Anne Egros, Global Executive Coach At Zest and Zen International
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How To Understand Cross-Cultural Communication ?
This blog has been inspired by an article published by Rana Sinha , How to understand cross-cultural analysis?. I have summarized Rana’s key ideas and added my own sources of information
Origins and Evolution of Cross-cultural Communication.
Typically anthropologists and social scientists tend to study people and human behavior among exotic tribes and cultures living in far off places rather than do field work among white-collared literate adults in modern cities. Advances in communication and technology and socio-political changes started transforming the modern workplace yet there were no guidelines based on research to help people interact with other people from other cultures. To address this gap arose the discipline of cross-cultural analysis or cross-cultural communication. The main theories of cross-cultural communication draw from the fields of anthropology, sociology, communication and psychology and are based on value differences among cultures. Edward T. Hall, Geert Hofstede, Fons Trompenaars, Shalom Schwartz and Clifford Geertz are some of the major contributors in this field.
[The popular 'Iceberg model' of culture developed by Selfridge and Sokolik, 1975 and W.L. French and C.H. Bell in 1979, identifies a visible area consisting of behaviour or clothing or symbols and artifacts of some form and a level of values or an invisible level.]
What is culture ?
A simpler definition is ‘the unwritten rules of the social game’.
Generally culture can be seen as consisting of three elements:
- Values - Values are ideas that tell what in life is considered important.
- Norms - Norms consists of expectations of how people should behave in different situations.
- Artefacts - Things or material culture – reflects the culture’s values and norms but are tangible and manufactured by man.
Most of people working with cross-cultural communication and intercultural training and coaching have heard about the Five Hofstede’s Intercultural Dimensions (http://www.geert-hofstede.com/).
Geert Hofstede defines culture as “the collective programming of the mind distinguishing the members of one group or category of people from another”. The “category” can refer to nations, regions within or across nations, ethnicities, religions, occupations, organizations, or the genders.
What Are The Five Hofstede’s Intercultural Dimensions ?
- Power Distance : Measures inequality
- Individualism: is the degree to which individuals are integrated into groups
- Uncertainty Avoidance : indicates to what extent people feel either uncomfortable or comfortable in unstructured situations.
- Masculinity/Feminity: Masculinity versus femininity, refers to the distribution of emotional roles between the genders
- Long-Term Orientation: Long term oriented societies foster pragmatic virtues oriented towards future rewards, in particular saving, persistence, and adapting to changing circumstances. Short-term oriented societies foster virtues related to the past and present such as national pride, respect for tradition, preservation of “face”, and fulfilling social obligations.
What about the 5 Cultural Dimensions For the USA?
If we explore the US culture through the lens of the 5-D Model, we can get a good overview of the deep drivers of American culture relative to other world cultures.
Power distance: The United States score low on this dimension (40) this translates the focus on equal rights in all aspects of American society and government. Within American organizations superiors are always accessible and managers rely on individual employees and teams for their expertise. Both managers and employees expect to be consulted and information is shared frequently. At the same time, communication is informal, direct and participative.
Individualism: The United States, with a score of 91 on this dimension, is a highly individualistic culture.Individual freedom is the most basic value that all Americans share. Individuals have control over their own destiny and they want to have free choices on every topics. Personal success is priority number one. Americans are expected to take initiative regarding education, employment, personal development or well-being. As a consequence, Americans are assertive and straightforward while interacting with others and sometimes labelled as arrogant by other cultures who value group interests over individual success. In the business world, employees are expected to be self-reliant and display initiative. Also, within the exchange-based world of work, hiring and promotion decisions are based on merit or evidence of what one has done or can do.
Masculinity/Feminity: The United States score 62 on this dimension and is considered a “masculine” society driven by competition, achievement and success, with success being defined by the “winner” or “best-in-the-field.” This value system starts in school and continues throughout one’s life – both in work and leisure pursuits.
There are strong shared values that people should “strive to be the best they can be” and that “the winner takes all”. As a result, Americans will tend to display and talk freely about their “successes” and achievements in life, here again, another basis for hiring and promotion decisions in the workplace. Typically, Americans “live to work” so that they can earn monetary rewards and obtain higher status based on how good one can be. Conflicts are resolved at the individual level and the goal is to win.
Uncertainty avoidance: The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? The US scores 46 on this dimension and therefore, American society is what one would describe as “uncertainty accepting.” Consequently, there is a larger degree of acceptance for new ideas, innovative products and a willingness to try something new or different, whether it pertains to technology, business practices, or foodstuffs. Americans tend to be more tolerant of ideas or opinions from anyone and allow the freedom of expression. At the same time, Americans do not require a lot of rules and are less emotionally expressive than higher-scoring cultures.
