communicating across cultures matt cobb
TRANSCRIPT
Finpro
Market Opportunity Day
Communicating Across
Cultures
Matt Cobb
22nd October 2013
Complexity
Backgrounds
Interaction
Behaviours
Motivators
Work patterns
Thinking
Era of Cs
Communication
Collaboration
Co-creation
Community
Cooperation
Competence
Commitment
Complexity
Cultures
Change
Chance
Confusion
Chaos
Competition
Agenda What is culture? Who am I? Who are you?
Who are we?
What is Culture?
festivals
media
food
dress
language arts
values
time
norms
communication
ethics trust
Personal
Corporate
Ethnicity
Generation
Religion
Class
Gender
Regional
What influences who you are?
National
Professional / Educational
Significant Link Between Culture and Business
Core beliefs and values influence:
outlook and world view
communication styles
concepts of space and time
attitudes to authority and leadership
notions of team-work
motivation factors
Communicating
Across
Cultures
Effective intercultural communicator (I)
Titles, greetings Tuning into the other person
Content/topics - suitability - Communication style
Directness, indirectness - Cultural background
Handling opinions - Knowledge level
Interrupting (or not!) - Prejudices, baggage
Showing interest, follow-up Q’s - Sensitivities
Giving something of yourself? - Intelligence level
Ego control, not showing off - Professional background
Giving compliments - Interests & non-interests
Congratulating and commiserations
Listening/speaking balance
Effective intercultural communicator (II)
Delivery Listening skills
- Considerate - Concentration level, focus
- Speed, accent - Acknowledge
- Slang, vocabulary choice - Own filters
- Clarity - Reading between the lines
- No irritators
- Limited ’fillers’
Positive, level of enthusiam (Appearance)
Smiles (cultural level)
Effective intercultural communicator (III)
Avoiding contentious issues
- ask questions, listen
- avoid own opinions
- generalise, be vague
- perspective, history
- not informed
- 3rd party ’blame’
- be measured
- opinions as facts (NO)
- not putting someone in a difficult position (giving face)
British
“Hmm, that’s a very interesting idea.”
USA
“You gotta be kidding.”
India
“I will try”
German
» “I don’t agree”
French
“I don’t see the logic in your
argument!”
Italian
“Let’s go and have a Campari
and talk about it tomorrow.”
Japanese
“I agree.”
Swedish
“Let’s arrange another meeting.”
Finnish
“…………………”
Managing Stereotypes
Accurate
Be consciously aware of them
Describe, do not judge
Be ready to revise them
Initial preparation for what you MIGHT face
Be ready to abandon them!!
National culture is still a useful level of analysis
Cross-cultural communication – stages (I)
1. Pre-contact
2. Reputation
3. Arrangements
Pre-contact
Do some thinking / your reseach!
Which context, place, situation?
Who should be involved (from your perspective)?
Who needs to be involved (from theirs!)?
How can you get information about the people involved?
Cultural factors at this stage: attitudes to status, working roles, time, efficiency, deadlines
Reputation (& trust)
You, your team, your organisation, country
Cumulative, easily lost / destroyed
Great asset (culturally) – means you have a better (or worse!) chance of being trusted at the start
Positive referral by trusted source?
Introduction by trusted 3rd party
Cultural factors at this stage: stereotypes, status, hierarchy, relationship vs. professional orientation
Arrangements - planning
Timing, dates – sensitivity (national holidays, busy periods, lucky/unlucky dates)
Communication channels (email, phone, face-to-face, virtual)
Cultural factors at this stage: amount of time allocated, getting confirmation, data vs. dialogue orientation, motivation factors
Cross-cultural communication – situations
1. Manners and taboos
2. Meetings
3. Presentations
4. Negotiations
Manners, taboos and culture
Greetings, titles, handshakes Introductions
Directness/indirectness Criticism
Time-keeping, punctuality Body language, eye contact
Professional – personal topics Class rules
Social events: fomality, informality Hosting and toasting
Sensitive conversation topics (religion, politics, history)
Gifts Boasting
Colours & numbers Phones
Dress codes Smoking
Meetings and culture
Communication style Body language, eye contact
Speech – content, type, facts, opinions, verbal/non-verbal, Low/high context, pauses, silence, direct/indirect, challenging? (intellectually or emotionally)
View of time (speed of process, thinking, planning, action), timing, punctuality, breaks
Hierarchy and status, WHO is there?
