Chapter 3 Communicating Across Cultures Business Communication Process

Intercultural Skills in the New Workplace Importance of Intercultural Skills Characteristics of Culture Dimensions of Culture Savvy Intercultural Communication Ethics and Diversity Mary Ellen Guffey, Business Communication: Process and Product, 6 e 2

The Importance of Intercultural Communication Global Markets Global Connectivity Intercultural Workforce Mary Ellen Guffey, Business Communication: Process and Product, 6 e 3

Intercultural Communication Matters § Mergers, acquisitions, and Global buyouts stir growth Markets beyond national boundaries. § American companies in global markets must adapt to other cultures. § New trade agreements, declining domestic markets, and middle-class growth drive global 4 Mary Ellen Guffey, Business Communication: Process and markets. Product, 6 e

Intercultural Communication Matters § Advances in logistics and transportation reduce Global distances. Connectivity § Information technology has changed they way we do business. § The Internet permits instant communication across time zones and continents. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 5

Intercultural Communication Matters Intercultural Workforce § Immigration makes intercultural communication increasingly necessary. § Business communicators must learn to adapt to an intercultural workforce. § Multinational companies and diversity at home require culturally savvy workers. 6 Mary Ellen Guffey, Business Communication: Process and Product, 6 e

Characteristics of Culture Learned behavior Dynamic and evolving Inherently logical Culture Visible and invisible Shapes us and our community Mary Ellen Guffey, Business Communication: Process and Product, 6 e 7

How We Form Judgments Stereotype Oversimplified behavioral pattern applied uncritically to groups Mary Ellen Guffey, Business Communication: Process and Product, 6 e 8

How We Form Judgments Prejudice Rigid attitude based on erroneous beliefs or preconceptions Mary Ellen Guffey, Business Communication: Process and Product, 6 e 9

How We Form Judgments Prototype Mental representation based on characteristics that are flexible and open to new definitions Mary Ellen Guffey, Business Communication: Process and Product, 6 e 10

How We Form Judgments Question 1: Why is it important to make generalizations in describing cultural prototypes? Mary Ellen Guffey, Business Communication: Process and Product, 6 e 11

How We Form Judgments Question 2: Are all generalizations invalid? Mary Ellen Guffey, Business Communication: Process and Product, 6 e 12

Comparing U. S. and Foreign Views How Many U. S. Persons How Many Foreigners View Themselves U. S. Persons Informal, friendly, casual Egalitarian Direct, aggressive Efficient Goal- and achievementoriented Profit-oriented Resourceful, ingenious Individualistic, progressive Dynamic, identify with work Enthusiastic, prefer hard sell Open Undisciplined, too personal Insensitive to status Blunt, rude, oppressive Opportunistic, obsessed with time Promise more than they deliver Materialistic Deals more important than people Self-absorbed Driven Deceptive, fearsome Weak, untrustworthy Mary Ellen Guffey, Business Communication: Process and Product, 6 e 13

Dimensions of Culture Context Time Orientation Communication Style Individualism Culture Formality Mary Ellen Guffey, Business Communication: Process and Product, 6 e 14

Dimensions of Culture: Context High-context cultures tend Context Low-context cultures tend to be logical, linear, and action-oriented. to be relational, collectivist, intuitive, and contemplative. Japan, China, Arab countries North America, Germany, Scandinavia Mary Ellen Guffey, Business Communication: Process and Product, 6 e 15

Dimensions of Culture: Individualism High-context cultures tend to prefer group values, duties, and decisions. Individualism Low-context cultures tend to prefer individual initiative, self-assertion, and personal achievement. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 16

Dimensions of Culture: Formality Some cultures may prefer greater formality in dress, speech, and social interaction. Formality North Americans place less emphasis on tradition, ceremony, and social rules. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 17

Dimensions of Culture: Communication Style High-context cultures rely on nonverbal cues and the total picture to communicate. Meanings are embedded at many sociocultural levels. Communication Style Low-context cultures emphasize words, straightforwardness, and openness. People tend to be informal, impatient, and literal. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 18

Dimensions of Culture: Time Orientation Time is seen as unlimited and never-ending in some cultures. Relaxed attitude toward time. Time Orientation Time is precious to North Americans. Correlates with productivity, efficiency, and money. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 19

