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Cross Cultural Cross Cultural Communication in BusinessCommunication in Business
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Program outlineProgram outline
1. Introduction to culture & cultural differences
2. Challenges in cross cultural communication
3. Understanding cultures – culture models
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1 - 1 - Introduction to culture & cultural differencesIntroduction to culture & cultural differences
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"Cultural differences""Cultural differences"
"For a German and a Finn, the truth is the truth. In Japan and Britain it is all right if it doesn't rock the boat. In China there is no absolute truth. InItaly it is negotiable."
Richard D. Lewis
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Culture = Human mental Culture = Human mental programmingprogramming
PersonalityPersonality
CultureCulture
Human NatureHuman Nature
Inherited & learned
Learned
InheritedUniversal
Specific to groupor category
Specific to individual
Source: G. HofstedeSource: G. Hofstede
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NNatureature of of cultureculture
LearnedCulture is acquired by learning
and experience
SharedPeople as a member of a group, organization, or society share
culture
TransgenerationalCulture is cumulative, passed
down from generation to generation
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The iceberg of cultureThe iceberg of culture
Languages(verbal & non-verbal)
Languages(verbal & non-verbal)
Explicit behavioursHabits & traditions
(food, housing, clothing, health…)
Explicit behavioursHabits & traditions
(food, housing, clothing, health…)
Know-how(communication codes, tools..)
Know-how(communication codes, tools..)
Institutions(collective organizations modes:
family, education
Institutions(collective organizations modes:
family, education
Norms(Do’s & don'ts)
Norms(Do’s & don'ts)
ValuesValues
Mental state & cognitive processes(perception, learning, knowledge, memory…)
Mental state & cognitive processes(perception, learning, knowledge, memory…)
Ex
plic
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xp
licit
Imp
licit
Imp
licit
Co
ns
cio
us
Co
ns
cio
us
Un
co
ns
cio
us
Un
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ns
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us
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Manifestations of culture: Manifestations of culture: different levelsdifferent levels
Values
Symbols
Heroes
Rituals
Practices
Source: G. HofstedeSource: G. Hofstede
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Manifestations of cultureManifestations of culture
Symbols: words, gestures, objects that carry a particular meaning which is only recognized by those who share the culture.
Heroes: persons, alive or dead, real or imaginary, who possess characteristics which are highly prized in a culture and who thus serve as models for behavior.
Rituals: collective activities, considered socially essential. Values: basic assumptions about how things should be in
society.They are convictions regarding right or wrong, good or bad, important or trivial. Learned implicitly. Cannot be discussed.
Practices: what is visible to an outsider.
Source: G. HofstedeSource: G. Hofstede
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Americans as other see them…Americans as other see them…
India: “Americans seem to be in a perpetual hurry. Just watch the way they walk down the street. They never allow themselves the leisure to enjoy life; there are too many things to do.”
Turkey: “Once we were out in a rural area in the middle of nowhere and saw an American come to a stop sign. Though he could see in both directions for miles and no traffic was coming, he still stopped!”
Colombia: “The tendency in the US to think that life is only work hits you in the face. Work seems to be the one type of motivation.”
Ethiopia: “The American is very explicit; he wants a “yes” or a “no”. If someone tries to speak figuratively, the American is confused.”
Iran: “The first time my American professor told me, “I don’t know the answer, I will have to look it up,” I was shocked. I asked myself, “Why is he teaching me? In my country a professor would give the wrong answer rather than admit ignorance.”
Source: N. Adler., 1991
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Brazil?Brazil?
