturer, spent £6 million on a campaign to launch its new 'Bundh' sauces. It received calls from numerous Punjabi speakers telling them that "bundh" sounded just like the Punjabi word for "arse". Slide140
Honda
introduced their new car "Fitta" into Nordic countries in 2001. If they had taken the time to undertake some cross cultural marketing research they may have discovered that "fitta" was an old word used in vulgar language to refer to a woman's genitals in Swedish, Norwegian and Danish. In the end they renamed it "Honda JazzSlide141
The “worldwide local bank” -HSBCSlide142
Consequently, the implications of national culture on organizational structures and how “things are done” may influence…
Meetings
Decision making process
Problem solving
Delegating
Team working
Motivating
NegotiatingSlide143
One needs to remember…
It’s important to keep an open mind in large multinational organizations
To communicate effectively with others in the group
To actively listen to others
To be good at picking up differences and respecting themSlide144
The overall aim is to
Develop intercultural awareness and skills to enable one to work effectively with people form different culturesSlide145
Conclusion
With an understanding of various communication characteristics among cultures, we are better able to get along both personally and professionally with other cultures; we will be able to foresee how they are likely to react in various situationsSlide146
Richard Lewis Quote
"Cultural behavior is the end product of collected wisdom, filtered and passed down through hundreds of generations as shared core beliefs, values assumptions, notions and persistent action patterns.
In other words, culture is a collective programming of the mind, which distinguishes the members of one human group from another."
Slide147
Thank YouSlide148
Sources
http://www.crossculture.com/services/cross-culture/
http://docs.google.com/viewer?a=v&q=cache:rY5pQ5329usJ:faculty.fuqua.duke.edu/ciber/ice/Cross%2520Culture
http://www.best-career-match.com/cross-cultural-communication.html