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    ee 68 Parll_~—_Understanding the Foundations of Business Communication Intercultural communication allows the transfer of information between people whose cultural backgrounds Jead them to interpret verbal and rronverbal signa diferent Advances in technology help ‘companies cross national borders to find customers, materials, and money, which leads to market UNDERSTANDING THE IMPORTANCE OF COMMUNICATING ACROSS CULTURES Like Target, more and more companies are facing the challenges of communicating. actoss cultures. Intercultural communication is the process of sending and receiving messages between people whose cultural background leads them to interpret verbal. and nonverbal signs differently, Two trends contributing to the rapidly increasing. importance of intercultural communication in the workplace are market globaliza- tion and the multicultural workforce The Global Marketplace Market globalization is the increasing tendency of the world to act as one market, This trend is being driven by technological advances in travel and telecommunications. For instance, new communication technologies allow teams from all over the world to work on projects and share information without leaving their desks. Advanced tech- nologies also allow manufacturers to produce their goods in other countries that offer an abundant supply of low-cost labor Natural boundaries and national borders have disappeared as more and more domestic markets open to worldwide competition and as businesses look for new growth opportunities for their goods and services. Companies such as Target understand that to be successful in the global market- place, they must minimize cultural and language barriers with customers. Outdoor equipment retailer REI uses custom-designed international websites that recognize and accommodate cultural differences. Similarly, UPS has expanded its web-based tracking services so that customers in 13 European countries can check—in their Lr cs & Bee RNY Pbpomrena lee Ser gabe Shey beh & Feat 295 421 5 arn is Ag! OMA ROR When Recreational Equipment Inc. (REI) noticed many orders were ‘coming from Japan, the company hired native speakers to develop a site for that country that adjusts the graphics as well as the words. For example, when an item is out of stock, the site cisplays a graphic of someane politely bowing, Ghoper3 Communicating Interculturally 69 own language—to see whether packages have reached their destinations around the world. (Visit getcustoms.com/articles html for numerous articles on doing business in various countries around the world.) But you need not “go global” or launch a website to interact with someone who Tobe succes inthe global speaks another language or who thinks, acts, or transacts business differently than marietplace, you must minimize you do.° Even if your company transacts business locally, chances ate you will be cultural and language bares. communicating at work with people who come from various national, religious, and. ethnic backgrounds The Multicultural Workforce The United States is the most demographically diverse country in the world* Estimates project that by 2010, minorities will account for 50 percent of the U.S. pop- ulation. Hispanics will make up about 24 percent; African Americans, 14 percent. Asian Americans, 8 percent; and Native Americans, 1 percent. Moreover, half of all Rew USS. workers will be immigrants (new arrivals from Aftica, Asia, Canada, Europe, India, Latin America, and elsewhere). Thus, today’s workforce is increasingly made up of people who differ in language, race, gender, age, culture, family structure, reli sion, and educational background. Such cultural diversity is the second trend con A companys cultural vers aets ‘ributing to the importance of intercultural communication. It affects how business how its business messages are ‘messages are conceived, planned, sent, received, and interpreted in the workplace. otceived, composed, delivered Managing this changing mix of ages, faces, values, and views is becoming ™tved. and interpreted increasingly difficult. Supervisors like Targets Rafael Rodriguez must be able to com- municate with and motivate these diverse employees while fostering cooperation and harmony among them. To communicate successfully with people around the world and within your organization, you must be sensitive to cultural differences. IMPROVING INTERCULTURAL SENSITIVITY Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. You belong to several cultures. The most obvious is the culture you share with all the people who influenced you as you grew up in your own family, community, and county. In addition, you belong to subcultures, other distinct groups that exist within a major culture— including an ethnic group, probably a religious group, and pethaps a profession that has its own special lan- guage and customs. In the United States subcultures include Mexican Americans, Mormons, wrestling fans, Russian immigrants, disabled individuals, Harvard graduates, and uncountable other groups As you can imagine, culture strongly affects com- munication, Members of a culture have similar assump- tions about how people should think, behave, and communicate, and they tend to act on those assump- tions in much the same way. You learn culture directly and indirectly from other members of your group. AS you grow up in a culture, group members teach you who you are and how best to function in that culture Sometimes you are explicitly told which behaviors are Putting more people of various ethnicities on the floor—and in acceptable; at other times you learn by observing which executive positions—is commonplace for Wal-Mart, which wos values work best in a particular group. This multiple feet ranked by Fortune magatine ss one of Amoricns 50 best. ‘companies for Asian, African, and Hispanic Americans. This diverse pesmning format ensures that culture is passed on from ” | Slt Or wal uirei esa’ conte eal pe uaa erson to person and from generation to generation.© being sensitive to others’ cultures. Pe 9 70 Pari! Understanding the Foundations of Business Communication To better understand culture, ‘remember that culture is learned and thar it varies in stability, complexity ‘and tolerance. -Ethnocentrism isthe tendency to judge all other groups according to ‘one’ own group’ standards, behaviors, and customs and to see ‘ther groups as inferior by comparison. Elective intercultural ‘communication depends on recognizing ways in which people difer Cultural contest is the pattern of physical cues, environmental stimuli, and implicit understanding that conveys meaning between members of the same culture. High-context cultures rely on ‘implicit nonverbal actions and environmental setting lo convey ‘meaning, unlike low-context cultures, which rely heavily on explicit verbal communication, Low-context cultures emphasize quick, efficient decisions on major points, leaving the details to be ‘worked out later; however, high: context cultures encourage lengthy decision making, with concentration, ‘on every deta Needless to say, the world does not fall into neat and tidy categories. Although some places tend to be fairly homogeneous, having few subcultural groups, other places are heterogeneous, having many subcultural groups. In the United States, for example, many subcultural groups retain their own identity and integrity, adding 10 the complexity of the culture in general, Generalizing