Chapter 7

A different language is not just a diction

ary of words, sounds, and syntax. It is a
different way of interpreting reality, refin
ed by the generations that developed th
e language.

-- Federico Fellini
Filmmaker and director, Italy

(p. 200)
Whatever the culture, there’s a tongue in our hea
d. Some use it, some hold it, and some bite it. Fo
r the French it is a rapier, thrusting in attack; the
English, using it defensively, mumble a vague an
d confusing reply; for Italians and Spaniards it is
an instrument of eloquence; Finns and East Asia
ns throw you with their constructive silence. Silen
ce is a form of speech, so don’t interrupt it.
-- Richard D. Lewis
Communications consultant, UK
(p. 200)
Opening question:
What advice, if any, can we derive from the o
bservations of Fellini and Lewis to become m
ore effective communicators across cultures?

4
Consider: Communication gaffes
1. Should you “read” the colors or the words of a s
ign in a foreign country? (medium vs. message,
universal traffic signs?)
2. When is it OK to show the souls of your shoes?
(communication taboos?)
3. Is Gesundheit really English?

(p. 201)
5
Topic for today:
Communication across cultures

• Perception and communication

• Culture and communication: A model
• Language, logic, and communication
• Message content and context
• Communication protocols

6
Eye of the beholder:
Perception and communication: A starting point

• Selective perception: People pay attention to m

essages that relate to their own immediate probl
ems or needs.
• Recency effects: A tendency to focus on the m
ost recent message or interaction compared to e
arlier ones.
Consider: Are these significant, of just minor, influ
ences on interpersonal communication?
(p. 202)
 Culture and communication: A model
Exhibit 7.1. Cultural influences on the communication process

Culture 1: Sender’s norm

ative beliefs about appro
priate communication be
havior
(e.g. belief in open and fran
k discussions; confrontatio
n acceptable)
Culturally compatible co
Sender’s communicatio
mmunication style
n style
(e.g., speak frankly and fir
(e.g., construct and conve
mly; stay focused on task;
y direct message to receiv
push for quick response)
er; expect direct and timel
y response)

Other influences on communication process

(e.g., past experiences with counterpart or others from same cul
ture; knowledge of topic; preparedness for cross-cultural commu
nication; time constraints; amount of noise in system; mutual tru
st)

Culture 2: Receiver’s nor
mative beliefs about appr
opriate communication b
ehavior
(e.g., reflect before speakin
g; avoid offending others)
Culturally compatible co
mmunication style
(e.g., speak subtly; consult
with others before respondi
ng; avoid direct confrontati
on)
Receiver’s response
(e.g., ignore direct approa
ch; evaluate message thro
ugh cultural screens; dela
y responding; use non-ver
bal communication)

(p. 203)
Language, logic, and communication:
Two issues

1. Language and linguistic structures

2. Cultural logic and shared meaning
1. Language and linguistic structures

• Linguistic structures: The manner in which wo

rds, grammar, syntax, and the meaning of word
s are organized and used.
• Sapir-Whorf hypothesis: Language imposes a
structure on our way of thinking that leads to diff
erent ways of experiencing the world and, as a r
esult, different worldviews (see Chapter 3).

(p. 207)
 Consider: Fourth floors

• The fourth floor in an American building is three flight

s of stairs up.
• The fourth floor in a British building is four flights of st
airs up.
• The fourth floor in a Korean building often doesn’t exi
st.
• Consider: If identifying the fourth floor is so difficult,
what happens when we are talking about something r
eally important?
(p. 206)
2. Cultural logic and shared meanings

Cultural logic:
• Is the process of using our own assumptions
to interpret the messages and actions of othe
rs, thereby inferring their motives and intentio
ns.
• Provides people with a system of assumption
s about what is mutually known and understo
od—our common ground.

