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Communicationbetween cultures
8TH EDITION
Chapter 6Cultural Values:Guidelines forBehavior
© Cengage 2012 1Chapter 6 Cultural Values: Guidelines for Behavior
Key Ideas
• Understanding perception• Understanding values• Cultural patterns• Cultural patterns and communication
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 2
Understanding perception
• Perception –Making sense of your physical world–Making sense of your social world– How you construct reality
• Perception is selective
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 3
Understanding perception
• Perception is learned• Perception is culturally determined• Perception is consistent• Perception is inaccurate
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 4
Understanding values
• Beliefs are foundations for values• Values are individual and collective• Values inform a culture of what is
good or ba, right or wrong, correct or incorrect, appropriate or inappropriate
• Values establish normative modes of behavior in a culture
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 5
Cultural patterns
• You are more than your culture• Cultural patterns are integrated• Cultural patterns are integrated• Cultural patterns can be
contradictory
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 6
Selecting cultural patterns
• Cultural pattern typologies help to identify and understand dissimilar cultural values
• Values presented I cultural patterns are points along a continuum
• There is a great deal of duplication and similarity between different cultural patterns
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 7
Kohl’s Values Americans Live By
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 8
US Values Foreign Counterpart Values
Personal Control over the Environment
Change
Time & Its Control
Equality
Individualism/ Privacy
Self-Help
Competition
Future Orientation
Action/ Work Orientation
Informality
Directness/ Openness/ Honesty
Practicality/ Efficiency
Materialism/ Acquisitiveness
1 Fate
Tradition
Human Interaction
Hierarchy/ Rank/ Status
Group’s Welfare
Birthright Inheritance
Cooperation
Past Orientation
"Being" Orientation
Formality
Indirectness/ Ritual/ "Face"
Idealism
Spiritualism/ Detachment
2
3
4
5
6
7
8
9
10
11
12
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Hofstede’s Value Dimensions
• Individual/Collectivism• Uncertainty Avoidance• Power Distance• Masculinity/Femininity• Long term/Short term Orientation• Indulgence/Restraint
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 9
Minkov’s Monumentalism/Flexhumility
Monumentalism
• Self-pride/self-promotion• Self-concept is
consistent/fixed • Truth is absolute• Absolutist cognition • Religion is important
Flexhumility
• Humility• Self-concept is
flexible/fluid• Truth is relative• Holistic cognition• Religion less important
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 10
Minkov’s Monumentalism/Flexhumility
Monumentalism
• Interpersonal competition valued
• Lower value on education• Difficulty in adapting to
another culture• Suicide taboo• Tipping
expected/prevalent
Flexhumility
• Interpersonal competition problematic
• Higher value on education
• Easily adapts to another culture
• Suicide accepted• Tipping not
expected/rarely done
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 11
Kluckhohn and Strodtbeck’sValue Orientation
• Basic questions–What is the character of human nature?–What is the relation of humankind to
nature?–What is the orientation toward time?–What is the value placed on activity?–What is the relationship of people to
each other?
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 12
Kluckhohn and Strodtbeck’sValue Orientation
ORIENTATION
VALUE AND BEHAVIOR CHANGE
Human nature Basically evil Mixture of good and evil Basically good
Humans and nature Subject to nature Harmony with nature Master of nature
Sense of time Past Present Future
Activity Being Being-in-Becoming Doing
Social relationships Authoritarian Group Individualism
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 13
Hall’s High Context andLow Context Orientations
• High Context–Most of the meaning exchanged during
an encounter is often not communicated through words
– High-context cultures are usually quite traditional
– People from high-context cultures tend to be attuned to their surroundings and can easily express and interpret emotions nonverbally
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 14
Hall’s High Context andLow Context Orientations
• High Context–Meaning in high-context cultures is also
conveyed “through status (age, sex, education, family background, title, and affiliations) and through an individual’s informal friends and associates
–Members of these groups often “communicate in an indirect fashion and rely more on how something is said, rather than what is said
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 15
Hall’s High Context andLow Context Orientations
• Low Context– Low-context cultures typically have
considerable population diversity and tend to compartmentalize interpersonal contacts
– The verbal message contains most of the information and very little is embedded in the context or the participant’s nonverbal activity
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 16
The Globe Study:The Globe Study and Cultural
Dimensions
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 17
Uncertainty Avoidance
The extent that societal or organizational members work to reduce uncertainty about future events through the use of social norms, protocols, and established practices.
Power Distance
The degree that societal or organizational members acquiesce to the unequal distribution of power.
Collectivism – Societal
The degree that established social and organizational practices condone and reward collective actions and resource distribution.
Collectivism – In-group
The degree of pride, loyalty, and interconnectedness that people have in their family or organization.
Gender Egalitarianism
The degree that a society or organization minimizes differences in gender roles and gender inequality.
The Globe Study:The Globe Study and Cultural
Dimensions
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 18
Assertiveness
How assertive, confrontational, and aggressive are members of a society or organization in their social interactions.
Future Orientation
The extent that people take part in future orientated actions, such as planning and investing for the future and delaying gratification.
Performance Orientation
The degree that a society or organization rewards members for improvement and excellence.
Humane Orientation
The degree that a society or organization promotes and rewards displays of fairness, altruism, generosity, caring, and kindness toward others.