about values and behaviors in such heterogeneous societies is certainly difficult, but some generalization is possible.” From group to group, cultures differ widely in more than just language and ‘gestures, Cultures vary in how quickly or easily they change. They differ in thetr degree of complexity and in their tolerance toward outsiders. All these differences affect the level of trust and open communication that you can achieve with the peo- ple who belong to these various cultures. To improve your ability to communicate effectively across cultures, first be able to recognize cultural differences and then make sure you can overcome your own ethnocentrism—your tendency to judge all other groups according to your own groups standards, behaviors, and customs, When making such comparisons, people 100 often decide that their own group is superior:® When you write to or speak with someone from another culture, you encode your message using the assumptions of your own culture. However, members of your audience decode your message according to the assumptions of their culture, so your meaning may he misunderstood, The greater the difference between cultures, the greater the chance for misunderstanding.® For example, exhibitors at a trade show couldn't understand why Chinese visitors were passing by their booth with- ‘out stopping, The exhibitors were wearing green hats and giving them away as pro- motional items. They discovered, however, that many Chinese people associate green hats with infidelity; the Chinese expression “He wears a green hat” indicates that a man’ wife has been cheating on him, As soon as the exhibitors discarded the green hats and began giving out T-shirts instead, the Chinese attendees started vis- iting the booth. '° Such problems arise when people assume, wrongly, that others’ attitudes and lives ane like their own, Asa graduate of one intercultural training program said, “I used to think it was enough to treat people the way I wanted to be treated, But [after taking the course] ... [realized you have 10 treat people the way they want to be treated."!t You can increase your intercultural sensitivity by recognizing and accommodating, four main types of cultural differences: contextual, ethical, social, and nonverbal Contextual Differences One of the ways people assign meaning to a message is according to cultural context, the pattem of physical cues, environmental stimuli, and implicit understanding that convey meaning between two members of the same culture. However, from culture to culture, people convey contextual meaning differ- ently. In fact, correct social behavior and effective communication can be defined by how much a culture depends on contextual cues (see Table 3-1) Ina high-context culture such as South Korea or Taiwan, people rely less on ver- bal communication and more on the context of nonverbal actions and environmental setting to convey meaning. A Chinese speaker expects the receiver to discover the essence of a message and uses indirectness and metaphor to provide a web of mean- ing.!? In high-context cultures, the rules of everyday life are rarely explicit; instead, as individuals grow up, they learn how to recognize situational cues (such as gestures, and tone of voice) and how to respond as expected.3 Ina low-context culture such as the United States or Germany, people rely more on verbal communication and less on circumstances and cues to convey meaning, An English speaker feels responsible for transmitting the meaning of the message and Ghopter3 Communicating Interculturally 71 SRL NOG OET UI ROU ee Utell Table 3-1 In Low-Context Companies _ In High-Context Companies Executive offices are separate with controlled access. Executive offices are shared and open to all Workers rely on detailed background information. Workers do not expect or want detailed information, Information is highly centralized and controlled Information is shared with everyone. Objective data are valued over subjective relationships. Subjective relationships are valued over objective data. Business and social relationships are discrete. Business and social relationships overlap ‘Competence is valued as much as position and status Position and status are valued much more than competence. Meetings have fixed agendas and plenty of advance notice. Meetings are often called on short notice, and key people always accept. Ss eo e Ss oe ee a y ofien places sentences in chronological sequence to establish a cause-and-effect pat- tern." In a low-context culture, rules and expectations are usually spelled out through explicit statements such as “Please wait until I'm finished” or “You're wel- icome to browse."!> Contextual differences alfect the way cultures approach situations such as deci- sion making, problem solving, and negotiating: * Decision making. In lower-context cultures, businesspeople try to teach deci- sions quickly and efficiently. They are concerned with reaching an agreement on the main points, leaving the details to be worked out later by others. However, in a higher-context culture such as Greece, executives assume that anyone who ignores the details is being evasive and untrustworthy. They believe that spending, time on each little point is a mark of good faith. + Problem solving. Low-context US. executives typically enjoy confrontation and Low-context cultures encourage debate, unlike high-context Japanese executives who may use a third party 10 open disagreement, whereas high- avoid the unpleasant feelings that might result from apen conflict. Chinese execu- context cultures avoid confrontation tives also try to prevent public conflict by avoiding proposal-counterproposal "4 4ebate. methods. Chinese team members cannot back down from a position without los- ing face, so trying to persuade them to do so will ruin the relationship. * Negotiating. Low-context Canadian and German negotiators tend to view nego- Low-context cultures view tiations as impersonal, setting their goals in economic terms and trusting the other negotiations impersonally an focus party, at least at the outset. However, high-context Japanese negotiators prefer a 1 economic goals, whereas high= more sociable negotiating atmosphere, one conducive to forging personal ties as Sa the basis for trust. They see immediate economic gains as secondary to establish- avon psd a sociable ing and maintaining a long-term relationship! oo ee Legal and Ethical Differences Cultural context also influences legal and ethical dehavior. For example, because people in low-context cultures value the written word, they consider written agreements binding and tend to adhere to laws strictly. 72 Pall Understanding the Foundations of Business Communication, Low context cultures tend to value Wweltten agreements and imerpret lavis strictly, whereas high-context cultures value petsonal pledges abowe contracts and view laws as being more flexible Ethical choiees can he even more complicated when communicating across cultures; for example, the bribing of oficalsis viewed dlfferently from culture to culture Keep your intercultural messages ethical by seeking common ground, ‘withholding judgment, being honest, and respecting dillerences, Formal rules oferiquette are explictt. and well defined, but informal rules are leamed through observation and People from the United States empaasize hard work, material success, and efficiency more than people in some other countries do. Caleare determines the roles people play in society But high-context cultures put less emphasis on the written word; they consider per- sonal pledges more important than contracts and view laws as flexible.!7 As you conduct business around the world, you'll find that legal systems differ from culture to culture. In the United Kingdom and the United States, someone is presumed innocent until proven guilty, a principle rooted in English common law. However, in Mexico and Turkey, someone is presumed guilty until proven innocent, a principle rooted in the Napoleonic code.!