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French: logical, cartesian, elitist, authoritarian, proud
French: logical, cartesian, elitist, authoritarian, proud
Germans: rigid, methodical, obsessed with order & privacy, unemotional, territorial
Germans: rigid, methodical, obsessed with order & privacy, unemotional, territorial
Americans: superficial, ‘Frontier Spirit’, materialistic, over-optimistic
Americans: superficial, ‘Frontier Spirit’, materialistic, over-optimistic
Italians: loud, macho,impatient, over-emotional, talkative, unorganized
Italians: loud, macho,impatient, over-emotional, talkative, unorganized
British: imperialistic, ‘Island mentality’, principled, class-conscious, conservative
British: imperialistic, ‘Island mentality’, principled, class-conscious, conservative
Stereotypes…Stereotypes…
Chinese: quiet,hardworking, enigmatic, smiling, cruel
Chinese: quiet,hardworking, enigmatic, smiling, cruel
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First approach to cultureFirst approach to culture
The way youlive
The way youlive
The way youview things
The way youview things
The way youcommunicateThe way youcommunicate
Customs, habits, traditionsFood & its meaningMusic, clothingReligious practiceHealth practiceChild raisingFamily structures & relationships
Customs, habits, traditionsFood & its meaningMusic, clothingReligious practiceHealth practiceChild raisingFamily structures & relationships
Beliefs, valuesSpiritualityPerceptionsAttitudesExpectations
Beliefs, valuesSpiritualityPerceptionsAttitudesExpectations
Meaning of languageInteraction patternCommunicationsVerbal & non-verbal
Meaning of languageInteraction patternCommunicationsVerbal & non-verbal
CultureCultureCultureCulture
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USA Japan Arab
1. Freedom 1. Belonging 1. Family security 2. Independence 2. Group harmony 2. Family harmony 3. Self-reliance 3. Collectiveness 3. Paternalism 4. Equality 4. Age/Seniority 4. Age 5. Individualism 5. Group consensus 5. Authority 6. Competition 6. Cooperation 6. Compromise 7. Efficiency 7. Quality 7. Devotion 8. Time 8. Patience 8. Patience 9. Directness 9. Indirectness 9. Indirectness10. Openness 10. Go-between 10. Hospitality
Diversity of values & Diversity of values & differences in rankingdifferences in ranking
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Common problems…Common problems…
There are a number of problems that all cultures try to address & bring solutions to:
relation to nature relation to others relation to power relation to rules relation to activity relation to emotions relation to space relation to time
Source: N. Prime, 2001Source: N. Prime, 2001
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Cultural answers through different Cultural answers through different solutions…solutions…
“ Culture, is the mechanism that allows to select an attitude, an interpretation, a solution as the one that makes sense « de facto », when facing a situation ( decision, relationship, emotion…)”
Nathalie Prime, 2001
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Universal problems & cultural Universal problems & cultural responsesresponses
Source: N. Prime, 2001Source: N. Prime, 2001
Universal
Problems
Cultural responses
Relation to nature Domination Subjugation
Relation towards others
Individualism Communautarism
Relation to power Hierarchy Equality
Relation to time Monetary time Living time
Relation to rules Universalism Particularism
Relation towards activity
Do Be
Relation to space Private space Public space
Relation to emotions Exteriorization Neutralize
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Values, beliefs & behaviorsValues, beliefs & behaviors
Values,BeliefsValues,Beliefs
FILTERFILTER
SituationsSituations
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Cultural conditioning Cultural conditioning (1)(1)
As a leader of of cross-cultural team, Ms. C. is having difficulties managing Mr. H., one of the foreign member of the team.He promised to compile a report by the deadline she set, but he didn’t.When she talks to him about it, he won't look her in the eyes.
What’s happening?
Can you identify the two cultures that Ms. C. and Mr. H. belong to?
Source: CCL, 2002
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Cultural conditioning Cultural conditioning (2)(2)
Ms. C. suspects that Mr. H. is either very disorganized or doesn’t respect her as a leader… His unwillingness to make eye contact looks like evasive behavior to her.
Source: CCL, 2002
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Questions…Questions…
Do you understand your own cultural background & conditioning?
Do you approach cross-cultural communication with an awareness of how differences may affect communication?
Do you have the attitude that « different » is bad, inferior, or wrong?
Are you aware of ways that you stereotype others?
Arte you willing to adjust your communication in order to be more effective?
Source: CCL, 2002
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Anticipate & Adapt to Cultural Anticipate & Adapt to Cultural differencesdifferences
Examine your own cultural conditioning Watch for discomfort that can signal
cultural differences Recognize & modify your communication
Source: CCL, 2002
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What do we know about culture?What do we know about culture?
Things they do notsee
Things they do notsee
Things they see
Things they see
Things I seeThings I see Things I do not seeThings I do not see
Source: Jouard, 1964Source: Jouard, 1964
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Culture?Culture?
"Collective Programming" Starts from birth, is reinforced in school & by
education Relates to values & core beliefs Displayed in attitudes & behavior
Some visible characteristics: Customs, behavior
Some less visible ones: Values, beliefs
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2 - 2 - Challenges in cross cultural communicationChallenges in cross cultural communication
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Opening a meetingOpening a meeting
Germany Formal intro. Sit down. Begin.