Professional and personal time – separate or overlapping?
Protocol, procedures Storytelling, sayings, proverbs
Agenda, order Preparedness
Facts, data Paper, slides, speech?
Relationships Dress, formality
Roles & value – expert? Experience?
Decision-making – individual, collective, now/later?
Presentations and culture
Communication style (as before)
(organisation/team culture)
Listening habits •Facts, data, figures, research? •Use of words, language and oratorical skills? •Language skills, listening skills •Concentration span, length? •Cultural sensitivity
How is a presentation ’seen’? •Information giving? •Interactive? •Persuading, motivating? •Selling, influencing? •Impress with charisma? •Part of longer relationship?
Formality Dress, personal impressions
Structured, flexible? Handouts, slides, flipchart
Timing and punctuality Who delivers it (status)?
Negotiations and culture (+ meetings list)
Decision-making (how, who, how long?)
Reputation (face, company)
Details – overall concept? Opinions (agreeing and disagreeing)
Compromising Contracts (written, oral?) Fixed, followed or re-negotiable?
Influencing & Persuading Status, honour
Tactics, starting point? Roles
Cross-cultural Communication -
Listening habits
Group exercise
Cross-cultural Communication -
National Communication Patterns
Group exercise
Identifying differences across cultures NORTH EAST WEST SOUTH
NORTH
Analysis Planning Efficiency Facts Process Order Consequence Reliable Cautious Rigorous
WEST
Effectiveness Results Action Task focus Assertiveness Fairness Risk-taking Newness Independence Self-reliance
SOUTH
Relationships Social Expression Emotion Family Clan Community Belonging Closeness Intimacy
EAST
Accepting Flexible Harmony Balance Relationships Networks Cyclical Patient Ambiguity Paradox
W E
N
S
USA
Germany
Brazil
Vietnam France
Poland Russia
India
Finland
Sweden
UK
Belgium
Netherlands
Norway Denmark
Australia
Singapore
Hongkong
Japan
China
Spain Italy Nigeria
Saudi Arabia
Turkey
Iran
Indonesia
Korea
Canada
Hungary
RATIONAL
HUMANIST
PRAGMATIC HOLISTIC
Acting
Reacting
Thinking
Feeling
organize
plan and see problems ahead
analyze consequences
hold consistent policies
access rational thought
generate data
challenge us objectively
Strengths of the North
Collaborative : fast communication, flat hierarchies, openess, self-managing individuals
Collaborative coolness, inflexibility, individualistic
HEAD
energize
experiment
innovate
focus on immediate future
get results
generate action
take risks
Strengths of the West
HAND
Collaborative : speed, drive, action
Collaborative too quick for discussion, lack of process & rigour
generate enthusiasm
motivate
sell ideas and persuade
generate a positive social atmosphere
access emotions
generate dialogue
challenge us personally
Strengths of the South
Collaborative : relationship building, warmth, community
Collaborative hierarchy, disorganised, political
HEART
harmonize
act intuitively
be patient
think and act long-term
access feelings
listen
empathize
Strengths of the East
SPIRIT
Collaborative : networking, tolerate ambiguity, meaning and purpose
Collaborative inequality, high context communication, reactive
Cultural Adaptation: North
1. Do one thing at a time, complete action chains
2. Use logic and rationality
3. Stick to facts, prioritise truth over diplomacy
4. Follow rules, regulations, laws
5. Speech is for information
6. Maintain word-deed correlation
7. Stick to agenda
8. Respect officialdom
9. Respect contracts and written word
10.Limited body language
Cultural Adaptation: West
1. Talk and listen in equal proportions
2. Be polite but direct, speak up
3. Take your speaking turn
4. Partly conceal feelings
5. Concentrate on the deal
6. Reply quickly to written communication or e-mails
7. Look for short-term profit
8. Be punctual
9. Stay results orientated
10.Compromise to achieve the deal
Cultural Adaptation: East
1. Don’t threaten or blame
2. Suggestions, especially criticism, should be indirect
3. Favour diplomacy over truth
4. Good listening is important; don’t interrupt
5. Speech is to promote harmony
6. Don’t rush or pressure them, go over things several times
7. Face to face contact is important
8. Observe fixed power distances and hierarchy