(p. 209)
 Cultural logic and
cross-cultural communication

Sender’s communicat Recipient's communi

ion preferences: Sender’s final mess cation preferences:
Content and form age creation and tr Content and form Message recei
Initial messa ansmission:
pt: Recipient's
ge creation: S Incorporating sende
mental image a
ender’s menta r’s preferred messag
nd interpretati
l image of inte e content and form
Sender’s on of received
nded message as modified by his/ Recipient's assumpti
assumptions of recipi message
her assumptions of ons of sender’s know
ent's knowledge and recipient ledge and communica
communication prefe
tion preferences
rences

Recipient’s response: Based on me

ssage interpretation and learning, re
cipient becomes sender of a second
message as the communication exc
hange continues

Original sender to recipient

(p. 210)
Consider: An 8:00 meeting

(pp. 210-211)
Challenges facing non-native speakers

(p. 212)
Cultural differences in interpersonal com
munication

(pp. 215-228)
1. Cultural influences on message content

• Appropriate topics for discussion: What topics ar

e taboo for discussions? (family? illness? politics?)
• Affirmations and rejections: Must you agree? Ca
n you say “no”? (What is the meaning of “hai”?)
• Openness to express opinions: Can you really ex
press your opinions? (speaking to “superiors”? Spe
aking to “inferiors”?)

(p. 216)
2. Cultural influences on message context

• On average, verbal communication only carries abo

ut 35 percent of message content in a two-way con
versation.
• This suggests that non-verbal communication can b
e critical in filling in the blanks in a two-way exchang
e.
• Cultures can be differentiated based on the extent t
o which they generally emphasize high or low conte
xt in their communication patterns.

(p. 218)
Culture and message context:
High, mid-range, and low

(p. 219)
2. Cultural influences on message context

• Facial expressions: Is it acceptable to show joy or a

nger?
• Personal space: How close should we stand to one a
nother?
• Body language: Is it acceptable to point at someone
? If so, how? What are the implications of bad posture
?
• Secret communication: Do we use secret codes or s
ymbols to convey meaning that others cannot detect?
(p. 218)
 3a. Cultural influences on appropriate for
malities (communication protocols)
• Opening a conversation: Who should speak first? Shoul
d we be assertive or passive?
• Ending a conversation: Who should end the conversatio
n? Is there a formal end or do people just wander off?
• Presenting ideas or proposals: Should you present a pr
oposal all-at-once or piece-by-piece?
• Interruptions and silence: Is it acceptable to interrupt? A
re you comfortable with periods of silence?
• Vocal characteristics: Should you speak fast of slow, lou
d or soft?

(p. 223)
 3b. Cultural influences on appropriate be
haviors (communication protocols)

• Apologies: When should you accept blame? How to

save your own and other’s face?
• Disagreements: How should you express your disag
reements?
• Emotional displays: is it OK to yell or cry?
• Feedback: How (and when) should you provide som
eone with feedback?
• Requests: How do you make a request?
(p. 224)
MANAGER’S NOTEBOOK:
Communicating across cultures:
A summary

(p. 223)
 MANAGER’S NOTEBOOK:
Improving cross-cultural
communication
1. Enhance message clarity
• Message content
• Language clarity
• Delivery style

• Enhance message comprehension

• Inquiry
• Advocacy

• Minimize communication breakdowns

MANAGER’S NOTEBOOK:
1. Enhancing message clarity

• State message clearly; slow down.

• Repeat message using different words, if possible
.
• Back up spoken message with written materials.
• Speak in the other’s language, if possible.
• Avoid using idioms, jargon, or ambiguous words.
• Convey message in ways that are not offensive or
threatening to others.
 MANAGER’S NOTEBOOK:
2. Enhancing message
comprehension
• State your expectations and assumptions clearly.
• Restate the positions of all parties during discussions to cla
rify common understanding.
• Deal with questions and concerns as they arise.
• Be patient; repeat message as often as needed.
• Ask each side to state the other’s position as he/she sees it
.
• Avoid being so polite or subtle that message context gets l
ost.
• Write down any agreements of additional information to be
sought.
MANAGER’S NOTEBOOK:
3. Recognizing and responding to commu
nication breakdowns
• Observe body language for signs of distress, ange
r, or confusion.
• Be patient and understanding. Take a break when
appropriate.
• Mentally change places with others, asking yourse
lf how they would respond to what you are saying.
• Notice your own reactions to the situation.
 Application:
Communication protocols

1. Identify several of the more important communication prot

ocols (both formalities and behaviors) governing interpers
onal communication by members of your cultural group.
2. What are the possible challenges you or other members o
f this group might face when communicating with a prospe
ctive client or partner from a different culture?
3. How might you prepare yourself so these challenges coul
d be minimized?

28
 Think about it:
Communicating across cultures

1. Have you ever had an experience speaking with p

eople whose native language was different than y
our own?
2. How did these conversations usually turn out?
3. With hindsight, what might you have done to mak
e these conversations run more smoothly?

29