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Ideals, values, and assumptions about lifeIdeals, values, and assumptions about lifethat are widely shared among people andthat are widely shared among people andthat guide specific behaviors. (Brislin 1993)that guide specific behaviors. (Brislin 1993)

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CROSS CULTURALCROSS CULTURAL

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The high-context communicationThe high-context communication

stylestyle

is associated with a nonverbal, implicit, high-contextis associated with a nonverbal, implicit, high-context

style of communication, which predominates in non-style of communication, which predominates in non-

Western, collectivist countries. It does not focus onWestern, collectivist countries. It does not focus on

just the immediate issues, but puts a particular focusjust the immediate issues, but puts a particular focuson long-term and emotional aspects of theon long-term and emotional aspects of the

relationship between the parties and is preoccupiedrelationship between the parties and is preoccupied

with considerations of symbolism, status, and face; Itwith considerations of symbolism, status, and face; It

also draws on highly developed communicationalso draws on highly developed communicationstrategies for evading confrontation."strategies for evading confrontation."

aymond !ohen paraphrased#aymond !ohen paraphrased#!he meaning is not in the words, but in the greater conte*t.

+!hats -ust great. (when its not) / +!hat would be difficult.

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The low-context communicationThe low-context communication

stylestyle

is infused with the can-do, problem-solving spirit, assumes ais infused with the can-do, problem-solving spirit, assumes aprocess of give-and-ta$e, and is strongly influenced by %nglo-process of give-and-ta$e, and is strongly influenced by %nglo-&axon legal habits. When negotiation experts suggest a model&axon legal habits. When negotiation experts suggest a modelof negotiation usually involving such features as the "jointof negotiation usually involving such features as the "joint

search for a solution," "isolating the people from the problem,"search for a solution," "isolating the people from the problem,"and the "maximi'ation of joint gains"#, they are proposing aand the "maximi'ation of joint gains"#, they are proposing aversion of the low-context, problem-solving model. ationalversion of the low-context, problem-solving model. ationalthought is at the base of this model; people are part of thethought is at the base of this model; people are part of theproblem, not the solution; each problem can be solvedproblem, not the solution; each problem can be solved

discretely; goals are defined in terms of material, not psychic,discretely; goals are defined in terms of material, not psychic,satisfactions.satisfactions.

aymond !ohenaymond !ohen

paraphrased#paraphrased#

!he words convey the meaning

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ConflictsConflicts

A High Context PerspectieA High Context Perspectie

(on-Western negotiators tend to be surprised by their(on-Western negotiators tend to be surprised by theirnegotiation partner)s ignorance of history, preoccupation withnegotiation partner)s ignorance of history, preoccupation withindividual rights, obsession with the immediate problem whileindividual rights, obsession with the immediate problem whileneglecting the overall relationship, excessive bluntness,neglecting the overall relationship, excessive bluntness,impatience, disinterest in establishing a philosophical basis forimpatience, disinterest in establishing a philosophical basis foragreement, extraordinary willingness to ma$e soft concessions,agreement, extraordinary willingness to ma$e soft concessions,constant generation of new proposals, and inability to leave aconstant generation of new proposals, and inability to leave aproblem pending. *hey are frustrated by their %mericanproblem pending. *hey are frustrated by their %mericanpartner+s occasional obtuseness and insensitivity; tendency topartner+s occasional obtuseness and insensitivity; tendency tosee things and present alternatives in blac$-or-white, either-or-see things and present alternatives in blac$-or-white, either-or-

terms; appetite for crisis; habit of springing unpleasantterms; appetite for crisis; habit of springing unpleasantsurprises; intimidating readiness for confrontation; tendency tosurprises; intimidating readiness for confrontation; tendency tobypass established channels of authority; inability to ta$e no forbypass established channels of authority; inability to ta$e no foran answer; and obsession with tidying up loose ends andan answer; and obsession with tidying up loose ends andputting everything down on paper.putting everything down on paper.


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ConflictsConflicts

A Low Context PerspectieA Low Context Perspectie%merican negotiators tend to be surprised by their%merican negotiators tend to be surprised by theirnegotiation partner)s preoccupation with history andnegotiation partner)s preoccupation with history and

hierarchy, preference for principle over nitty-grittyhierarchy, preference for principle over nitty-grittydetail, personali'ed and repetitive style of argument,detail, personali'ed and repetitive style of argument,lac$ of enthusiasm for explicit and formal agreement,lac$ of enthusiasm for explicit and formal agreement,and willingness to sacrifice substance to form. *heyand willingness to sacrifice substance to form. *heyare frustrated by their partners+ reluctance to put theirare frustrated by their partners+ reluctance to put their

cards on the table, intransigent bargaining,cards on the table, intransigent bargaining,evasiveness, dilatoriness, and readiness to wal$ awayevasiveness, dilatoriness, and readiness to wal$ awayfrom the table without agreement.from the table without agreement.


(egotiating %cross !ultures(egotiating %cross !ultures

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10 ways

apanese avoid saying +2o1. Vague no

2. Vague and ambiguous yes or no

3. ilence

!. "ounter #uestion

$. %ateral res&onses

'. (xiting )lea*ing+

. %ying )e#ui*ocation or ma-ing an excusesic-ness, &re*ious obligation, etc.+

/. "ritici0ing the #uestion itself

. efusing the #uestion

1. "onditional no

11. 4es, but . . .