The Globe Study:Globe societies and clusters
• Anglo Cluster: – All of the members of this cluster are
developed nations with predominantly English speaking populations
– A major characteristic is an individualistic, performance based orientation, with a forward looking perspective
– Rewards are a result of merit and there is less dependence on formal rules and established procedures
– While gender equality is valued, in practice the countries are male-dominated
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 19
The Globe Study:Globe societies and clusters
• Latin Europe Cluster– A distinctive feature of the Latin Europe
group is the reliance on the state to provide a wide range of social support services
– tends more toward collectivism than individualism
– gender equality was the lowest score of the cluster
– power distance was the highest score© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 20
The Globe Study:Globe societies and clusters
• Nordic Europe Cluster– High score on gender equality, future
orientation, and uncertainty avoidance– Underplaying of assertiveness, familial,
and masculine authority and emphasis on certainty, social unity and cooperation
– The welfare state found in all Nordic nations may contribute to the cluster’s low performance orientation scores
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 21
The Globe Study:Globe societies and clusters
• Germanic Europe Cluster– High scores on assertiveness, uncertainty
avoidance, and power distance– Low scores on gender – Self reliance on well-defined rules and
standards, masculinity– Assertive approach taken by members of
these nations, along – Technocratic orientation
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 22
The Globe Study:Globe societies and clusters
• Eastern Europe Cluster– Preference for hierarchical
organizational leadership practices– Strong in-group collectivism, and gender
equality– High tolerance for uncertainty It is
useful to note that –Many of the nations in this cluster were
once part of the former Soviet Union
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 23
The Globe Study:Globe societies and clusters
• Latin America Cluster– Paternalism perspective is a central
theme – Desire to sustain personal social status – Predilection for in-group collectivism– Sense of fatalism– Prefer to live life in the present, rather
than planning for the future
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 24
The Globe Study:Globe societies and clusters
• Middle East Cluster– The five nations of this cluster share a
common historical, religious, and socio-cultural heritage. • Arabic is the common language in all but
Turkey• Islam is the dominant religion
– Strong in-group collectivism - centers on the family and attachments to other groups such as tribe, sect, village, neighborhood, or classmates
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 25
The Globe Study:Globe societies and clusters
• Middle East Cluster– Follow well-defined power distance
hierarchies in their relationships – Have very distinct gender roles, with
masculinity being predominant–Many institutionalized values can be
attributed to the Koran, which teaches that leadership authority should be respected and provides clear definitions of the different roles for men and women
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 26
The Globe Study:Globe societies and clusters
• Southern Asia Cluster:– Strong in-group collectivism, humanism– Preference for social hierarchy – Tendency toward male domination• Within the workforce, women commonly
have to rely on family connections or a lengthy work history in order to compete with their male counterparts• It appears that modern South Asian
women are seen as having outside accomplishments but are expected to concurrently maintain strong family ties
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 27
The Globe Study:Globe societies and clusters
• Confucian Asia Cluster– Pervasive influence of Chinese history
and Confucianism – Confucianism that contributes to the
contemporary practice of strong societal and in-group collectivism performance
– Rewards are associated less with individual achievement and more with attainment of collective goals
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 28
Face and Facework
• Face is your public identity• Face is acquired, lost, and maintained
through social interaction• The process of acquiring face is
referred to as facework• Facework consists of those actions you
engage in to acquire or maintain face for yourself or give face to someone else© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 29
Face and Facework
• Face and facework, however, are influenced by cultural values and vary across cultures– In individualistic cultures a person’s face
is usually derived from his or her own self-effort and is normally independent of others
– In collectivistic cultures, group membership is normally the primary source of identity and status
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 30
Face and Facework
• Varying attitudes as to what represents face and how facework is conducted have a very noticeable impact on how a culture views and approaches conflict
• The differences between face and facework across cultures are a function of different cultural values
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 31
Cultural patterns and communication
Individualism• Focus is on the
individual & self- promotion
• Independency • Task dominates
relationship• Social obedience
through sense of guilt
Collectivism• Focus is on the
group/affiliations & self-criticism
• Interdependency• Relationship
dominates task• Social obedience
through sense of shame
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 32
Cultural patterns and communication
Egalitarian• Horizontal
relationships• Subordinates
consulted• Equality expected
Hierarchal• Vertical relationships• Subordinates informed• Inequality accepted
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 33
Cultural patterns and communication
Low Uncertainty Avoidance
• Change is normal and good
• Few behavioral protocols
• Greater cultural diversity
High Uncertainty Avoidance
• Change is disruptive and disliked
• Many behavioral protocols
• Less cultural diversity
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 34
Cultural patterns and communication
Monochronic
• Time is linear and segmented
• Focus on a single task• Adherence to
schedules
Polychronic • Time is flexible• Focus on multiple
tasks• Weak ties to schedules
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 35
Cultural patterns and communication
Low Context Communication
• Meaning reliant on verbal message
• Nonverbal communication low importance
• Silence is avoided
High Context Communication
• Meaning can be derived from context
• Nonverbal communication high importance
• Silence is normal
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 36
Cultural patterns and communication
Low Face Concerns
• Conflict/disagreement is constructive
• Concern for self-face
High Face Concerns• Conflict/disagreement
is threatening• Concern for
mutual/other-face
© Cengage 2012 Chapter 6 Cultural Values: Guidelines for Behavior 37
Communicationbetween cultures
8TH EDITION
Chapter 6Cultural Values:Guidelines forBehavior
© Cengage 2012 38Chapter 6 Cultural Values: Guidelines for Behavior