Lesson 2.

Developing Intercultural Awareness

Challenges in Intercultural Communication
It was mentioned in the previous lesson that engaging in intercultural communication is
quite challenging. Other cultures have different norms for how people should behave and
communicate. If we fail to recognize that people from various cultures may not look, think, or act
the same way we do, this may result to miscommunication or misunderstanding, which could
have costly consequences.
Here are some scenarios illustrating how cultural ignorance may affect communication:

1. Showing the sole of a shoe (for example, while crossing one’s legs) means nothing to observers
in the United States or Europe. In Muslim cultures, the gesture is perceived as insulting.
Similarly, crossing your legs in the United States indicates you are relaxed, whereas in Korea it
is a social faux pas.

2. Blinking while another person talks is considered normal to North Americans; to Taiwanese
people it is considered impolite.

3. The Japanese view business cards as an extension of a person, handling them with great care,
whereas North Americans view them as a business formality and a convenience.
Consequently, Americans often end up insulting Japanese people by treating a business card
too casually.

4. Arab people typically adopt a direct body orientation when communicating, which can seem
aggressive and unnerving to North American people, who employ a stance that is somewhat
less direct. Arab and South American people also tend to gesture vigorously when speaking to
others, which the less physical North Americans construe as inappropriate and unmannerly. It
is common in Middle Eastern cultures for both males and females to physically exaggerate
responses, whereas in the United States emotions are more likely to be less public. In Japan,
individuals may try to hide or mask certain emotions. It is common among Asian cultures to
exhibit reserve and emotional restraint.

5. North Americans place a high value on looking someone in the eye and tend to distrust those
who fail to do so. The Japanese, in contrast, believe eye contact over a sustained period of
time shows disrespect. Among Asian cultures, too much eye contact is deemed intrusive. Arab
people, on the other hand, maintain direct eye contact for prolonged periods (Fundamentals
of Communication, 2022).
 Cultural ignorance, which can cause miscommunication, can be avoided by overcoming
these common barriers or challenges in intercultural communication.

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Stereotypes
Schiebinger, Klinge, Sanchez de Madariaga, Paik, Schraudner, and Stefanick (2021) define
stereotype as a “widely held, simplified belief about a specific group.” Sex, gender identity, race
and ethnicity, country, age, socioeconomic status, language, and other factors are frequently
used to stereotype groups. Stereotypes are pervasively present in both the larger social structure
and culture. But stereotypes have a negative influence on the way we see people, interact with
them, and treat them. Gender stereotypes exist, with common examples include the idea that
men lack feeling or can only show rage, while women exhibit excessive emotion. Most likely,
preconceptions based on race and ethnicity are also readily accessible, such as equating Black
people with crime or Asian Americans with being submissive or talented scientists.

Cultural Imperialism
The hegemony or dominion of one culture over another is known as cultural imperialism.
When one culture asserts its superiority over another, relationships and interactions between
members of the diverse cultures decline. News, entertainment, and products of industrialized
countries overwhelming the national cultures of other countries is an example of cultural
imperialism.

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Ethnocentrism
Failed intercultural communications takes place when we reject diversity. “When we reject
diversity, we exhibit ethnocentrism, the tendency to see our own culture as superior to all others”
(Fundamentals of Communication, 2022). When interacting with people from different cultures,
ethnocentric people become quite anxious. People who are more ethnocentric are more likely
to believe that groups other than their own are inferior. As a result, they frequently twist the
truth and level unfounded allegations while blaming others for their issues. Displaying
ethnocentric characteristic will influence the nature and outcomes of communication.

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Ways to Overcome Challenges in Intercultural Communication

Understanding Dimensions of Cultural Variability

Social psychologist, Geert Hofstede (2005), developed the cultural dimension theory,
which has been employed to compare and explain various cultural differences. To increase our
ability to understand our own and other cultures, we may use these six dimensions to
distinguish cultures:
1. Individualism versus collectivism
2. High-context versus low-context communication cultures
3. High power distance versus low power distance cultures
4. Monochronic versus polychronic cultures
5. Masculine or feminine cultures
6. Uncertainty avoidance

It is important to note that no culture possesses only one or the other; rather, cultures differ
in how much each trait is present. Consider the manner in which other cultures can impact one
another as well. Although individuals within a culture may have placed more emphasis on one
variable than another at various times during its history, this does not exclude the possibility of
that culture changing once significantly influenced by the behaviors exhibited by those within a
different culture. For example, both the United States (an individualistic culture) and Japan (a
collectivistic culture) have influenced one another with the U.S. becoming more individualistic
(Fundamentals of Communication, 2022).

Read the following descriptions and explanations of the six dimensions presented in
Chapter 2 of the book title Fundamentals of Communication.

Dimensions
Individualism vs
Collectivism
This cultural dimension
reveals how people
define themselves in
their relationship with
others.
Individualistic cultures:
Great Britain, United
States, Canada, France,
Germany
Characteristics
• Individualistic cultures emphasize personal goals, whereas
group goals are prioritized in collectivistic cultures.
• Individualistic cultures encourage individual motivation,
success, and power, while collectivistic cultures value group
influences, tradition, and conformity.
• In collectivistic cultures, the individual is expected to fit into
and be loyal to the group. In individualistic cultures,
developing the sense of self is emphasized.