* These distinctions can be particularly important if your firm must communicate about a legal dispute in another country. ‘As discussed in Chapter 1, making ethical choices can be difficult enough within your own culture. But what does it mean for a business to do the right thing in Thailand? Africa? Norway? What happens when a certain behavior is unethical in the United States but an accepted practice in another culture? For example, in the United States, bribing officials is {egal, but Kenyans consider paying such bribes a part of life. To get something done right, they pay kitu kidogo (or "something small”). In China, businesses pay huilu, in Russia they pay vzyatka, in the Middle East it’s baksheesh, and in Mexico its una mordida (a small bite"). Making ethical choices across cultures can seem incredibly complicated, but doing so actually differs litle from the way you choose the most ethical path in your own culture (see Chapter 1). Keep your intercultural messages ethical by applying four basic principles:*” * Actively seek mutual ground. Both parties must he flexible and avoid insisting that an interaction take place strictly in terms of one culture or another. + Send and receive messages without judgment. Both parties must recognize that values vary from culture to culture, and they must trust each other. + Send messages that are honest. Both parties must see things as they are—not as they would like them to be—and must be fully aware of their personal and cul- tural biases. + Show respect for cultural differences. Both parties must understand and acknowledge the others needs and preserve each other’ dignity. Social Differences In any culture, rules of social etiquette may be formal or informal. Formal rules are the specifically taught do's and don'ts of how to behave in ‘common social situations, such as table manners at meals, When formal rules are vio- lated, members of a culture can explain why they feel upset. In contrast, informal social rules are more difficult to identify and are usually learned by watching how people behave and then imitating that behavior. Informal nules govern how males and females are supposed to behave, when it is appropriate to use a person’ first name, and so on. When informal rules are violated, members of a culture are likely to feel uncomfortable, although they may not be able to say exactly why.2! Such infor mal rules are apparent in the way members value wealth, treat social roles, recognize status, define manners, and think about time + Attitude toward materialism. Although people in the United States have many different religions and values, the predominant USS. view is that material comfort (earned by individual effort) is an important goal and that people who work hard are more admirable than those who don't. But other societies condemn such mate- rialism, and some prize a more carefree lifestyle: Each year U.S. workers spend some 300 mote hours on the job than many Germans and 60 more than their Japanese peers (see Figure 3-1), * Roles, Culture dictates who communicates with whom, what they say, and in what way. For example, in some countries, women ate not taken seriously as busi- nesspeople. In modern western Europe, women can usually behave as they would in the United States. However, they should be more cautious in Latin America and Ghopte3 Communicating Intercultrally 73 } | FIGURE 3-1 | ‘Working Hours Vary from | Culture to Culture United States Switzerland United Knee Ey France | traly | | | Eastern Germany | | ance as | | | | | |} 1,450 1,500 1,550 1,600 1,650 1,700 1,750 1,800 1,850 1,900 1,950 ‘Annual working hours eastern Europe, and they should be extremely cautious in the Middle East and East Asia.2? Status. Culture also dictates how people show respect and signify rank. For Respect and rank are rellected example, people in the United States show respect by addressing top managers _ierenly from culture to culture as “Mr. Roberts” or “Ms. Gutierrez.” However, people in China show respect by using official titles, such as “President” or “Manager."2? Also, a U.S. executive's rank may be reflected by a large comer office, deep carpets, and expensive acces- sories. But high-ranking French executives sit in an open area, surrounded by lower-level employees, And in the Middle East, business is conducted in cramped and modest quarters, while fine possessions are reserved for the home. + Manners. Asking an employee “How was your weekend?” is a common way to The iles of polite behavior vary make small talk in the United States, but the question is intrusive in cultures — from country to country. where business and private life are kept separate. In Arab countries taking gifts to a man’ wife is impolite, but taking gifts to his children is acceptable. In Germany giving a woman a red rose is a romantic invitation. In India, if invited to visit someones home “any time,” you should make an unexpected visit without waiting for an invitation. Failure to do so would be an insult. Time. German and U.S. executives see time as a way to plan the business day effi- Although businesspeople in the ciently; they focus on only one task during each scheduled period and view time United States, Germany, and some as limited. However, executives from Latin America and Asia see time as more flex- other nations see time asa way to ible. Meeting a deadline is less important than building a business relationship, So ovetiss the business day efficient, the workday is not expected to follow a rigid, preset schedule 2+ ae Sra ea ee Nonverbal Differences _As discussed in Chapter 2, nonverbal communication is _ Nonverbal communication is relisble extremely reliable in ascertaining meaning. However, that reliability is valid only _oniy within the same culture ‘when communicators belong to the same culture. Nonverbal elements are appatent {in attitudes toward personal space and in body language + Concepts of personal space. People in Canada and the United States usually Culture defines the amount of stand about five feet apart during a business conversation. However, this distance personal space that people fel is uncomfortably close for people from Germany or Japan and uncomfortably far comfortable sharing for Arabs and Latin Americans. Thus, a Canadian manager may react negatively (without knowing exactly why) when an Arab colleague moves closer during their conversation. And the Arab colleague may react negatively (again, without know- ing why) when the Canadian manager backs away. 74 Part! Understanding the Foundations of Business Communication The same gesture ean have differen: ‘meanings from culture to culture Recognition of cultural differences rust be followed by the sincere atiempt to accommodate tho: dlfecences, IBM corporate workforce diversity staff is sensitive to cultural differences, both inside and outside the company. * Use of body language. Don't assume that someone from another culture who speaks your language has mastered your culture's body