Intercultural Communication Marinita Schumacher

Culture is linked to communication and a wide range of human experience including feelings, identity and sense-making provides people with different ways of thinking, seeing, hearing and interpreting the world involves a number of man-made, collective artefacts and is shared by the members of a social group is something that shapes one‘s behaviour or structures one′s perception of the world

is linked to communication and a wide range of human experience including feelings, identity and sense-making

provides people with different ways of thinking, seeing, hearing and interpreting the world

involves a number of man-made, collective artefacts and is shared by the members of a social group

is something that shapes one‘s behaviour or structures one′s perception of the world

Culture and Communication Culture is often defined in interrelation to communication: "Culture is communication and communication is culture.“ Hall, 2000 ! Culture is passed on via communication and communication reflects one′s culture

Culture is often defined in interrelation to communication:

"Culture is communication

and communication is culture.“

Cultural factors Behaviour is not only affected by culture but also by other factors such as organizational norms education age social class each of these factors can be understood and manifested in a cultural context ! while communicating we use different cultural habits and meaning systems

Behaviour is not only affected by culture but also by other factors such as

organizational norms

education

age

social class

each of these factors can be understood and manifested in a cultural context

Intercultural Communication is a research field that studies how people from different cultural backgrounds communicate with each other is an instrument which transmits a certain meaning, composes and reinforces identity and expresses feelings is an instrument to connect with others

is a research field that studies how people from different cultural backgrounds communicate with each other

is an instrument which transmits a certain meaning, composes and reinforces identity and expresses feelings

is an instrument to connect with others

Constraints for intercultural understanding cognitive constraints the frame of reference or world-view which provides a backdrop that all new information is compared to or inserted into behaviour constraints each culture has its own rules concerning proper behaviour which affect verbal and nonverbal communication emotional constraints different cultures regulate the display of emotions differently. Some cultures get very emotional while others try to keep their emotions hidden Ting-Toomey, 1999

cognitive constraints

the frame of reference or world-view which provides a backdrop that all new information is compared to or inserted into

behaviour constraints

each culture has its own rules concerning proper behaviour which affect verbal and nonverbal communication

emotional constraints

different cultures regulate the display of emotions differently. Some cultures get very emotional while others try to keep their emotions hidden

low- and high-context settings low-context settings screens its direct attention more to the literal meanings of words and less to the context surrounding the words we “say what we mean, and mean what we say” leaves few space for interpretation of the explicit message high-context settings are designed to let in implied meanings arising from the physical setting, relations or shared understandings nonverbal signals are used to infer, imply, insinuate or deliver messages that we want to transmit indirectly Hofstede, 2002

low-context settings

screens its direct attention more to the literal meanings of words and less to the context surrounding the words

we “say what we mean, and mean what we say”

leaves few space for interpretation of the explicit message

high-context settings

are designed to let in implied meanings arising from the physical setting, relations or shared understandings

nonverbal signals are used to infer, imply, insinuate or deliver messages that we want to transmit indirectly

Individual Strategy Depending on the kind of relationship, the situation and the purpose of communication the low- and high-context communication, used as an individual strategy, may be more or less explicit and direct. Hofstede, 2002 ! Low- and high-context communication are not only individual strategies, but may be used to understand cultural groups

Depending on the kind of relationship, the situation and the purpose of communication the low- and high-context communication, used as an individual strategy, may be more or less explicit and direct.

Low- and high-context-culture Low-context-culture values the individualist’s goals separates person and issue is confrontational uses logic-deductive thinking and explicit codes of speech expresses emotional information through facial expressions, tone of voice and body movements individualist cultures tend to gravitate towards low-context starting points High-context-culture values the collectivist’s goals merges person and issue relies on contextual cues and situational knowledge uses implicit references and indirect speech masks its emotions collectivist cultures tend to use high-context communication Hofstede, 2002

Low-context-culture

values the individualist’s goals

separates person and issue

is confrontational

uses logic-deductive thinking and explicit codes of speech

expresses emotional information through facial expressions, tone of voice and body movements

individualist cultures tend to gravitate towards low-context starting points

High-context-culture

values the collectivist’s goals

merges person and issue

relies on contextual cues and situational knowledge

uses implicit references and indirect speech

masks its emotions

collectivist cultures tend to use high-context communication

Situational Factors most people use a mixture of low- and high-context-communication even in the most direct, low-context setting, implicit meanings will be conveyed there are 3 factors that could affect the choice of direct or indirect communication in intercultural workplaces cultural identity work status time urgency Hall, 2000

most people use a mixture of low- and high-context-communication

even in the most direct, low-context setting, implicit meanings will be conveyed

there are 3 factors that could affect the choice of direct or indirect communication in intercultural workplaces

cultural identity

work status

time urgency

Cultural Identity: Third Culture intercultural communication takes place in a “third culture” Part of “third culture” dynamics is the establishment of common communication rules People take into account the demand of situational characteristics the cultural identity of the other person the existence of shared intercultural norms that are not necessarily the same as one's home culture. Maletzke, 1996

intercultural communication takes place in a “third culture”

Part of “third culture” dynamics is the establishment of common communication rules

People take into account

the demand of situational characteristics

the cultural identity of the other person

the existence of shared intercultural norms

that are not necessarily the same as one's home culture.