Finland Formal intro. Cup of coffee. Sit down. Begin.
USA
UK
France
Japan
Spain/ Italy
Number
of minutes
Number
of minutes
Informal intro. Cup of coffee. Jokes. Begin.Informal intro. Cup of coffee. Jokes. Begin.
Formal intro. Cup of tea. 10 min small talk. Casual beginning.Formal intro. Cup of tea. 10 min small talk. Casual beginning.
Formal intro. 15 min small talk. Begin.Formal intro. 15 min small talk. Begin.
Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. Begin.Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. Begin.
20/30 min small talk while others arrive. Begin when all are there.20/30 min small talk while others arrive. Begin when all are there.
5555 10101010 15151515 20202020 25252525Adapted from Richard D. Lewis
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Behavior & cultural differences Behavior & cultural differences (1)(1)
A foreign manager is conducting an annual performance review with one of his direct reports. He begins the session by discussing all the areas in which the employee’s performance meets or exceeds goals. The employee listens attentively with serious and thoughtful expression.
But when the manager begins to discuss weaknesses and problem areas, the employee starts smiling. The sterner the manager’s tone, the broader the employee grins. The employee does not comment on anything the manager says or defend or explain. The manager becomes angry because he believes the employee is mocking him and treating the evaluation as a joke.
What do you think is happening? What does the employee’s smile may mean for him/her?
Source: CCL, 2002
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Cultural differences: J. meets Y. Cultural differences: J. meets Y. (1)(1)
J. goes to the airport to meet Y. The two men had talked several times on the phone but had only met once before. When Y. spots J. in the baggage area, he enthusiastically embraces him and kisses him on both cheeks. J. feels uncomfortable and hopes that nobody he knows has witnessed this greeting.
Source: CCL, 2002
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Cultural differences: Ms H. & V. Cultural differences: Ms H. & V. (1)(1)
When Ms. H presents her proposal at the meeting, V. reacts strongly. He pounds on the table and questions her in a loud voice. When Ms. H casts her eyes down in embarrassment, V. seems to get more excited. He leans across the table and jabs his hands towards her face.
Source: CCL, 2002
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Negotiation & cultural Negotiation & cultural differences differences (1)(1)
Tom in London & Hitoshi in Tokyo both like Armani suits, football, Beethoven, & good French wines. But Tom recently spoke for days with Hitoshi, his potential business partner and yet the barriers between them were never broken. The deal did not get closed.
What is your assessment of the situation?
Source: CCL, 2002
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Discomfort & cultural Discomfort & cultural differences differences (1)(1)
Why doesn’t he/she says yes or no? In one culture, an indirect signal may signal indecisiveness,
while in another culture it signals deference & respect.
Why he/she always staring at me? In one culture staring can signal aggressiveness or
intimidation, while in another culture direct eye contact shows attention & esteem.
Why does he/she have to be right in my face whenever he/she talks to me? In one culture the range of personal space can be much
smaller than in another culture.
Source: CCL, 2002
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Discomfort & cultural Discomfort & cultural differences differences (2)(2)
Why doesn’t he/she tell me if he/she doesn’t understand something? In one culture,asking questions is accepted as an effective
tool for communication, while in other cultures questioning superiors may signal insolence.
Why doesn’t he/she sit there smiling when I am talking about his performance problems? In one culture smiling during a discussion about
performance problems may signal contempt and disinterest, while in another culture a smile may reflect sincerity and attention.
Why does he make a joke about everything? In one culture, a joke can signal lack of confidence or
seriousness, while in some others it's a sign of deference.
Source: CCL, 2002
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CulturesCultures
We think our minds are free… But be careful to distinguish between
appearance and reality And remember that every culture is
viewed by the others through their own "cultural spectacles"
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3 -3 - Understanding cultures – culture modelsUnderstanding cultures – culture models
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Edward Hall’s “Silent Language”Edward Hall’s “Silent Language”
5 “silent languages”: Time Space Material goods Friendship Agreements
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Past Present Future
Over Immediate tasks, separated
& identified
Plans for next
months/years
Time: Linear vision Time: Linear vision (1)(1)
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37 Adapted from Richard D. Lewis
Anglo-Saxons, Germans, Swiss, Scandinavians
Time: Linear vision Time: Linear vision (2)(2)
Action oriented Time dominated: "time is money" &
cannot be "wasted" Focus on one thing at a time… &
within schedule
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38 Adapted from Richard D. Lewis
Far-East, Asians
Time: Cyclical visionTime: Cyclical vision
Past provides background Circling around the problems & "walk
around the pool" before making decision
Time is precious But one needs plenty of time to look at
details of a deal and develop the personal side of a relationship
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Time: Vision from …Time: Vision from …
The more they can do at the same time, the happier they are
Not interested in schedule & punctuality Focus on the human side of things:
meeting, business & relationship are more important
Time is event, personality related It can be "used, manipulated, stretched..."