language. For example, people in the United States and Canada say no by shaking their heads back and forth, people in Bulgaria nod up and down, and people in Japan move their right hand. People from another culiure may misread an intentional nonverbal signal, overlook the signal entirely, or assume that a meaningless gesture is sig- nificant. For example, an Egyptian might mistakenly assume that a Westerner ‘who exposes the sole of his or her shoe is offering a grave insult.2? Recognizing cultural differences is only the first step in improving your inter- cultural communication. To achieve intercultural sensitivity, be sure to balance cultural awareness with cultural flexibility. To accommodate cultural differences without judging them, do your best to overcome the human tendency toward ethnocentrism. Overcome Ethnocentrism When communicating across cultures, your effectiveness depends on maintaining an open mind. Unfortunately, many people lapse into ethnocentrism. They lose sight of the possibility that their words and actions can be misunder- stood, and they forget that they are likely to misinterpret the actions of others. When you first begin to investigate the culture of another group, you may attempt to understand the common tenden- cies of that group's members by stereotyping—predicting individuals’ behaviors or character on the basis of theit membership in a particular geoup or class. For example Japanese visitors often stereotype people in the United States as walking fast, being wasteful in utilizing space, speaking directly, asking too many questions in the classtoom, not respecting age and status, lacking discipline, and being extravagant.26 Although stereotyping may be useful in the beginning, the next step is to move beyond the stereotypes to relationships with real people. Unfortunately, when ethnocentric people stereotype, they tend to do so on the basis of limited, general, or inaccurate evidence. They frequently develop biased atti tudes toward the group, and they fail to move beyond that ini- tial step” So instead of talkking with Abdul Karhum, unique fa inmottont goal for sof enter ie crave office human being, ethnocentric people are talking to “an Arab,” communication among co-workers and with customers by They may believe that all Arabs are, say, hagglers, so Abdul helping fellow employees recognize and graw beyond their Karhum's personal qualities cannot alter such preconceptions. ‘own ethnocentrism: Stereotyping isthe attempt categorize individuals by trying to predict their behavior or character ‘on the basis oftheir membership in a particular group, ‘You can overcome ethnocentrism by acknowledging distinctions, avoiding assumptions, and avoiding judgments, His every action is forced to fit the preconceived image, even if that image is wrong To overcome ethnocentrism, follow a few simple suggestions: + Acknowledge distinctions. Don’ ignore the differences between another person's culture and your own. + Avoid assumptions. Dont assume that others will act the same way you do, that they will operate from the same assumptions, or that they will use language and symbols the same way you do + Avoid judgments. When people act differently, don't conclude that they are in error, that their way is invalid, or that their customs are inferior to your own. Ghopler3 Communicating Interculturally 75 At Target, Rafael Rodriguez has noticed that in many cases both parties in an ‘intercultural exchange are guilty of ettmocentrism and prejudice. Little wonder, then, that misunderstandings arise when communicating across cultures IMPROVING COMMUNICATION ACROSS CULTURES Once you can recognize cultural elements and overcome ethnocentrism, you're ready to focus directly on your intercultural communication skills. To communicate more effectively with people from other cultures, you need to study those cultures, over- come language barriers, and develop effective intercultural communication skills, both written and oral. Study Other Cultures Learning all you can about a particular culture is a good way to figure out how to send and receive intercultural messages effectively. Read books and articles about these cultures, and talk to people who have done business with members of these eultures. Concentrate on learning something about each culture’ history, religion, politics, values, and customs. Find out about a country’s subcultures, especially its business subculture, and any special rules or protocol. You can visit websites such as onlineedition.culturegrams.com/world/index.himl to pick up quick facts about a par- ticular country’ history, people, customs, lifestyle, and more. “In dealing with American businesspeople,” says Y. A. Cho, chief operating offi- cer of Korean Airlines, “I'm amazed at how naive most are about other cultures and the way that others do business.”2® Something as simple as a handshake diflers from culture to culture, For example, in Spain a proper handshake must last five to seven. strokes, and pulling away too soon may be interpreted as rejection. However, in France the preferred handshake is only a single stroke. In Arab countries, you'll insult your hosts if you turn down food, drink, or hospitality of any kind. But don't accept too quickly, either. A polite refusal (such as “I don't want to put you to any trouble”) is expected before you finally accept The “Checklist: Doing Business Abroad” can help you start your investigation of another culture, However, don't expect to ever understand another culture com- pletely. No matter how much you study German culture, for example, you'll never be a German or share the experiences of having grown up in Germany, The trick is to learn useful general information while remaining aware of and open to variations and individual differences. Then you'll be ready to communicate more effectively by fol- Towing these tips? + Assume differences until similarity is proved. Don't assume that others are more similar to you than they actually are. + Take responsibility for communication. Don't assume its the other person's job to communicate with you. + Withhold judgment. Lear to listen to the whole story and accept differences in others without judging them. + Show respect. Learn how respect is communicated in various cultures (through gestures, eye contact, and so on). + Empathize, Before sending a message, put yourself in the receiver’ shoes, Imagine the receiver’ feelings and point of view. + Tolerate ambiguity. Learn to control your frustration when placed in an unfamil- iar of confusing situation. Leaming as much as possible about another culture will enhance your ability to communicate with its members. People from the United States are ‘often uninformed about the customs of other cultures. You cant expect 1o understand another culture as completely as someone bom co that culture. 