low-context communicators interacting with high-context communicators should be mindful that building a good relationship can contribute to effectiveness over time and nonverbal messages and gestures may be as important as what is said status and identity may be communicated nonverbally and require appropriate acknowledgement face-saving and tact may be important and need to be balanced with the desire to communicate fully and frankly Hofstede www.idec.gr./mens

should be mindful that

building a good relationship can contribute to effectiveness over time and nonverbal messages and gestures may be as important as what is said

status and identity may be communicated nonverbally and require appropriate acknowledgement

face-saving and tact may be important and need to be balanced with the desire to communicate fully and frankly

high-context communicators interacting with low-context communicators should be mindful that things can be taken at face value rather than as representative of layers of meaning roles and functions may be decoupled from status and identity efficiency and effectiveness may be served by a sustained focus on tasks direct questions and observations are not necessarily meant to offend, but to clarify and advance shared goals indirect cues may not be enough to get the attention Hofstede www.idec.gr./mens

should be mindful that

things can be taken at face value rather than as representative of layers of meaning

roles and functions may be decoupled from status and identity

efficiency and effectiveness may be served by a sustained focus on tasks

direct questions and observations are not necessarily meant to offend, but to clarify and advance shared goals

indirect cues may not be enough to get the attention

Work status Individualists don’t alter their behaviour according to status value low power distance resulting in a more egalitarian approach Collectivists use more confrontational techniques when power and status increase tend to value high power distance or the unequal distribution of power Hall, 2000

Individualists

don’t alter their behaviour according to status

value low power distance resulting in a more egalitarian approach

Collectivists

use more confrontational techniques when power and status increase

tend to value high power distance or the unequal distribution of power

Time urgency Monochronic one task at a time efficient task performance need to save time and energy short-term framework, time is tangible stress caused by deadlines will increase directness and terseness as they tend to be achievement-oriented and goal-driven Polychronic many task are handled simultaneously less emphasis on prioritising tasks and an approximate attitude to timeframes obscurer and less mindful of time constraints long-term perspective, time is fluid and flexible able to retain their composure and to draw on social support from other team members Hall, 2000

Monochronic

one task at a time

efficient task performance

need to save time and energy

short-term framework, time is tangible

stress caused by deadlines will increase directness and terseness as they tend to be achievement-oriented and goal-driven

Polychronic

many task are handled simultaneously

less emphasis on prioritising tasks and an approximate attitude to timeframes

obscurer and less mindful of time constraints

long-term perspective, time is fluid and flexible

able to retain their composure and to draw on social support from other team members

Stereotypes Stereotypes often reflect the differences in socioeconomic status, religion or dialect It is important to suspend judgement, avoid misconceptions, narrow perspectives and immature reactions Stereotypes often contain a grain of truth, but cannot characterize an entire culture Getting the whole picture of culture needs active participation

Stereotypes often reflect the differences in socioeconomic status, religion or dialect

It is important to suspend judgement, avoid misconceptions, narrow perspectives and immature reactions

Stereotypes often contain a grain of truth, but cannot characterize an entire culture

Getting the whole picture of culture needs active participation

How to communicate effective Desire to communicate to connect with other humans to be proactive when approaching a new culture Knowledge knowing about other cultures will help to develop skills and to act in a way that respects these preferences Stereotypes reach beyond stereotypes

Desire

to communicate

to connect with other humans

to be proactive when approaching a new culture

Knowledge

knowing about other cultures will help to develop skills and to act in a way that respects these preferences

Stereotypes

reach beyond stereotypes

Conclusion Intercultural competence means understanding what culture is and how it works Culture is not congenital, but adapted and modified by the individual’s personality The knowledge about cultural concepts are useful to compare cultures that are relatively closed The various levels of culture show that culture can be seen as an onion-like construct Cultural understanding is a journey, that never finishes, because the process and the endpoints change constantly

Intercultural competence means understanding what culture is and how it works

Culture is not congenital, but adapted and modified by the individual’s personality

The knowledge about cultural concepts are useful to compare cultures that are relatively closed

The various levels of culture show that culture can be seen as an onion-like construct

Cultural understanding is a journey, that never finishes, because the process and the endpoints change constantly

Bibliography Adler, N.J., 1997, International Dimensions of Organizational Behavior, New York, Wadsworth Publishing Hall, E.T./ Red Hall, M., 2000, Understanding Culture Differences, Intercultural Press Inc.,U.S Hall, E.T./ 1959, The silent language, New York, Double Day Hofstede G., 2006, Lokales Denken, globales Handlen, interkulturelle Zusammenarbeit und globales Mangement , Berlin, DTV-Beck Hofstede G., 1980: Culture‘s consequences: international differences in work-related. Beverly Hills, Sage Publications Hofstede G., 1994, Cultures and Organizations: software of the mind: intercultural. London HarperCollins Maletzke, G., 1996, Interkulturelle Kommunikation: zur Interaktion zwischen Menschen, Opladen. Westdeutscher Ting-Toomey, S., 1999, Communication Across Cultures (Guilford Communication Series) Guilford Publications Learning Menu developed by Leonardo Project MENS available at www.idec.gr./mens

Adler, N.J., 1997, International Dimensions of Organizational Behavior, New York, Wadsworth Publishing

Hall, E.T./ Red Hall, M., 2000, Understanding Culture Differences, Intercultural Press Inc.,U.S

Hall, E.T./ 1959, The silent language, New York, Double Day

Hofstede G., 2006, Lokales Denken, globales Handlen, interkulturelle Zusammenarbeit und globales Mangement , Berlin, DTV-Beck

Hofstede G., 1980: Culture‘s consequences: international differences in work-related. Beverly Hills, Sage Publications

Hofstede G., 1994, Cultures and Organizations: software of the mind: intercultural. London HarperCollins

Maletzke, G., 1996, Interkulturelle Kommunikation: zur Interaktion zwischen Menschen, Opladen. Westdeutscher

Ting-Toomey, S., 1999, Communication Across Cultures (Guilford Communication Series) Guilford Publications

Learning Menu developed by Leonardo Project MENS available at www.idec.gr./mens