Latins, Arabs
Adapted from Richard D. Lewis
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Monochronic vs. Polychronic Monochronic vs. Polychronic behaviorbehavior
MonochronicMonochronic PolychronicPolychronic
Time is crucialPunctualityGet to the pointA then B then C then DTime is an asset
Time is crucialPunctualityGet to the pointA then B then C then DTime is an asset
Time is not ours to manageEvents have their own timeA & B or C, D or BTalk business, but also football, food, friendship
Time is not ours to manageEvents have their own timeA & B or C, D or BTalk business, but also football, food, friendship
Task, linear Task, linear Task & Relational, circularTask & Relational, circular
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SpaceSpace
Availability of space use of space: physical & personal; ex,
USA – wide open space, frontier spirit & Japan – limited space, island mentality
readiness to make contact, nature & degree of involvement with others: keep distance, suspicion of strangers; ex, Europe vs. USA
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42 Adapted from Richard D. Lewis
Material goodsMaterial goods
Use of material possessions North America: indication of status, level
of success: car, house, money… Other cultures: Japan, Middle-East, not
viewed as important – emphasis placed on other elements: taste, harmony, friendship…
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FriendshipFriendship
Formed quickly with neighbors, coworkers North America
Takes more time, lasts longer, goes deeper and implies obligations Asia, Middle-East
Adapted from Richard D. Lewis
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AgreementsAgreements
How to view law, rules, practices & informal customs? Need for a written agreement, binding –
North America, Northern Europe Oral, handshake, with trust sufficient -
Asia, Arabs
Adapted from Richard D. Lewis
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Communication processCommunication process
SenderSender EncodingEncodingChannel
(medium)Channel
(medium)DecodingDecoding ReceiverReceiver
Feedback(clarify, confirm…)
Feedback(clarify, confirm…)
symbolswordspicturesgestures…
symbolswordspicturesgestures…
INTENT
& MEANING
INTENT
& MEANING
EFFECT
& INTERPRETATION
EFFECT
& INTERPRETATION
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Explicit & implicit communicationExplicit & implicit communication
Low ContextLow Context
High ContextHigh Context
ExplicitCommunicationExplicitCommunication
ImplicitCommunicationImplicitCommunication
SwissSwiss
North AmericansNorth Americans
ScandinaviansScandinavians
FrenchFrench
BritishBritish
ItaliansItalians
GermansGermans
Latin AmericansLatin Americans
ArabsArabs
JapaneseJapanese
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Hofstede’s modelHofstede’s model
5 dimensions of culture:
1. Power distance
2. Individualism vs. collectivism
3. Feminity vs. masculinity
4. Uncertainty avoidance
5. Long term orientation
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Power distancePower distance
Defined as ”the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.”
G. Hofstede
LowLow HighHigh
Social integrationLittle concern for hierarchical status
Social integrationLittle concern for hierarchical status
Social differentialSignificant concern for hierarchical status
Social differentialSignificant concern for hierarchical status
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Power distance: Sweden…Power distance: Sweden…
Source: G. Hofstede
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Impact on management ...
Power distancePower distance
Type of management structure
Decision process Flow of information Inequalities/equalities Formalism Status
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Individualism vs. collectivism Individualism vs. collectivism ”Individualism pertains to societies in which the ties
between individuals are loose; everyone is expected to look after himself and his immediate family”
“Collectivism pertains to societies in which people from birth onwards are integrated into strong cohesive ingroups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty.”
G. Hofstede
LowLow HighHigh
CollectivityConcern for group harmonyversus personal achievement
CollectivityConcern for group harmonyversus personal achievement
Self-determinationHigh concern for achievement& personal growth
Self-determinationHigh concern for achievement& personal growth
Individualism Individualism
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Individualism vs. collectivism Individualism vs. collectivism
Employee/employer relations Decision making Conflict management
Impact on management ...Impact on management ...
