CROSS-CULTURAL MANAGEMENT
SESSION 3: CROSS-CULTURAL
COMMUNICATION
AGENDA FOR TODAY
• Communication across cultures
• Erin Meyer culture map
• In class activity
• Workshop
COMMUNICATION ACROSS CULTURES
THE CLASSIC PROCESS OF COMMUNICATION
SENDER ENCODING MESSAGE DECODING RECEIVER UNDERSTANDING
NOISE!
NOISE IN COMMUNICATION
● Message • Emotions
■ Too much information • Communication apprehension – social
■ Lack of clarity anxiety
■ Poor choice of words • Cultural differences
● Language and jargon • Stereotypes
● Weak listening skills
-inability to concentrate
-lack of involvement
-thinking about response
Communicating across cultures
‘’The challenge is that even with all the good will in
the world, miscommunication is likely to happen,
especially when there are significant cultural
differences between communicators’’
[Professor Michelle LeBaron]
We make -- whether it is clear to us or not -- quite different meaning of the world, our places in it, and our
relationships with others.
What are the types of communication?
HOW WHAT
75% 25%
Verbal
Verbal (tone, pace, silence, …)
Non-verbal (kinesics, chromatics, …)
The most recent study …
8 scales to map the world’s cultures
How cultural differences affect business
Meyer’s Culture Map
Communicating Low-context vs High-context
Low-context: Good communication is precise, simple, & clear. Messages
are expressed & understood at their face value.
Repetition, questions are appreciated if it helps clarify the
communication.
High-context: Good communication is sophisticated, nuanced, and
layered. Messages are both spoken and read between the lines.
Messages are often implied but not plainly expressed.
“There are a lot of calories in that toffee ice cream you bought,”
Hall’s High & Low context cultures
The influence of culture on verbal and non -verbal communication
Low context
More Explicit - Direct
More task-oriented
More monochronic
High context
More Implicit - Indirect
More relationship-oriented
More polychronic
Meyer’s Culture Map
Evaluating: Direct vs Indirect negative feedback
Direct negative feedback: provided frankly, bluntly, honestly. Negative messages
stand alone, not softened by positive ones. Absolute descriptors when criticizing:
totally, completely … Criticism may be given to an individual or in front of a group.
Indirect negative feedback: provided softly, subtly, diplomatically. Positive
messages are used to wrap negative ones.
Qualifying descriptors when criticizing: sort of, slightly …
Criticism is given only in private.
Interpersonal communication skill: feedback
● Starting point: keep in mind that people are defensive
● Adapt feedback to the person’s situation (e.g. good or bad employee)
● Adapt frequency and style to the person (needs autonomy or needs security)
● Make it well-timed (emotions, social surrounding etc)
● Right focus: consistent behaviors rather than occasional actions, Don’t compare (it hurts)
● Ensure understanding (ask questions)
● Be constructive: offer suggestions for improvement
[Link]
Direct vs Indirect negative feedback
• Make pairs and decide who is Audrey (giving
feedback) and who is Richard (receiving
feedback). Then read the text – each one only
reads his or her role.
• Then play the scene: how Audrey should give
feedback, how Richard might react.
Meyer’s Culture Map
Persuading: Principles-first vs Applications-first
Principles-first: develop the theory or complex concept before
presenting a fact, statement, or opinion.
Applications-first: begin with a fact, statement of opinion and
later add concepts to back up or explain. The emphasis is more
on practical and concrete discussions.
Meyer’s Culture Map
Disagreeing: Confrontational vs Avoids confrontation
Confrontational: Disagreement and debate are positive for the team or
organization. Open confrontation is appropriate and will not negatively impact the
relationship.
Avoids confrontation: Disagreement and debate are negative for the team or
organization. Open confrontation is inappropriate and will break group harmony or
negatively impact the relationship.
Neutral vs Affective cultures: communication
1 of the 7 dimensions by Trompenaars & Hampden -Turner
Neutral Affective
Feelings More inhibited More uninhibited
Reason or emotions Reason dominates Emotion dominates
Use of gestures Limited Frequent
Delivery More monotonous More lively
Admire in others Self control Expressiveness
Interrupts Generally NO YES
Expressions are similar
across cultures, but their
interpretation remain
culture specific.
Meyer’s Culture Map
8 scales that map the world’s cultures
Communicating Low-context vs High-context
Evaluating Direct vs Indirect negative feedback
Persuading Principles-first vs Applications-first
Disagreeing Confrontational vs Avoids confrontation
Deciding Consensual vs Top-down
Trusting Task-based vs Relationship-based
Scheduling Linear vs Flexible time
Leading Egalitarian vs Hierarchical
Meyer’s Culture Map
Deciding: Consensual vs Top-down
Consensual: Decisions are made by groups through
unanimous agreement.
Top-down: Decisions are made by individuals (usually ‘the
boss’).
Meyer’s Culture Map
Leading: Egalitarian vs Hierarchical
Egalitarian: The ideal distance between a boss and a subordinate is LOW. The boss is
more of a facilitator. Organizational structures are FLAT. Communication can skip
hierarchical lines.
Hierarchical: The ideal distance between a boss and a subordinate is HIGH. The boss
is a strong director who leads from the front. Organizational structures are MULTI-
LAYERED & FIXED. Communication follows set hierarchical lines.
Meyer’s Culture Map
Trusting: Task-based vs Relationship-based
Task-based: built through business-related activities, relationships are built
and dropped easily, based on the practicality of the situation: ‘You do good
work consistently, you are reliable. I enjoy working with you. I trust you.’
Relationship-based: built through sharing meals, etc over the long term:
‘I’ve seen who you are at a deep level. I’ve shared personal time with you.
I know others well who trust you. I trust you’.
Meyer’s Culture Map
Scheduling: Linear-time vs Flexible-time
Linear-time: Project steps are approached in a sequential fashion, completing one
task before finishing the next. No interruptions. The focus is on deadline and
sticking to the schedule = Promptness + good organization!
Flexible-time: Project steps are approached in a fluid manner, changing tasks as
opportunities arise. Many things are dealt with at once and interruptions are
accepted = Adaptability + flexibility!
