Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms of behavior that is learned and shared by a group of people. It influences how people view the world, make sense of what they see, and express themselves. There are multiple dimensions of culture, including individualism vs collectivism, power distance, uncertainty avoidance, and time orientation, that impact communication styles across cultures. Understanding cultural differences can help reduce bias and improve intercultural communication and relationships.

1. Cross-cultural Communication

2. “The collective programming of the mind that distinguishes
the members of one group or category of people from
others.”
- Geert Hofstede

3. • Culture is the "lens" through which you view the world.
• It is central to what you see,
• How you make sense of what you see,
• How you express yourself
- Vergese, 1999

4. Culture
• A shared system of symbols, beliefs, attitudes, values, expectations,
and norms of behaviour. (Bovee and Thill)
• Learned
• Shared by the members who agree
• Teaches values and priorities (which then shape attitudes)
• Prescribes behaviour

5. Human Mental Programming
• Hofstede, 1994

6. Building blocks of culture
• Concept of identity
• Personal vs. societal responsibility
• Concept of time
• Locus of control

7. Dividing the shares
• Collectivist vs. Individualist

8. Impact on Communication
• Groupthink

9. Danish punctuality would result in hypertension in Greece.
- Max Messer

10. Monochronic vs. Polychronic

11. https://hcarlson95.wordpress.com/2015/02/16/the-life-of-polychronic-person/

12. • Which of the following statements do you most agree with?
• A. What happens to me is my own doing?
• B. Sometimes I feel I don’t have control over the direction my life is
taking
• For A – Americans – 89%
- Chinese – 35%

13. Cultural Dimensions by Geert Hofstede
• Power Distance
• Individualism
• Masculinity
• Uncertainty Avoidance
• Long term Orientation
• Indulgence

14. Impact on Communication

15. Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative
/Value
on
others’
interests
Low High
High
Avoidance Compete
Compromise
Accommodate Collaborate

16. Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative
/Value
on
others’
interests
Low High
High
Avoidance Compete
Compromise
Accommodate Collaborate
Indian
Focus -
1
Western
Focus -1
Western
Focus - 2
Indian
Focus - 2

17. Lewis Model

18. Linear-Active
• Task-oriented, highly-organized planners, who prefer getting things
done, one task at a time in a planned sequence. Arguments are made
with logic, while rules are to be followed.

19. Characteristics
• Talks half the time
• Does one thing at a time
• Plans ahead step by step
• Polite but direct
• Partly conceals feelings
• Confronts with logic
• Dislikes losing face
•Rarely interrupts
•Job-orientated
•Uses many facts
•Truth before diplomacy
•Sometimes impatient
•Limited body language
•Respects officialdom
•Seperates the social and professional

20. Multi-Active
• Emotional, loquacious and impulsive who see family, feelings and
relationships ahead of following an agenda. They are comfortable do
many things at the same time.

21. Characteristics
• Talks most of the time
• Does several things at once
• Plans grand outline only
• Emotional
• Displays feelings
• Confronts emotionally
• Has good excuses
•Often interrupts
•People-orientated
•Feelings before facts
•Flexible truth
•Impatient
•Unlimited body language
•Seeks out key person
•Interweaves the social and professional

22. Reactive
• Polite, attentive listeners, who rarely initiate action or discussion,
instead react to it and form their own opinion. Harmony and avoiding
embarrassment to themselves or others is core.

23. Characteristics
• Listens most of the time
• Reacts to partner’s action
• Looks at general principles
• Polite, indirect
• Conceals feelings
• Never confronts
• Must not lose face
•Doesn’t interrupt
•Very people-orientated
•Statements are promises
•Diplomacy over truth
•Patient
•Subtle body language
•Uses connections
•Connects the social and professional

25. Simple YOU
YOU
Inborn
factors
National
culture
Corporate &
professional
culture
Family,
community,
generation

26. Multiple layers
Web of identity (Livesey, 2004).

28. Cultural Identity 1
• Parisa

29. Cultural Identity 2
• Zhang

30. Identity Negotiation Theory
• The process of communicating one’s own desired identities while reinforcing or
resisting others’ identities as the core of intercultural communication.
• Face Negotiation (Collectivist vs. Individualist)

31. Impression Management Theory
• Expectancy violation theory / NV EVT

32. Impact in Organizations

33. Bias
• Affinity / Similarity Bias

34. Result
We Them
In-group Out-group

35. Confirmation Bias
https://alanaivoicelab.com/confirmation-bias-in-stock-market/

36. Result

37. Contrast Effects
https://twitter.com/johnphilipgreen/status/915308877352194049

38. • Stereotype
• Generalization

39. Cultural Intelligence
https://www.trainerslibrary.org/the-culturally-intelligent-trainer/

40. Perception

41. Thick description

42. Ethnocentrism
How Many U.S. Persons View
Themselves
Informal, friendly, casual
Egalitarian
Direct, aggressive
Efficient
Goal- and achievement-oriented
Profit-oriented
Resourceful, ingenious
Individualistic, progressive
Dynamic, identify with work
Enthusiastic, prefer hard sell
Open
How Many Foreigners View U.S.
Persons
Undisciplined, too personal
Insensitive to status
Blunt, rude, oppressive
Opportunistic, obsessed with time
Promise more than they deliver
Materialistic
Deals more important than people
Self-absorbed
Driven
Deceptive, fearsome
Weak, untrustworthy

43. Cultural intelligence
• Accept that your own perceptions are coloured by your own culture
• Empathise with the views of others
• Actively try to understand other cultures and cultural complexity
• Be open-minded – don’t stereotype

44. Implications