Collectivistic cultures:
Japan, China, South
Korea, Chile, Venezuela,
Brazil, Argentina, Saudi
Arabia, Iran, and Nigeria

High Context vs Low

Context
Preference for high-
context or low-context
communication is
another dimension that
cultures vary in
communication style.
High-context: China,
Japan, South Korea
Low-context: United
States, Germany
• High-context societies learn about things by looking at the
context, while low-context societies focus heavily on the
verbal code.
• Members of high-context cultures tend to behave and live
in ways that give the impression to people from low-context
cultures that they are “overly polite and indirect in relating
to others.”
• In high context cultures, since context is central, not much
background information is shared during interaction.
• People in cultures with low-context communication systems
are often encouraged to speak directly and to disclose what
 they know. To avoid embarrassing others, members of high-
context cultures place great importance on “face-saving.”

• While people from low-context cultures could argue a point,

those from high-context cultures would rather not disagree,
criticize in public, or say no out of concern that they will
make the other person look bad.

• Members of low-context cultures have the tendency to

gather background information when meeting some for the
first time. Hence, they will ask people they have just met
about personal information.

• Individuals from low-context societies are more likely to feel

the need to explain everything than to depend on
nonverbal, contextual cues. High-context cultures, on the
other hand, hold the view that most communications may
be comprehended without verbal interaction

High Power Distance vs

Low Power Distance • People from high power distance cultures perceive power as
“a fact of life and are apt to stress its coercive or referent
Power distance nature.” Superiors and subordinates are likely to view each
measures the extent to other differently; subordinates are submissive to their
which individuals are superiors.
willing to accept power
differences and • In contrast, individuals from low power distance cultures,
inequalities among “believe power should be used only when it is legitimate.”
people. They frequently use expert or legitimate power.
Additionally, superiors and subordinates stress their
High power distance interdependence by favoring consultation; when required,
cultures: Saudi Arabia, subordinates will even disagree with their employers.
India, Singapore,
Philippines, Malaysia • Low power distance cultures emphasize cooperation
and equality among individuals despite their holding various
Low power distance degrees of authority. This is illustrated when those with less
cultures: Israel, Sweden, authority address people with more power by their first
United States names. High power distance cultures, in contrast,
concentrate power in the hands of a small number of
people rather than the whole populace. Relationship
hierarchy heightens perceptions of power imbalances
Monochronic vs
Polychronic
Chronemics refers to
time use. How we
perceive time also
influences our
communication, with
different conceptions of
time making themselves
visible in our interactions
with others.
Masculine vs Feminine
Cultures differ in their
attitudes toward gender
roles.
Uncertainty Avoidance
Cultures vary in their
tolerance for
uncertainty, also known
as their tolerance for
ambiguity.
• People attuned to monochronic schedule time carefully,
one event a time, preferring to complete an activity
before beginning another. This orientation perceives time
to be linear—having a beginning and an end.
• People who are raised in polychronic time, on the other
hand, are not enslaved by time and are not fascinated
with it. They believe that time is cyclical. They quickly give
in to interruptions and diversions rather than strictly
structuring or segmenting their time, even opting to work
on many issues or carry on multiple discussions at once.
• Additionally, unlike monochronic persons, polychronic
people may be late for an appointment, reschedule an
appointment at the last minute, or decide not to attend
the appointment at all.
• Members of very masculine societies place a great
importance on power, aggression, and monetary success
symbols. Relationships, kindness in people of both sexes,
and great quality of life are valued in strongly feminine
cultures.
• Members in masculine cultures are socialized to be
aggressive and competitive. They frequently employ a
win-lose approach to dispute resolution and tend to face
disagreements head-on. Members of feminine cultures,
on the other hand, are more likely to compromise and
negotiate in order to settle disputes and find win-win
solutions.
• People from cultures with low levels of uncertainty
tolerance would shy away from dealing with strangers and
unknown settings. They are probably unwilling to take
risks and find it difficult to deal with differences of opinion
and ambiguity.
 • People in cultures with a high tolerance for uncertainty
would be open to new experiences and interactions, have
an attitude of "live and let live" toward disagreements, be
able to deal with ambiguity, have flexible schedules, and
feel at ease dealing with risk, stress, and anxiety.

Interpreting These Dimensions of Cultural Variability

When a culture falls on the individualistic-collectivistic, low-context versus high-context
communication, masculine-feminine, power distance, time, and uncertainty tolerance scales
affects the interactional preferences of its members. Developing a complete understanding of
these dimensions can enhance communication between the members of diverse cultures. For
instance, being aware of whether someone tends to downplay their successes or claim credit for
them might help you avoid making quick judgments that might not be sound. We can respond
more mindfully if we are aware of where people stand on the remaining cultural continuums,
their preferences for individual or group goals, how they perceive power imbalances, how they
perceive silence, how much they value assertiveness and confrontation in contrast to relational
harmony, and how they express their feelings. Therefore, it is important that differences in
orientations are acknowledged when people from diverse cultures interact in order to avoid
misunderstanding.

