Leadership Communication, 4th edition by Deborah J.

Barrett

Diversity and Intercultural

Communication

Lectures Based on
Leadership Communication, 4th edition
By Deborah J. Barrett, Ph.D.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Communication, 4th edition by Deborah J. Barrett

A Few Caveats about Discussing Culture

 Generalizing can be helpful but can also be
misleading and lead to stereotyping, which
leaders should avoid
 In some ways groups of people from the same
country or culture will resemble each other, but
in many ways they will differ
 Regions can differ as much in culture as one
country would differ from another
 Any individualistic culture, in particular, will
resist generalizations about culture, and overall,
most people are uncomfortable with limited,
stereotypical labeling of them

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Leadership Communication, 4th edition by Deborah J. Barrett

Discussion Topics

 Defining culture
 Using cultural frameworks wisely
 Recognizing the major cultural variables
 Connecting and communicating across cultures

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Leadership Communication, 4th edition by Deborah J. Barrett

Culture – A Definition

 Attitudes, behavior, basic

assumptions, beliefs, and
values shared by a group
of people and influencing
their interpretation of other
people’s behavior

 Culture includes –
Geographical, national,
social characteristics, race,
but it also includes
Gender, age, physical
characteristics, profession,
organizational function, and
company structure and style
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Leadership Communication, 4th edition by Deborah J. Barrett

Much about Culture is Below the Surface

The Cross-Cultural Iceberg

Source: Popular cultural

concept. This graphic
depiction is courtesy of
Royal Dutch Shell.
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Leadership Communication, 4th edition by Deborah J. Barrett

Hofstede’s Layers of Culture

Levels Description
National  Country of birth, development
Regional/and or  Area of growth; religious and/or
ethnic linguistic affiliation
Gender  Born as a girl or boy

Generation  Grandparents; parents; children

Social  Occupation, profession, education

Organizational/  Way employee socialized by work

corporate environment

Source: G. Hofstede (1997).

6 Cultures and Organizations: Software of
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the Mind. New York: McGraw Hill.
Leadership Communication, 4th edition by Deborah J. Barrett

Another Approach to Culture is Values

Secular-Rational
Values

Traditional
Values Self
Survival Expression
Values Values
Source: Ronald Inglehart’s values map from the World Values Survey
7 9-7
http://www.worldvaluessurvey.org/
 Leadership Communication, 4th edition by Deborah J. Barrett

The Seven Major Cultural Variables

2. Information
5. Power/Equality- flow – open
Hierarchical or or closed;
Democratic up/down or
across

Japanese
6. Individualistic
or Collective
1. Context -
3. Time – high or low
mono- or
poly- 7. Spirituality
chronic

German

4. Language
Source: Variables included in this framework were inspired by the work of Hall, Hofstede, Inglehart , O’Hara-Devereau, & Johansen. Variations 9-8
of this model appear in Barrett, D.J. (2009). Put your finger on the differences: Achieving cross-cultural literacy. Communication Director.
Leadership Communication, 4th edition by Deborah J. Barrett

The Major Cultural Variables Defined

Variable Description
1. High/low context  Meaning primarily in the
words or in the context
and relationships
2. Information flow  Emphasis on how
information is shared,
whether open or protected
3. Time  Focused on the past, the
present, or the future; time
is measured and valued or
fluid and flexible
4. Language  First language and any
secondary languages in
which is fluent
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Leadership Communication, 4th edition by Deborah J. Barrett

Major Cultural Variables (continued)

Variable Description
5. Individual/collective  Emphasis on “I” or “we,”
on individual or on the
group or the community
6. Power & equality  Respectful of authority and
rituals, belief in hierarchies
and titles or little respect
for authority; all are equal
7. Spirituality & belief  Control and value in
systems individual or outside self;
nature serves humans or in
symbiotic relationship

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Leadership Communication, 4th edition by Deborah J. Barrett

Countries Placed on the High-/

Low-Context Spectrum

High
Context
Canada India
UK Greece Japan
Australia Central & China
New Zealand South America
North America Korea
Spain
Scandinavian Vietnam
Italy
Countries Arab Countries
Switzerland France
Russia Africa
Germany

Low
Context
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Leadership Communication, 4th edition by Deborah J. Barrett

Generational Differences
Label DOBs Generalized Traits
Traditionalists 1925 – 1945  Patriotic, dependable,
conformist, respects authority,
rigid, socially and financially
conservative, solid work ethic
Baby Boomers 1946 – 1964  Workaholic, idealistic, loyal,
competitive, materialistic, seeks
personal fulfillment, values
titles and the corner office
Gen Xers 1965 – 1979  Self-reliant, adaptable, cynical,
distrusts authority, resourceful,
entrepreneurial, tech savvy
Millennials 1980 – 2001  Entitled, optimistic, civic
minded, close parental
(also called Gen Y) involvement, values work-life
balance, impatient, multitasking
Source: Ron Alsop, The Trophy Kids Grow Up: How the Millennial Generation
is Shaking Up the Workplace. Jossey-Bass, 2008. 9-12
Leadership Communication, 4th edition by Deborah J. Barrett

Connecting Across Cultures

1. Be open and respectful

2. Know the local customs
3. Learn as much about the culture, history,
people, and even languages as reasonable
4. Obtain pointers and feedback from members
of the culture
5. Be patient, be flexible, and value the time
needed to develop relationships
6. Keep a sense of humor
7. Keep language simple and avoid jargon
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 Leadership Communication, 4th edition by Deborah J. Barrett

Be Sensitive to Direct Vs. Direct

Communication Styles
 Direct communicators come from societies that
tend to place emphasis on independence and
individuality.
 Indirect communicators tend to be from
cultures that value harmony and saving face.
People tend to avoid confrontations.

Spain Middle
United East
Kingdom Mexico
Direct Indirect
U.S. France Africa Japan
Germany Russia Southeast
Asia
China
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Source: Craig Storti (1999). Figuring Foreigners Out.
 Leadership Communication, 4th edition by Deborah J. Barrett

Examples of Direct Vs. Indirect

Direct Indirect
 No or Yes. Perhaps or maybe.
 I’m not sure that’s a Are there any other
good idea. ideas?

 I don’t agree with you, let May I make a small

me tell you why. suggestion? Or What do
you think?

 We have some concerns Your idea might work.

about your idea.

 This isn’t going to be We will try our best.

easy!

Adapted from Beth O’Sullivan, “Reflections on U.S. Business Culture and

Working in the U.S.” Rice15
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University lecture. Used with permission.
Leadership Communication, 4th edition by Deborah J. Barrett

Discussion Summary

 Culture is complex, made up of multiple

layers and regional, functional, and
generational differences
 Having an approach to understanding cultural
differences, such as a framework, will assist
leaders in recognizing the variables and
facilitate getting below the surface
 Understanding the differences will help leaders
connect and communicate more effectively
across cultures

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