Long-term orientation: The United States scores 29 on this dimension and is a short-term oriented culture. American businesses measure their performance on a short-term basis, with profit and loss statements being issued on a quarterly basis. This also drives individuals to strive for quick results within the work place. There is also a need to have the “absolute truth” in all matters.
How France Compares with the US ?
Power distance: In France, hierarchy is needed the superiors may have privileges and are often inaccessible. The power is highly centralized in France. In management, the attitude towards managers is more formal, the information flow is hierarchical. The way information is controlled is even associated with power, therefore unequally distributed.
Individualism: France scores high on the individualistic index but lower than the U.S. This means that the French favor individual and private opinions, taking care of themselves and immediate family rather than belonging to a group. In the work environment, the relationship with work is contract based, the focus is on the task and autonomy is favored. The communication is direct but much less than in the U.S.
Masculinity/Feminity With 43, France is a relatively Feminine country and so very different from the U.S.With its famous welfare system (securité sociale), their 35 working hours/week and 5 weeks holidays per year, France cares for its quality of life and focuses more on work in order to live than the reverse. Competition amongst work colleagues is usually not favored. Material signs of success, especially flashy ones, should not be too visible.
Uncertainty Avoidance: France has one the highest scores on the Uncertainty Avoidance Index. Certainty is reached through academic work and concepts. Teachings and trainings are more inductive. In management structure, rules and security are welcome and if lacking, it creates stress. Therefore planning is favored, some level of expertise welcome, when change policies on the other hand are considered stressful.
Long-term orientation: At 39 France is a short-term oriented society. This means a great respect for tradition as well as a need for norms and absolute truth as guidelines. In terms of business this short-term orientation focuses on quick results. Consumption is driven by immediate gratification, sensitivity to social trends and rituals.
Managing and organizational culture
Managing international business means handling both national and organization culture differences at the same time. Common organization cultures across borders are what holds multinationals together.The cultural differences between nations are especially found on the deepest level; i.e. on the level of values. In comparison, cultural differences among organisations are especially identified on the level of practices. Practices are more tangible than values. Organisational Culture can be defined as “the collective programming of the mind that distinguishes the members of one organisation from others”
Read more about building third culture teams: http://zestnzen.wordpress.com/2010/09/22/how-to-lead-highly-effective-third-culture-teams/
Aims of cross-cultural analysis
Cross-cultural communication or inter cultural communication looks at how people from different cultural backgrounds try to communicate. It also tries to produce some guidelines, which help people from different cultures to better communicate with each other. Culture has an interpretative function for the members of a group, which share that particular culture. Although all members of a group or society might share their culture, expressions of culture-resultant behavior are modified by the individuals’ personality, upbringing and life-experience to a considerable degree. Cross-cultural analysis aims at harnessing this utilitarian function of culture as a tool for increasing human adaptation and improving communication.
Cross-cultural management is seen as a discipline of international management focusing on cultural encounters, which aims to discover tools to handle cultural differences seen as sources of conflict or miss-communication.
Beside Geert’s model, Trompenaars and Hampden-Turner (1997) model expands the core level of the very basic two-layered model, rather than the outer level. In their view, culture is made up of basic assumptions at the core level. These ‘basic assumptions’ are somewhat similar to ‘values’ in the Hofstede model. Trompenaars and Charles Hampden-Turner use seven dimensions for their model of culture:
- Universalism vs Particularism (what is more important – rules or relationships?)
- Individualism vs Communitarianism (do we function in a group or as an individual?)
- Neutral vs Emotional (do we display our emotions or keep them in check?)
- Specific vs Diffuse (how far do we get involved?)
- Achievement vs Ascription (do we have to prove ourselves to gain status or is it given to us just because we are a part of a structure?)
- Attitude to Time
- Past- / present- / future-orientatedness
- Sequential time vs Synchronic time(do we do things one at a time or several things at once?)
- Internal vs External Orientation (do we aim to control our environment or cooperate with it?)
Criticism of current models
One of the weaknesses of cross-cultural analysis has been the inability to transcend the tendency to equalize culture with the concept of the nation state. A nation state is a political unit consisting of an autonomous state inhabited predominantly by a people sharing a common culture, history, and language or languages. In real life, cultures do not have strict physical boundaries and borders like nation states. Its expression and even core beliefs can assume many permutations and combinations as we move across distances.
There is some criticism in the field that this approach is out of phase with global business today, with transnational companies facing the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using new communication technologies.