16 Patt Understanding the Foundations of Business Communication Doing Business Abroad ¥ What information media are important? Who controls. them? ¥ sit appropriate to talk politics in social or business situations? Understand Social Customs ¥ How do people react to strangers? Are they friendly? Hostile? Reserved? ¥ How do people greet each other? Should you bow? Nod? Shake hands? How are names used during introductions? Y What are the attitudes toward touching people? ¥ How do people express appreciation for an invitation to lunch or dinner or to someone's home? Should you bring a gift? Send flowers? Write a thank-you note? / How, when, and where are people expected to sit in social and business situations? ¥ Are any phrases, facial expressions, or hand gestures considered rude? How close do people stand when talking? / How do you attract the attention of a waiter? Do you tip the waiter? ¥ When is it rude to refuse an invitation? How do you refuse politely? ¥ What are the acceptable patterns of eye contact? ¥ What gestures indicate agreement? Disagreement? Respect? ¥ What topics may or may not be discussed in a social setting? In a business setting? How is time perceived? ¥ What are the generally accepted working hours? v How do people view scheduled appointments? Learn About Clothing and Food Preferences ¥ What occasions require special clothing? What colors are associated with mourning? Love? Joy? ¥ Are some types of clothing considered taboo for one gender or the other? ¥ What ate the attitudes toward human body odors? Are deodorants or perfumes used? ~ How many times a day do people eat? 7 How are hands or utensils used when eating? / What types of places, food, and drink are appropriate for business entertainment? Y Where is the seat of honor at a table? Assess Political Patterns Y How stable is the political situation? Does it affect businesses in and out of the country? ¥ How is political power manifested? Military power? Economic strength? Y What are the traditional government institutions? ¥ What channels are used for expressing official and unofficial political opinion? Understand Religious and Folk Beliefs ¥ To which religious groups do people belong? Y How do religious beliefs influence daily activities? ¥ Which places, objects, and events are sacred? ¥ Is there a tolerance for minority religions? / How do religious holidays affect business and government activities? ¥ Does religion affect attitudes toward smoking? Drinking? Gambling? Y/ Does religion require or prohibit eating specific foods? At specific times? / Which objects or actions portend good luck? Bad luck? Learn About Economic and Business Institutions Y Isthe society homogeneous? ¥ What minority groups are represented? What languages are spoken? ¥ Do immigration patterns influence workforce ‘composition? ¥ What are the primary resources and principal products? ¥ What vocational/technological training is offered? ¥ What are the attitudes toward education? Y Are businesses generally large? Family controlled? Government controlled? V Is it appropriate to do business by telephone? By fax? By e-mail? ¥ Do managers make business decisions unilaterally, or do they involve employees? ¥ How are status and seniority shown in an organization? In a business meeting? Must people socialize before conclucting business? Appraise the Nature of Ethics, Values, and Laws ¥ Is money or a gift expected in exchange for arranging business transactions? ¥ What ethical or legal issues might affect business transactions? / Do people value competitiveness or cooperation? Y What are the attitudes toward work? Toward money? ¥ Is politeness more important than factual honesty? Y What qualities are admired in a business associate? Look beyond the superficial. Don't be distracted by things such as dress, appear- ance, or environmental discomforts Be patient and persistent. If you want to communicate with someone from another culture, don't give up easily. Recognize your own cultural biases. Learn to identify when your assumptions are different from the other person’. Be flexible. Be prepared to change your habits and attitudes when communicating with someone from another culture Emphasize common ground. Look for similarities to work from, Send clear messages. Make both your verbal and nonverbal signals clear and consistent, Deal with the individual. Communicate with each person as an individual, not as a stereotypical representative of another group. Learn when to be direct. Investigate each culture so that you'll know when to send your message in a straightforward manner and when to be indirect. Treat your interpretation as a working hypothesis. Once you think you under- stand a foreign culture, carefully assess the feedback provided by recipients of your communication to see if it confirms your hypothests. Such advice will help you communicate with anybody, regardless of culture, but it isn't enough. Overcoming language barriers is another good way to improve your communication across cultures, Overcome Language Barriers By choosing specific words to communicate, you signal that you are a member of a particular culture or subculture and that you know the code, However, the very nature of your code—your language and vocabulary—imposes its own bartiers on your message. For example, the language of a lawyer differs from that of an accoun- tant or a doctor, and the differences in their vocabularies affect their ability to recog- nize and express ideas. Barriers also exist because words can be interpreted in more than one way. To someone from France, for example, the word catastrophe can be used in casual exag- gration to describe a relatively small problem. But in Germany, the word is often taken literally as an earth-shaking event. So try to choose your words with your audi- ence in mind, whether that audience is someone who speaks English as a second lan- guage (ESL) or someone who doesnt speak your language at all Breaking Through ESL Barriers As the U.S. workforce becomes more cultur- ally diverse, the number of people who speak English as a second language grows proportionately. In the United States, 18 percent of the population speaks a language ‘other than English when at home. In California (the sixth-largest economy in the world), that number is nearly 40 percent, After English, Spanish is by far the most common spoken language, followed by French, German, Italian, and Chinese. On the web, only 32 percent of users are native English-speakers.>° The rest of this chap- ter discusses ways to improve your communication in the workplace. In addition, be sure to consult the “Checklist: Communicating with a Culturally Diverse Workforce.” Of the many millions of people who use English as a second language, some are extremely fluent, while others have only an elementary command. When dealing with those less fluent in your own language, expect your audience to miss a few sub- tleties. Don't assume that the other person understands everything you say. Make Ghapter3 Communicating Interculturally 77 Language bariers can result from your choice of words and from the fact that words can be interpreted in sore than one way. 78 Pat! Accept Cultural Differences ¥ Study your own culture. ¥ Learn about other cultures through books, articles, videos, and other resources. ¥ Encourage employees to discuss their culture's customs. ¥ Avoid being judgmental. ¥ Create a formal forum to teach employees about the ‘customs of all cultures represented in the firm. Train employees to see and overcome ethnocentric stereotyping. / Stamp out negative labels by observing how people identify their own groups. Improve Oral and Written Communications ¥ Define the terms people need to know on the job. ¥ Emphasize major points with repetition and recap. ¥ Use familiar words whenever possible. ¥ Be concise. ¥ Don't cover too much information at one time. W Adjust your message to employees’ education level. 