High-Context and Low. Context Cultures High Context Japanese Arab Latin American Spanish English Italian French North American Scandinavian German Swiss HIGH-CONTEXT § Relational CULTURES § Collectivist § Intuitive § Contemplative LOW-CONTEXT § Logical CULTURES § Linear § Individualistic § Action-oriented Low Context Mary Ellen Guffey, Business Communication: Process and Product, 6 e 20

Cultural Contrasts in Written Business Communication American Cultural Provide Objectives information Opening Body State objective directly Present facts and plans of action, direct approach Japanese Seek information, offer proposal Offer thanks, apologize Pose questions, solicit information Mary Ellen Guffey, Business Communication: Process and Product, 6 e Arab Exchange information Issue personal greeting Provide background data, use indirect approach 21

Cultural Contrasts in Written Business Communication American Japanese Persuasi on tools Immediate gain or loss of opportunity Waiting Style Urgency, short sentences Affirmative, specific requests Modesty, minimize position Maintain harmony, future relationship Politeness, indirectness, relationship Closing Cultural values Efficiency, directness, action Mary Ellen Guffey, Business Communication: Process and Product, 6 e Arab Personal connection, future opportunity Elaborate expression Future relationship, personal greeting Status, continuation, recognition 22

Proverbs Reflect Culture U. S. Proverbs § He who holds the gold makes the rules. § Waste not, want not. § The early bird gets the worm. § If at first you don’t succeed, try again. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 23

Proverbs Reflect Culture Chinese Proverbs § A man who waits for a roast duck to fly into his mouth must wait a very, very long time. § A man who says it cannot be done should not interrupt a man doing it. § Give a man a fish, and he will live a day; give him a net, and he will live a lifetime. 24 Mary Ellen Guffey, Business Communication: Process and Product, 6 e

Proverbs Reflect Culture Other Proverbs § No one is either rich or poor who has not helped himself to be so. (German) § Words do not make flour. (Italian) § Wealth that comes in at the door unjustly, goes out at the windows. (Egyptian) Mary Ellen Guffey, Business Communication: Process and Product, 6 e 25

Achieving Intercultural Proficiency Applying the norms of one’s culture, expecting that others will act the way we do. The belief in the superiority of one’s own race and culture Ethnocentrism © Maciej Frolow / Brand X Pictures/ Jupiterimages Mary Ellen Guffey, Business Communication: Process and Product, 6 e 26

Achieving Intercultural Proficiency § Takes a The belief in the superiority of one’s own race and culture Overc ethno oming centr ism conscious effort § Leads to more satisfying relationships § Makes work life more productive and gratifying © Maciej Frolow / Brand X Pictures/ Jupiterimages Mary Ellen Guffey, Business Communication: Process and Product, 6 e 27

Bridging the Gap Between Cultures Practice § Tolerance § Openmindedness § Empathy See the world through another’s eyes Mary Ellen Guffey, Business Communication: Process and Product, 6 e 28

Bridging the Gap: Saving Face Respect the image a person holds in his or her social network. In high-context cultures opt for indirectness to help preserve harmony. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 29

Bridging the Gap: Patience Be patient § Wait and listen § Embrace silence Recognize the effort non-native speakers are making Mary Ellen Guffey, Business Communication: Process and Product, 6 e 30

Or M Improving Intercultural ess al ag e Communication s § Learn foreign phrases. § Check frequently for § Use simple English. § Speak slowly and enunciate clearly. § Observe eye messages. § Encourage accurate feedback. § § comprehension. Accept blame. Listen without interrupting. Smile when appropriate. Follow up in writing. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 31

Wr Improving Intercultural Messitten ag e Communication s § Consider local formats. § Strive for clarity. § Observe titles and § Use correct grammar. rank. § Cite numbers carefully. § Use short sentences § Accommodate reader and short paragraphs. in organization, tone, § Avoid ambiguous and style. expressions. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 32

Making Ethical Decisions Across Borders § § § Broaden your view of other cultures. Avoid reflex judgments. Find alternatives. Refuse business if options violate your basic values. Conduct all business openly. § Resist lawful but unethical strategies. Don’t rationalize shady decisions. Mary Ellen Guffey, Business Communication: Process and Product, 6 e 33

Capitalize on Workplace Diversity § Seek training. § Understand the value of differences. § Don’t expect conformity. § Learn about your cultural self. § Make fewer assumptions. § Build on similarities. © Banana. Stock / Jupiterimages Mary Ellen Guffey, Business Communication: Process and Product, 6 e 34

End Mary Ellen Guffey, Business Communication: Process and Product, 6 e 35 Ch. 3, Slide 35