Some writers like Nigel Holden (2001) suggest an alternative approach, which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about org
Featured Posts
The fast-paced changes of our societies have affected all industries and is changing the nature of work for the next 10 to 15 years. There are three major challenges for the workforce of the future increasing pressures on organizations to become innovation centered, highly productive and a magnet for global talent :
1-Shifting demographic patterns: Over the next 10 years, the world population is expected to rise from the current 6.83 billion to approximately 7.7 billion, with most of the growth in emerging markets generating high economic growth. We already see an aging and declining population in developed countries with slow economic growth. U.S. and European businesses are dealing with the challenges of a multi-generational workforce with three distinct generations Baby Boomers, Generation X and Generation Y. Employers will need to develop highly individualized solutions to accommodate the career needs of each generation. We will not see long careers of 10 or more years in one company but maybe 6 years with either functional or geographic changes every 2 years. The youngest generation will probably have 15 to 20 jobs during their career and multiple jobs at the same time because that is what they want to do.
2-Rapid technology changes: From nanotechnologies to neuroscience discoveries, many new technologies will be developed and globalization will continue to drive the utilization of advanced mobile technologies reshaping the workforce with increased telecommuting, virtual teams and overall more work flexibility.
3-Economic globalization In our information overloaded global work environment, knowledge is not a competitive advantage anymore as it goes out of date extremely fast and anybody on earth with an internet connection has access to it in real-time. The critical skills to be successful in the new working environment are vision and foresight.to anticipate or respond to change very quickly, make wise decisions and take action now to create a better future.
More than a year ago, I had the chance to listen to Seth Godin “live” in a promotional event in Antwerp about the launch of his book “Linchpin”. I collected about 10 very interesting new ideas from his speech that I posted on a blog : “TOP 10 Seth Godin’s Quotes Made in Antwerp, Belgium. April 1, 2010”
Seth Godin is the bestselling author of more than seven books. He writes about marketing, the spread of ideas and managing both customers and employees with respect. His idea about our current economy is that the current recession is a “forever recession” because it’s the end of the industrial age, which also means The end of the average worker (Read more : article )
Nobody will ever be the only one on the market AND people have an infinite ways to access information. Humans evolved from Hunters, Farmers, Workers and now they have to be Artists-Seth Godin
HOW DO YOU BECOME UNIQUE ?
1-You don’t need to become somebody you are not. Your uniqueness has to be authentic, you need to know who you really are, what is your dominant character, talent, personality, skills, strengths, what motivates you, what’s your passions in life ? How is your business acumen and leadership style ? Can you summarize all those information in a compelling story for potential employers or clients?
2-You need to remove blocks that prevent you to excel at being truly you: fears, unmet needs, negative self-talk, lack of training and anything that is holding you back.
3-You need a vision, a purpose and a road map: No matter how old you are, how life has treated you in the past, how much money you have or how many debts, you need to give permission to yourself to have dreams, explore your possibilities and identify your options. We all have choices but we need to use our imagination to see them. You need to let your right brain expresses emotional intelligence and free the artist in you. Once you know where you want to be, then put your strategic thinking at work to identify your goals strategy and action plan to get you there.
BE SOCIAL, BE GLOBAL !
You can’t stop globalization even if you close borders and build walls made with bricks and mortars ! The internet, and social media make the world smaller and smaller everyday. Maybe your company is based in the U.S. but vendors might be in India, and customers in more than 40 countries. That’s why multinational companies need employees able to think globally but communicate locally with cultural sensitivity. I like to use the term “glocalization” to instill the idea that global products and services need to be designed in the early stages of research and development with cultural sensitivity too.
You cannot claim to be a global leader if you have visited many countries as a tourist. It is like learning swimming in a book, you need to get into the water and get wet .
If you are still in college, learn key languages maybe Mandarin, Spanish, Brazilian or Russian will be a good choice in today’s economy. Find an internship or a job abroad for minimum one year.
If you are already a manager employed in a multinational companies, become the first on the list to be picked-up for an international assignment by participating in global projects and working with multicultural teams.
Learning a new language should not depends on age, you don’t need to be fluent but it is important to understand how a language is structured to get some clues about cultural values and unspoken social rules or business etiquette. You can learn about the fundamental cultural dimensions from colleagues or local intercultural clubs and of course online through many specific forums and social media.
Continued learning in a large variety of topics every day will become mandatory.
Where do you see careers heading in 2012 and beyond ?
Have you invented your future yet ?
Related articles:
- Can we find new love for an old job? (lisamtetzloff.wordpress.com)
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