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Feminity vs. masculinityFeminity vs. masculinity
Feminine: focus on - work to live, quality of life,
relationships…
Masculine: focus on - live to work, material success,
money…
LowLow HighHigh
Nurturing relationshipsLittle concern for control,decisiveness, assertive behaviour or competition
Nurturing relationshipsLittle concern for control,decisiveness, assertive behaviour or competition
Controlling relationshipsAssertiveness, decisiveness and competitive behaviour
Controlling relationshipsAssertiveness, decisiveness and competitive behaviour
Masculinity Masculinity
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Impact on management...
Feminity vs. masculinityFeminity vs. masculinity
Masculine societies will value: competition, speed, strength and wealth promotion emphasis on individual responsibility open & hard conflicts
Feminine societies will value: equality, security, peace and nature cooperation, work conditions emphasis on collective responsibility conflict management through discussions
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Uncertainty avoidanceUncertainty avoidance
Defined as ”the extent to which the members of of a culture feel threatened by uncertain or unknown situations. “ G. Hofstede
LowLow HighHigh
Informal relationshipsLittle regard for structure& control
Informal relationshipsLittle regard for structure& control
Formal relationshipsHigh regard for structure, rituals and procedures
Formal relationshipsHigh regard for structure, rituals and procedures
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Impact upon management...
Uncertainty avoidanceUncertainty avoidance
LOW
few guidelines, few rules
relativist attitude risk taking,
initiative
HIGH
strict guidelines, a lot of rules, process
need for an absolute truth
employment stability important roles for
experts
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Hofstede’s results 20 countriesHofstede’s results 20 countries
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Cultural dimensionsCultural dimensions
PDI IND MAS UAI
Brazil 69 38 49 76
USA 40 91 62 46
France 68 71 43 86
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Cultural comparison: Brazil, Cultural comparison: Brazil, USA, & FranceUSA, & France
91
46
62
40
71
68
43
86
69
49
38
76
0
20
40
60
80
100
Power distance
Masculinity
Uncertainty avoidance
Individualism
USA France Brazil
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A Synthesis of Country CulturesA Synthesis of Country Cultures
NORDIC
FinlandDenmark
Sweden
NEAREASTERN
Turkey
GreeceIranARAB
Oman
Bahrain
Abu-Dhabi
Saudi Arabia
GERMANIC
Austria
Germany
Switzerland
FAREASTERN
MalaysiaSingaporeHongKong
PhilippinesIndonesia
Taiwan
INDEPENDENTIndiaJapan
IsraelBrazil
ANGLO
United Kingdom
Canada
United States
Ireland
South AfricaLATIN
AMERICAN
Argentina
MexicoChile
Peru
LATINEUROPEAN
France
Belgium
Italy Spain
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Managing cultural differences: tips Managing cultural differences: tips Map – Bridge - IntegrateMap – Bridge - Integrate
MAP Understand the differences
• Cultural values• Leadership style• Personality• Thinking style• Gender
BRIDGE Communicate across differences
• Approaching with motivation & confidence• Decentering w/o blame• Recentering with commonalities
INTEGRATE Manage the differences
• Building participation • Resolving conflicts• Building on each other’s ideas
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Communicating across Communicating across cultures: « guidelines »cultures: « guidelines »
Speak clearly & more slowly than usual Pronounce your words clearly &
enunciate carefully Use the simplest & most common words
in most cases Avoid slang & colloquial expressions Use visuals Confirm your spoken communications
by memos, e-mails, letters, faxes
Source: CCL, 2002
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ConclusionConclusion
“Culture is more often a source of conflict thanof synergy. Cultural differences are a nuisance at bestand often a disaster. But if we really want to globalize, there is no way around them so we better take them for what they are.”
Geert Hofstede
“Culture is more often a source of conflict thanof synergy. Cultural differences are a nuisance at bestand often a disaster. But if we really want to globalize, there is no way around them so we better take them for what they are.”
Geert Hofstede
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BibliographyBibliography
When cultures Collide – Richard Lewis – Nicholas Brealy
Riding the waves of cultures – Fons Trompenaars & Charles Hampden-Turner – McGraw-Hill
Cultures & Organizations – Geert Hofstede – McGraw-Hill
Managing Across Cultures – Susan Schneider & Jean-Louis Barsoux – FT Prentice Hall
The endThe end