7 Be specific and explicit—using descriptive words, ‘exact measurements, and examples when possible. ¥ Give the reason for asking employees to follow a certain procedure and explain what will happen if the Communicating with a Culturally Diverse Workforce Understanding the Foundations of Business Communication Y Demonstrate and encourage the right way to complete a task, use a tool, and so on. Reduce language barriers: Train managers in the language of their employees, train employees in the language of most customers and of most people in the company, ask bilingual employees to serve as translators, print important health and safety instructions in as many languages as necessary. ‘Assess How Well You've Been Understood ¥ Research the nonverbal reactions of other cultures; then be alert to facial expressions and other nonverbal signs that indicate confusion or embarrassment. Probe for comprehension. V Encourage employees to ask questions in private and in writing, Y Observe how employees use the information you've provided, and review any misunderstood points. Offer Feedback to Improve Communication V Focus on the positive by explaining what should be done rather than what shouldn't be done. ¥ Discuss a person’s behaviors and the situation, rather ‘than making a judgment about the person. procedure is not followed ¥ Use written summaries and visual aids (when appropriate) to clarify your points. Slang and idioms, local accents and pronunciation, vocal variations, and ‘communication styles can pose problems when you'te speaking t0 people from other cultures. Choose words that have a song denotative meaning, ¥ Be supportive as you offer feedback, and reassure individuals that their skills and contributions are important. sure your message is not mangled by slang and idioms, local accents, vocal varia- tions, or differing communication styles. Avoid Using Slang and Idioms Languages never translate word for word. They are idiomatic—constructed with phrases that mean more than the sum of their literal parts. For example, ifa U.S. executive tells an Egyptian executive that a certain prod- ‘uct “doesn't cut the mustard” or that making the monthly sales quota will be “a piece of cake,” chances are that the communication will fail. When speaking to people less fluent in your language, try to choose words carefully to convey only their most spe- cific denotative meaning. Use words that have singular rather than multiple mean- ings. The word high has 20 meanings, the word expensive has one.>* Pay Attention t0 Local Accents and Pronunciation Even when people speak your language, you may have a hard time understanding their pronunciation. After transfer~ ring to Toyota’ US. office, some English-speaking Japanese employees had to enroll in a special course to learn that “Jeat yet?” means “Did you cat yet?” and that *Cannahepya?” means “Can [help you?” Some nonnative English-speakers don’ distin- guish between the English sounds v and w, so they say wery for very. At the same time, many people from the United States are unable to pronounce the French r oF the German ch. Gopier3 Communicating Interculturally 79 Whether a Canadian is speaking Chinese or a Russian is speaking USS. English, Moreign accents can make communication difficult. When you have trouble under- Numerous techniques can help you Standing someone who has a heavy accent, try the following techniques:>2 overcome the bus imposed y foreign accents. * Listen very carefully. As discussed in Chapter 2, people routinely listen to a speaker’ words rather than the message; when they must also concentrate on how the words are pronounced, listening ability becomes less and less efficient > Expect to understand. If you expect the communi- cation to fail, you'll unintentionally set up barriers before the speaker even begins. By expecting to understand, you increase the chances that you will * Create a relaxed atmosphere. Don't rush. When people are relaxed, their speech slows and their accents become less pronounced, Try speaking more slowly than usual yourself to signal that you're not being judgmental about the person’ accent. + Listen to the entire message. Words that may be misunderstood in their individual sense are often clarified when placed in the context of a complete message. If you are the speaker with an accent, stop periodically to ask whether the listener understands what you'e saying Rephrase questions. By phrasing questions differ- ently, you allow a nonnative speaker to respond using different words, some of which may be eas Avoiding slang and idioms is a major focus for Camco executives when preparing corporate documents. With customers and for you to understand. employees scattered throughout Asia and the United States, Camco wants fo make sure its messages are easily understood. Invite the nonnative speaker to write the message on paper. This request would be appropriate for those who are more comfortable expressing ideas in writing than orally, but it may not be the right strategy for everyone Aware of Vocal Variations People use their voices differently from culture to ture. Russian-speakers tend to use a flat, level tone, so to some U.S. listeners they und bored or rude. Middle Easterners tend to speak more loudly than Westerners id may therefore mistakenly be considered more emotional. On the other hand, ‘ople from Japan are soft-spoken, a characteristic that implies politeness or hurnil. to Western listeners. Frequency of speaking also differs from culture to culture. Many Western cul- silence i egarded diferent in wes interpret silence negatively, thinking that the person lacks adequate verbal different cultures ls, that the person is incompauible, or that the person is unwilling 10 communi- e because he or she feels awkward, embarrassed, hostile, disinterested, disapprov- g, or shy. However, some Asian and southern African cultures value silence over | communication. In many of these cultures, the person who talks excessively is zzarced with suspicion? latch Your Communication Style to Your Audience Try to use the communication Whether people expect thei ile that your audience expects and prefers. In the United States, workers typically messages to be diret or indirect, sefer an open and direct communication style, considering anything else to be dis- Written or oral, formal or est or insincere, In Sweden, a direct approach is also valued assign of efficiency, _comvesationl, ty to match your t unlike discussions in the United States, heated debates and confrontations are Senet necks masual. Swedish business culture strongly favors compromise. Workers from other ltures, such as Japan or China, tend to be less direct. Finnish and German workers 80 Parl! Understanding the Foundations of Business Communication Furfwangen 'Handcrafts: Mister Karl Wieland ses literal |. Basinese lander translation of Black Forest Gite Geschaftsfirer Friedrichstasse 98 (Common Enalish ‘moira stutoart translation would be GERMANY “managing director) ‘May 18, 2008 ‘Vory honorable Mistor Wieland, Because the tourist season will begin soon, we would like to seize the opporti- iy to rtrodue our new line of hand-carved cuckoo clocks fo you. Last year Refers to the ongoing —}—+ au were so friendly as to buy two dozen of our clock. In recognition of our business relationship {Good business reltlonship, we now olfer yeu the opportunity to select the new ‘hodela betore wo offer this line lo other businesses for purchase oe audience | * Asyou mow, our aitiaans se only the best wood. According to time-honored Uses language a bit ‘alone that are possed on from generation to generation. they carefully carve ‘more formally than ery detail by hand. Our elockwarke are of superior quality, and we test ovary US. letters do flock before itis painted and shipped. We lve you a guarantee of five years on all Farwangen Handerafts clocks. Enclosed you will ind « copy of our newest brochure and an oxder form, To fxpress our appieclation, we wil lake over the sipping cost if you order Bofore ane 1S ‘We continne to wish you lt of secess in your new Stutigrt location. We are Convinced thet you wil satisfy Youreqularclientele with your larger exhib —__|_ Ends with a compl tion ared and expanded stock and will goin many new visitors, ‘ment tothe receiver Uses a complimentary —|—+ wh irlendly greet lose typical of German Ca Frederick Semper the typed name Effective German Business Letter (Translated) often prefer written communication instead of face-to-face interaction, so a letter ree- ognizing employee accomplishments would be most effective in these cultures. Moreover, Italian, German, and French executives don't soften up colleagues with. praise before they criticize. Doing so seems manipulative to them.?