Cross Culture Management: Communication, Evaluating , Persuasion

> Communicating

> Evaluating

> Persuading

> Leading

> Deciding

> Trusting

> Disagreeing

> Scheduling

“An exchange of meaning –
the sending and receiving of information
through words, gestures, facial expressions, etc.”

The sender and receiver have different cultural fields and language styles.

A person that is not able to read the air

The listener/receiver of a message has to read between the lines

Low-context and High-context

"Say what you mean and mean what you say"

"Tell them what you are going to tell them, then tell them, then tell them what you've told them"

Unconscious assumptions about common reference points and shared knowledge

USA

Germany

Canada

Netherlands

Japan

Korea

Indonesia

India

Russia

Language and History

Example: Ashi in japanese can mean both foot or leg ->To understand which word was used, you need to listen carefully and think about context.

High-context cultures tend to have a long shared history. On the other hand low-context cultures have a rather short shared history: They had to make communicating explicit and clear to avoid misunderstanding.

LC see HC as: Secretive, lacking transparency,
unable to communicate effectively

HC see LC as: Inappropriately stating the obvious,
condescending, patronizing

1. Listen to what is meant, instead of what is said
2. Reflect more, ask more (clarifying) questions
3. Practice ‘reading the air’ – notice body
language

4. Learn to read the ‘no’ between the lines
5. Listen more, speak less
6. Before repeating yourself, stop talking
7. Don’t be afraid to laugh at yourself
8. Use positive words to describe the other culture

1. Be as transparent, clear, and specific as possible
2. Always recap at the end of a discussion
3. Don’t read between the lines, ask for clarification
4. Don’t be too polite – to not seem vague or
uncertain5. Get in the habit of being more explicit
6. Follow up with a clarifying and summarising email
7. Don’t be afraid to laugh at yourself
8. Use positive words to describe the other culture

HC with HC

Explanation: Different roots -> can lead to misunderstanding

Mulitcultural teams need low-context processes

1. A system of recaps and summaries – minutes, jour fixe, etc
2. Anticipate issues – develop processes at the start
3. If you have several HC cultures, develop own solutions in a
team
4. Put agreements in writing, but explain reasons first. Why?

LC: professional and transparent

HC: mistrusting and political (-> that is why explanations are needed!!)

the study of personal space and the degree of separation that individuals maintain between each other in social situations

Silence, gestures, body language, eye contact, touch, paralanguage, turn-taking, facial expressions

willingness of an individual to exert effort toward a goal

Cross cultural work goals include needed income, interesting and satisfying experience and contact with people

words preceding or following negative feedback that make it feel stronger

examples: absolutely, totally or strongly

words to soften criticism

examples: kind of, sort of, a little

Direct negative feedback

Indirect negative feedback

Provided frankly, bluntly, honestly

Negative message stands alone and is not softened by positive ones

Absolute descriptors used

Criticism can be given to an individual in front of group

Provided softly, subtly, diplomatically

Positive messages are used to wrap negative ones

Qualifying descriptors used

Criticism is only given in private

DNF: Russia, Israel, Netherland, Germany

INF: Japan, Thailand, Indonesia, Korea

Value LC communication and DNF

When working with them: Do not try to do it like them and accept criticism in positive manner

Examples: Australia, Germany, Denmark, Netherlands

Complex HC culures whose feedback is direct and sharp

Examples: Russia, Spain, Israel, France, Italy

Sandwich method (3 goods for one bad)

Working with them: Be explicit and low-context with both positive and negative feedback; try, over time, to be balanced in the amount of positive and negative feedback you give and frame your behavior in cultural terms

Examples: USA, Canada, UK

Pay attention to figure out the negative feedback

Working with them: Do not five feedback to an individual in front of the group; Blur the message; give the feedback slowly over time; use food and drinks to blur an unpleasant messag; say the good leave out the bad

Be adaptable

Test the waters

Assume goodwill and desire to cooperate

Be ready to invest time and energy

1. Employer-employee relationships are like a family link
2. Decisions to employ people take the group into account
3. Management is management of groups
4. Relationship is more important than task

1. Employer-employee relationships are like business relationship
2. Decisions to employ people take skills into account
3. Management is management of individuals
4. Task is more important than relationsh

Logical reasoning, critical thinking, counterfactual thinking

Deductive, inductive and abductive reasoning

principle, concept -> specific fact/example -> conclusion

observation -> observed platform -> conclusion

Based on guesswork (Conclusion from specific events)

example: When it rains grass is wet. The grass is wet so it might have rained

Application first and Principles first

Deductive = Principle first

Inductive/Abductive = Application first

Principal: Germany, Russia, Italy, France

Application: USA, Canada, UK

Develop theory or concept -> present fact, statement or opinion

begin message by building up theoretical argument -> conclusion

concepts valued

Begin with fact, statement, opinion -> add concepts to explain conclusion

Begin message with executive summary

practical discussions (not theoretical or philosophical)

...set parameters, explain background,
describe method, focus on the why

...explain the basis / framework first,
only then use practical examples.

...get to the point quickly and stick to it -
shorter is sweeter

...use case studies and practical examples first
or up front.

Cycle back and forth between the two approaches
1. Start with examples – PF will still enjoy them
2. PF might have theoretical questions – answer them
3. Use examples to recapture AFs’ attention
4. Accept that satisfying everyone will be difficult
5. BUT be aware of PF vs AF and practise reading the cues

1. Build team awareness of the differences.
2. If someone is bicultural, use them as a cultural bridge.
3. Practice understanding and adapting.
4. Be patient and flexible.
5. Learn to recognize pattern clashes, reading cues.

Holistic: Emphasis on interdependencies and interconnectedness

From macro to micro (for westerns other way around)

Circling key points, not addressing main issue

Isolating a single factor, not seeing the ‘big picture’
and ignoring broader impact

Explain the big picture and show how all the pieces fit together

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Always check for understanding before you leave the room –
don‘t just make assumptions and act on them.
1. Don’t force everyone on a multicultural team
to do cross-cultural collaboration.
2. Think about your objectives.
Creativity and innovation = multicultural.
Speed and efficiency = monocultural.

the tendency of a culture to adhere to what is already known, thought, or believed

1. Uncertainty is considered a normal part of life
2. People are comfortable in ambiguous situations
3. There should not be more rules than necessary
4. Innovative ideas are tolerated
5. People are motivated by achievement

1. Uncertainty is condered a threat
2. People fear ambiuous situations
3. There is an emotional need for rules
4. There can be resistance to innovation
5. People are motivated by security