Activate

Task 1: Differentiating Dimensions of Cultural Variability

Directions: Read the following characteristics of cultures. Identify the dimension
of cultural variability is described in each number. Use the following abbreviations
and write them on the lines provided:
• IC (individualistic culture)
• CC (collectivistic culture)
• HC (high-context culture)
• LC (low-context culture)
• HD (high power distance)
• LD (low power distance)
• MH (monochronic culture)
• PH (polychronic culture)
• MC (masculine culture)
• FC (feminine culture)
 • LU (low level of tolerance on uncertainty)
• HU (high level of tolerance on uncertainty)

_______1. In this culture, people are primarily self-oriented and value their privacy
_______2. Individuals tend to nurture group influences, tradition, and conformity.
_______3. People are able to negotiate and make decisions with their superiors.

_______4. In this culture, people rely heavily on nonverbal signs and prefer
indirectness, politeness, and ambiguity.

________5. North Americans tend to speak directly on an issue.

________6. East Asians prefer to avoid confrontation and preserve sense of harmony.

________7. People in this culture have the tendency to change an appointment right
up to the last minute.
________8. Power rests in the hands of the few, and decisions are usually done by
superiors.
________9. In the Japanese train system, “on time” refers to expected d
delays of less than one minute.
_______10. In these cultures, people tend to confront conflicts head-on and are
likely to use win-lose conflict resolution strategy.
________11. People of these cultures have a “live and let live” attitude toward
differences in opinion.
________12. Individuals avoid interacting in situations and with people who are
unfamiliar.
________13. Members of these cultures are more apt to compromise and negotiate
to resolve conflicts, seeking win-win solutions.
________14. These cultures cultivate individual initiative, achievement, and power.
________15. Persons with lower power address those with more power by their first
names.

Task 2: Analyzing and Overcoming Challenges in Intercultural Communication

(By Pair or Group)

1. Read the three situations described below.

2. Then answer the following questions:
a. How would you describe the differences in terms of dimensions of cultural
variability?
b. What tips or suggestions would you give to the person in each situation to
overcome cultural barriers?
3. Write your answers on the lines provided.

Situation 1: Sarah

Sarah Marshall is head of the business development group at a US-based law firm.
Recently she was assigned the task of winning a contract for a new project with the
Colombian government. She was competing with teams from Spain and France.

Sarah had quite a lot of background information on the proposed project and on the
packages her competitors were offering. On the basis of this information and her
organization's extensive resources she felt confident that the company would win the
contract.

Sarah drew up a proposal that was time and cost-effective and designed a
presentation based on convincing numbers and a persuasive argument. Arriving in
Bogota the day before, Sarah personally made the sales pitch in which she detailed all
the relevant facts, highlighted the various ways forward and made a clear
recommendation of the best solution. She eventually lost the project to the Spanish
team, even though her Columbian counterparts acknowledged the quality of her
proposals.

Situation 2: Karl

Karl, a Dutch lawyer, felt that his first business trip to Japan was going fairly well. He
was determined to get to know his colleagues better and was particularly pleased to
be invited out for drinks after work with most of the team, including the senior
managers.

At the bar, everyone was expected to entertain; even the senior staff got to sing
karaoke songs or tell jokes. Everything seemed fairly informal and cooperative, with
Karl's karaoke version of 'Imagine' winning rapturous applause from the group. One
of the senior managers even asked Karl for a repeat rendition later in the evening.

Keeping this informality in mind, Karl used a team meeting early the next morning to
present a proposal for resolving a minor logistics problem he had noticed. He was
surprised to be met with a wall of embarrassed silence and was noticeably excluded
from informal exchanges as people left the meeting.
 Situation 3: Rebecca

From Rebecca's point of view, the meeting went well. She did her utmost to make
sure that everyone was heard and the relevant issues discussed and summarized in
a diplomatic way. She even changed the agenda and extended the meeting to
accommodate new issues that some British delegates had brought up.

At the end of the meeting Rebecca was shocked to hear one French colleague
whisper to another `... typical British, just typical. No proper preparation...'. She was
even more surprised to hear the reply: 'Yes, and they never say what they mean, do
they?'

Source:
Intercultural training exercise pack. (2019). Culture Wise Ltd. https://www.ambitia.eu/wp-

content/uploads/2019/02/2%20Intercultural%20Trainig%20Exercise%20Pack.pdf

Answers in Task 2

Situation 1

1. How would you describe the differences in terms of dimensions of cultural

variability?
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2. What tips or suggestions would you give to the person in each situation to
overcome cultural barriers?
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Situation 2

1. How would you describe the differences in terms of dimensions of cultural

variability?

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2. What tips or suggestions would you give to the person in each situation to
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Situation 3

1. How would you describe the differences in terms of dimensions of cultural

variability?

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2. What tips or suggestions would you give to the person in each situation to
overcome cultural barriers?
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