* Inernational business letters In general, U.S. businesspeople need to be somewhat more formal in their inter- generally have a formal ione anda national correspondence than they are when writing to people in their own country. relatively elaborate style. In many cultures, writers use a more elaborate style, so your audience will expect ‘more formal language in your letter. The letter in Figure 3-2 was written by a sup- plier in Germany to a nearby retailer. The tone is more formal than would be used in the United States, but the writer clearly focuses on his audience. In Germany, busi- ness letters usually open with a reference to the business relationship and close with a compliment to the recipient. Of course, if you carry formality to extremes, youll sound unnatural. Communicating with a Global Audience on the Web With growing global access to the World Wide Web, some US. ‘corporate sites are already reporting that foreign visitors ‘sccount for as much as 30 percent of their trafic and 10 per- ‘cent of their commerce. Nevertheless, reaching an interna- tional eudience on the web involves more than simply offering translations into the local language. Successful U.S. sites idress the needs of intemational customers in five ways: 1. Consider the reader's viewpoint. Assume your audience is unfamiliar with common U.S. phrases and references. To avoid confusion, provide both U.S. units and metric equiva- lents for weights, measures, sizes, and temperatures. Also, Use universal terms for times, dates, and geographical names. For exemple, consider expressing time in military format ("16:00" for 4:00 P¥.). Because Europeans read 10/04/2002" as April 10, 2002, be sure you spell out the month and year. And offer complete location descriptions, such as “Kensas City, MO, USA." 2, Take cultural differences into account. Since humor is rooted in cultural norms, a touch of U.S. humor may not be s0 funny to Asian or European readers. Don't risk offending or slighting your audience with cultural stereotypes or ‘expressions, Avoid idioms and references that aren't univer- sally recognized, such as "putting all your eggs in one bas- ket” or “jumping out of the frying pan into the fire.” 5. Keep the message clear. Use simple words and write in the active voice. Avoid complicated sentence structure to achieve a simple, straightforward tone. And don't forget to define abbreviations and acronyms. USING THE POWER OF TECHNOLOGY hapier 3 Communicating Interculturally 81 4, Break through language barriers with graphics. Clarify written concepts with graphics. However, even though most graphical icons aro internationally recognized, some images are more widely accepted than others. In some countries, for example, a mailbox doesn’t necessarily convey the idea ‘of sending mail, So an envelope might be a more appropri- ‘ate symbol to reinforce the message “Contact us.” Keep in ‘mind that the colors you select for your graphics are equally as important, Red works well in China, where it conveys goed fortune, But its the color of death in Turkey. 5. Consult local experts. Work with local experts and web- masters to develop native-language keywords that will direct international customers to your site. Also seek the advice of local experts about customary phrases and refer- ‘ences. Even terms as simple as homepage differ rom coun- tty to country. Spanish readers refer to the “first page," or pagina inicial, whereas the French term is “welcome page,” or page daccuei CAREER APPLICATIONS 1. Visit the World of Sony Music Entertainment at www. sonymusic.com/world and examine Sony's sites for Argentina, France, and Germany. How does Sony “localize” each country’s site? 2. Compare Sony Music’ international sites to IBM's global webpages at wenibm.com, How does Sony's approach differ from IBM? Do both corporations successfully address the needs of a global audience? Write a two-paragraph summary ‘that compares the intemational sites of both companies. Breaking Through Foreign Language Barriers Even though English is swidely spoken in the global business marketplace, the language of business is the Tanguage of the customer, and that language isn’t always English 2° Even on the web, L-S. companies can no longer get by speaking only English (see “Using the Power of Technology: Communicating with a Global Audience on the Web"). When commu- mnicating with people who don't speak your language at all, you have three options {You can learn their language, use an intermediary or a translator, or teach them your Janguage + Learn a foreign language. If you'te planning to live in another country or to do business there repeatedly, you might want to learn the language. The same holds true if you'll be working closely with a subculture that has its own language, such as Vietnamese Americans, Even if you're doing business in your own language, you show respect by making the effort to learn the subculture’ language, or at least a few words, ‘Many companies recognize that they must be able to canduet business in Tanguages other than English you have a long-term business relationship with people of another culture, its helpful to learn their language, 82 Parl Understanding the Foundations of Business Communication Back-translation helps ensure aceuraey by allowing tanslators 0 check a second translation against the original message. Some companies find it useful io teach English to employees for whom English isa second language. Whether you choose written or oral channels to communicate your message across cultures, you must adape your syle and approach, Be aware of various cultures tendency to organize thoughts differently. * Use a translator. Experienced translators can analyze a message, understand its meaning in the cultural context, consider how to convey that meaning in another language, and use verbal and nonverbal signals to encode or decode tt. For oral presentations, meet with translators ahead of time to give them a sense of what you are presenting and to discuss words or concepts that could be con- fusing, Ensure accuracy with back-translation: Have one person translate a message, and then ask a different person to retranslate that message back into the original language. Compare the two versions to discover any errors or discrepancies. * Offer language-training programs for employees. Many companies find it bene- ficial to offer language-training programs. For example, Tenneco instituted an English-language training