9. Utilize networks
Cultural Adaptation: South
1. Be prepared for several people talking at once
2. Let them talk at length, reply fully
3. Think aloud
4. Digress from agenda and explore interesting ideas
5. People and feelings are more important than facts
6. Speech is for opinions
7. Truth is flexible and situational
8. Be diplomatic rather than direct
9. Socialise, be relationship oriented
10. Contracts may often be renegotiated
Interaction Styles
NORTH WEST SOUTH EAST
Info sources data action dialogue networking
Discussion style direct direct subtle affirming
Argumentation explicit clarifying persuasive implicit
Problem solving rational pragmatic emotional intuitive
Likes to work alone alone small group whole group
Attention span medium short medium long
Practical communication tips 2. Leverage in Communication
Think it though first & avoid obvious errors
Status, Gender
Pre-empt, deal with history Competition – internal, external
Beware of assumptions Pressure (CEO, manager, market)
Don’t forget the human factor Sponsorship
Language, culture and communication processes
Perspective – broader, bigger, longer term, timescale
Use real, concrete, relevant examples
Hints about the future
Make people feel important in the process
Strategy (BU, company)
Listen and acknowledge Defuse - 3rd party ‘blame’
Communication plan + action Personal favour
Flatter, stress the positive Patriotism
Choose or change the setting Change or die
Becoming a multicultural organisation (1)
Where are you now (monocultural, transitional)?
Areas of operation, activities, target markets, where is growth going to come from?
Daily contact, depth of collaboration
Is culture and diversity already an issue?
Do you really want to become more multicultural?
What are the challenges and benefits for your organisation?
Becoming a multicultural organisation (2)
Key success factors
Sponsorship by the board and top management team
In line with strategic goals
Communication, listening
Systematic approach, targetted efforts
Involve and engage people, bottom-up approach – culture is a topic most people have opinions about!
Training and in-house resources, Knowledge Management
Develop metrics & tools to measure change
Becoming a multicultural organisation - checklist
Lead by example!
Written policies forbidding discrimination
Training programmes
Social events, relationship-building, trust
Engagement, input from minorities
Flexible work environment
Continuous monitoring and development
ROD - ”Return on Diversity”
Success Factors for Cross-cultural Collaboration
Be prepared
Slow down
Set common ground rules
Agree on communication rules
Develop relationships
Understand own culture
Curiosity and respect for others
Build trust
Universal characteristics Everyone wants to be liked and feel that:
Feeling CC Finland
they are listened to
Excellent, but show it with body language & affirmation
their feelings & opinions matter
Speed & frequency of response – comment!
they are interesting
Personal comment and follow-up questions
their efforts are appreciated
Clear thanks even when it is their job
A smile goes a long way!!!
The golden rules & action points!!
1. Know thyself - beware of assumptions!
2. Cross-cultural research to avoid basic errors
3. State of awareness, improved sensitivity
4. Be interested in the differences
5. Effort to learn from experience
6. Enjoy it!
Web resources
Search strings:
”cross-cultural communication + country name”
kwintessential.co.uk (good starting point for national cultural information)
clearlycultural.com (introduction to Hofstede’s dimensions)
everyculture.com (general cultural info)
worldbusinessculture.com (more business focused)
Cross-cultural studies
Parsons & Shils (1951): Pattern variables
Kluckhohn & Strodtbeck (1961) Value-orientations
Edward T. Hall (1966) contact & no contact; (1976) monochronic & polychronic time concept; (1976) low & high context
Geert Hofstede (1980; 1983; 1991; 2001, 2005) work-related values
Shalom Schwartz (1987/1992, 1994, 2002) (Schwartz Value Inventory SVI)
Fons Trompenaars (1993;1997)
Alexander Thomas (1989): cultural standards
Richard D. Lewis When cultures collide (2006)
Richard Gesteland (1999): combines various studies