12. Delaying answer )e.g., 5e will write you a letter.+

13. 6nternally yes, externally no

1!. 6nternally no, externally yes

1$. 7&ology

1'. 8he e#ui*alent of the (nglish no

&rimarily used in filling out forms, not in con*ersation

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9unctuality

5estern 7sian

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Geert Hofstede (1980, 1991)

tudies of 114,555 IB$ employees covering 46 national

subsidiaries, 37 occupations, 65 languages.

&sed employee attitude surveys ta8en in 190709 and

194143 within IB$ subsidiaries in 00 countries.

tatistically analyed answers which revealed four centraland largely independent bipolar dimensions of a national

culture.

:imensions to e*plain systematic differences in wor8

values and practices at the country level;

< #ower distance

< &ncertainty avoidance

< $asculinity and femininity

< Individualism and collectivism

< =%onfucianism and dynamism>

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HOFSTEDESHOFSTEDES

CULTURALCULTURAL

DIMENSIONSDIMENSIONS!asculinity-femininity

"n#ii#ualism-

collectiism

Power

#istance

$ominance% in#epen#ence s&

compassion% inter#epen#ence% '

openness&

(mphasis on in#ii#ual goals%

nee#s% ' success s& group nee#s%

satisfaction% ' performance&

$egree to which people

accept power ' status

#ifferences in society&

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Uncertainty

aoi#ance

!asculinity-femininity

"n#ii#ualism-

collectiism

Power

#istance

$egree to which people are

comforta)le with am)iguity

' uncertainty& *+ot Ris,

Tolerance

$ominance% in#epen#ence s&

compassion% inter#epen#ence% '

openness& *Competition & Cooperation

(mphasis on in#ii#ual goals%

nee#s% ' success s& group nee#s%

satisfaction% ' performance&

$egree to which people

accept power ' status

#ifferences in society&

Confucianism #ynamism

Long-Term Orientation

7 future oriented &ers&ecti*e

:sacrifice for the future.:

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PowerPower

DistanceDistance

Hierarchy, StatsHierarchy, Stats

!!Res"ect yor e#$ers%Res"ect yor e#$ers%&' !(e are a## e)a#'%&' !(e are a## e)a#'%!*st ca## +e *ohn'%!*st ca## +e *ohn'%

In$i&i$a#isIn$i&i$a#is++co##ecti&is+co##ecti&is+

!!(hats in it -or +e.%(hats in it -or +e.%

!!How $oes +y /ro"How $oes +y /ro"#oo0.%#oo0.%

Lon/Ter+Lon/Ter+OrientationOrientation

Howe&er #on/ it ta0esHowe&er #on/ it ta0es

Short ter+ "ro1tsShort ter+ "ro1ts

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5ay of %ife

6ndi*idualism ; "ollecti*ism

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8he

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%ommon ?sian roupings

< "igh conte*t

< %ollective

< "igh #ower :istance

< 'ong!erm @rientation

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?merican tereotype

< 'ow conte*t

< Individualist

< 'ow #ower :istance

< hort!erm @rientation

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"igh %onte*t %ommunication

< %ommunication is indirect< $eaning is indirect, implied, and derived from the

conte*t< :ifficult to hearAinfer interests< Implied meanings arise from the settingAconte*t< 2onverbals are very important< 'ots of inferences need to be drawn

< ords promote harmony< %onflict is avoided< ays C2oC without using the word C2oC

'in8ed to; %ollectivism, "ierarchy, spiral logic

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'ow %onte*t %ommunication

< ords communicate information directly

< 'iteral meanings independent of

settingAconte*t

< $eaning is in the wordsD its clear

< +Eead my lipsC

< %onflict is @F< ays C2oC easily

'in8ed to; individualism, Guality, 'inear logic

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"ow would you negotiate with

"igh %onte*t %ommunicatorsH

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2egotiating with

"igh %onte*t %ommunicators

< Eead between the lines< :ont ta8e them literallyD gather CcluesC< #ay close attention to conte*t J nonverbals< ?s8 for further clarification< :raw out their full ideas with Guestions< ?s8 them to be more direct

< Kace is very important< :ont challenge themD they may lose face< *plain that you do not fully understandD< !a8e time to build a good relationship

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!ips for

'ow %onte*t %ommunicators

Eead between the linesD be sensitive to the

nonverbalsD assess the conte*t

:ont be too direct:ont overwhelm themD be less aggressive

often your words when e*pressing

disagreement

!one down emotionsngage in more Csmall tal8C

Build relationships early

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2egotiating with

'ow %onte*t %ommunicators!a8e their words at face value

2o need to read between the lines

hat you hear, is what you get

%ommunicate clearly and e*plicitly. Be CupfrontC

?s8 direct GuestionsD share fran8 observationsay CnoC if you mean CnoC

?void ambiguous e*pressions

Eeframe their directness as helpful information

(not rudeness)

'isten J active listen

Be ready to negotiate at the first meeting

"andle some business over the phone or internet

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!ips for

"igh %onte*t %ommunicators

< :ont assume they understand the larger conte*t

< Be more directD dont be ambiguous

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