program in New Jersey for its Spanish-speaking employees, The training concentrated on practical English for use on the job, and thanks to the classes, accidents and grievances have declined while productivity has improved.” Develop Effective Intercultural Communication Skills Once you understand what sort of cultural differences you'll be facing, and once you discover which language barriers must be overcome, you need to decide whether using written or oral channels would be best. Then you must adapt your style and approach to make the right impression. Improve Your Writing Skills If you understand that letter writers in other countries have other customs that you may not be used to, you can focus on the mes- sage without passing judgment on the writers. Japanese letier-wrters, for example, come to the point slowly. They typically begin with a remark about the season or ‘weather, followed by an inquiry about your health or congratulations on your suc~ cess, A note of thanks for your patronage might come next, After these preliminaries, the main idea is introduced Familiarize yourself with the written communication preferences of your intercul- tural readers and adapt your approach, style, and tone to meet their expectations. To ‘write multicultural messages as eflecively as possible, follow these recommendations: ® + Use plain English. Choose short, precise words that say exactly what you mean: Use climb instead of walk yp, maintain instead of keep up, and return instead of bring back. + Be clear. Use specific terms and concrete examples to explain your points. + Address international correspondence properly. Refer to Table 1.2 in Appendix A for an explanation of various address elements and salutations commonly used in certain foreign countries + Cite numbers carefully. Use figures (27) instead of spelling them out (twenty- seven), + Avoid slang and idioms. Avoid using slang, idioms, jargon, and buzzwords. Abbreviations, acronyms (such as CAD/CAM), and unfamiliar product names may also lead to confusion. + Be brief. Construct sentences that are shorter and simpler than those you might use when writing to someone fluent in your own language. + Use short paragraphs. Each paragraph should stick to one topic and be no more than eight to ten lines long, tional words and phrases. Precede related improved by paying close attention to this chapters guidelines, conversation, However, some transactions language. face contact. In many countries, business relationships are based on personal rela- tionships, and until you establish rapport, nothing happens. When speaking in English to people who speak English as a second language, you may find these guidelines helpful: + Try to eliminate noise. Speak slowly. Pronounce words clearly, stop at distinct punctuation points, and make one point ata time. + Observe body language. Be alert to roving eyes and glazed looks that signal a lis- tener is lost or confused. Realize that nods and smiles don't necessarily mean understanding and that gestures and expressions mean different things in different cultures. If the other person’s body language seems at odds with the message, take time to clarify the meaning. Clarify your true intent with repetition and examples. Try to be aware of unin- tentional meanings that may be read into your message. Don’t talk down to the other person. Try not to overenunciate, and don't “blame” the listener for not understanding, Use phrases such as “Am I going too fast?” rather than “Is this too difficult for you?” Use objective, accurate Language. Avoid throwing around adjectives such as fan- tastic and fabulous, which people from other cultures might consider unreal and overly dramatic. Learn foreign phrases. Learn common greetings and a few key phrases in the other person's native language (usually listed in travel books and in a separate sec- tion of most travel dictionaries). Adapt your conversation style to the other person’. For instance, if the other person appears to be direct and straightforward, follow suit Check frequently for comprehension. Make one point at a time and pause to check for comprehension before moving on Clarify what will happen next. At the end of the conversation, be sure that you and the other person agree on what has been said and decided. I appropriate, fol- low up by writing a letter or a memo summarizing the conversation and thanking the person for meeting with you In short, take advantage of the other person’ presence to make sure that your ssage is getting across and that you understand his or her message too points with expressions such as in addition !MPROVE THIS LETTER and first, second, third, To practice correcting drafts of actual documents, visit see how an | WWW.prenhall.com/onekey on the web. Click "Document Pee hae eo See ROW 82 | Makeovers,” then click Chapter 3. You will find a letter that con- tains problems and errors relating to what you've learned in this chapter about developing effective intercultural communica tion skills. Use the Final Draft decision tool to create an improved version of this letter. Check the message for a com- Improve Your Oral Skills If you've ever munication style that keeps the message brief, does not studied another language, you know it eas-_ become too familiar or informal, uses transitional elements jer to write in that language than to conduct a appropriately, and avoids slang, idioms, jargon, and technical Gopier3 Communicating Interculturally 83 Use transitional elements. Help readers follow your train of thought by using transi- pee imply cannot be handled without Scot Face-to-face communication lets yout establish a personal relationship with people from other cultures and gives you the benefit of immediate feedback, FIGURE 3-3 Effective and Ineffective Versions of an Intercultural Letter Me Pia Call Director of Accounting In ristellere tiame Blva eaune, France 21200, Doar Piero: now you've kad gorgeous spring weather, with sunny st1ea and balmy days Duthore in eStats, fe ben «spring of anathor calor. We've heen henmered Fails to follow French preferences for tile and address format Wastes reader Uses reader’ frst ame, which Is much 100 informal for most vstime Hench business ‘wit sora isoding. end even ite saow Iavelever her bas been amight- | *—}- eens thse, wich Soh Youll ind my expensee abit levtes thir month wah umectzaty Sramate and tong {ssi that yosve aed al he rope to rede other tha incre our Gescription of weather Uses slang and idioms ‘rponses, bl there wore extenuating ereurstances his lat month, A the problems throughout the message, cd weer weve been having emumod major btlenecke, wih lights, *—} risking contusion from ‘canceled and people forced asleep inthe trminals wherever they could ind anaes Dre eine information i awk- hoes (e.., spring tvare phasing that of another clo lonores the directness. hammered, botlenecks, Porte ft aha shower and ota huloje, so decided fo weit oul he crunch in aa pares {hotel know that Rolle nea spots ore expeaatve, but tack out tng to Re Soni checper room in own Tho bottom line i hed to spend extra funds for hola! at SU7meal, which came tosone$17S $72just a wansportation from the trina! tothe hotel, nd extra phone calls italing $0. ‘appreciate your underscnding these unique citeumstances wos rally in @ | opet Ae og sn hig cre ing Fro | jam Fails to provide a total ofthe “extra” expenses ‘Closes witha sett entered tone rather than trying to help

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