This document summarizes key concepts from a presentation on managing cross-cultural communication challenges. It discusses theories from Edward Hall on high/low context cultures and perceptions of time and space. It also covers Geert Hofstede's cultural dimensions model and dimensions including power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity. Examples are given of how these concepts impact communication styles and expectations across cultures.

1. Slide 1
presented to Best Practices Conference 2007
presented by Carol M. Barnum, Ph.D.
East Meets West
Managing the Challenges of
Communication Across Cultures

2. Slide 2
A little about me . . .
• Professor of information design and
communication, Southern Polytechnic
State University
• Director of the Usability Center at
Southern Polytechnic
• Coordinator of graduate programs in
technical communication and
information design
• Frequent Asia traveler/trainer/observer

3. Slide 3
If the world were a village of
1,000 people . . .
•604 Asia
•142 Africa
•112 Europe
•86 Latin America (and Caribbean)
•51 North America
•5 Oceania

4. Slide 4
The people of the village speak
many languages
• 137 Mandarin Chinese
• 51 Spanish
• 48 English
• 28 Hindi
• 28 Portuguese
• 27 Bengali
• 23 Russian
• 20 Japanese
• 15 German
• The rest speak other languages

5. Slide 5
Size matters
• If you’re one in a million in China
 there are 1300 people just like you
• the top 25% IQs in China is greater than
the total N. American population
• China will soon become the #1 English-
speaking country in the world
• If you took every job in the U.S. and
shipped it to China
 China would still have a labor shortage

6. Slide 6
Let’s get started
• Background - cultural anthropologists
 Edward T. Hall
 Geert Hofstede
• Analysis - culture & communication
 correspondence
 other communication contexts

7. Slide 7
Contributions from cultural
theorists
• Edward T. Hall
 space/time
 high/low context
• Geert Hofstede
 cultural dimensions
 software of the mind

8. Slide 8
Edward T. Hall
• The Silent Language, 1959
 non-verbal cues of time and space
• The Hidden Dimension, 1966
 proxemics—space-related perceptions in
human interactions
 issues of social and personal space
• Beyond Culture, 1976 (2nd ed 1989)*
 cultures in contexts: high-context, low-
context

9. Slide 9
Perceptions of space
• Territoriality—“ownership” of space and
associated power
 office layout, size
• Personal space—unspoken and conscious rules
 intimate to formal
• Multi-sensory space—invisible boundaries
extend to 5 senses
 example: sound/conversation volume
> low-context culture sees loud conversation infringing on
personal space

10. Slide 10
Perceptions of time
• Polychronic time (P-time)
 simultaneous and concurrent
 do many things at once
 time commitments are objectives, not absolutes
 involvement of people more important than
schedule
 promptness based on importance of relationship
• Examples:
 Asia, Africa, Middle East, Mediterranean, Latin
America

11. Slide 11
Perceptions of time
• Monochronic time (M-time)
 sequential and linear
 tangible: time is saved, spent, wasted, lost
 time commitments critical
 emphasis on promptness, scheduling
 short-term relationships
• Examples:
 North Americans, Germans, Swiss, Swedes

16. Slide 16
High-context vs. low-context
• High-context (affiliation)
 most information in physical context or
internalized
 little information in coded, explicit,
transmitted part of message
• Low-context (achievement)
 most information in explicit code (words)
 information easy to obtain

17. Slide 17
Differences based on context
High context
• establish social ties
first
• value personal
relations/goodwill
• agreement by trust
• negotiations slow
and ritualistic
Low context
• get down to business
first
• value expertise and
performance
• agreement by contract
• negotiations as efficient
as possible

18. Slide 18
Countries – high-to-low context
1. China
2. Korea
3. Japan
4. Vietnam
5. Arabic nations
6. Greece
7. Spain
8. Italy
9. Britain
10.France
11.N. America
12. Scandinavia
12. Switzerland
13. Germany
14. Swiss-German

19. Slide 19

20. Slide 20
Implications for communication
• Meaning and context are connected
• Communication in high-context cultures
relies on sub-text
• Communication in low-context cultures
relies on clarity/explicitness

21. Slide 21
Message structure–high/low
context
• Low-context cultures prefer direct message
 indirectness seen as inefficient, dishonest, vague
 cultures: Germany, Switzerland, U.S., Canada
• High-context cultures prefer indirect message
 directness seen as abrupt, demanding, intrusive
 cultures: China, Korea, Japan

22. Slide 22
Geert Hofstede
• Dutch social scientist
 founded personnel research dept. IBM Europe (1967-1971)
 researched organizational behavior/management theory
• Culture’s Consequences: International Differences in
Work-Related Values, 1980, 2001
 based on surveys of 116,000 IBM employees
> 100 standardized questions
> 2 points in time: 1968, 1972
> 50 countries and 3 regions
> 38 occupations
> 20 languages
• Cultures and Organizations: Software of the Mind,
1991, 1997, 2005*

23. Slide 23
Basis for cultural differences
• National cultures determined by patterns of
thinking, feeling, acting
• Programmed by the particular group (software
of the mind)
• Manifested as culture’s choices of
 symbols
 heroes
 rituals
 values

24. Slide 24

25. Slide 25
Hofstede’s dimensions
1. Power Distance (PD)
2. Individualism vs. Collectivism (IDV)
3. Uncertainty Avoidance (UA)
4. Masculinity vs. Femininity (MAS)
5. Long-term vs. Short-term (LTO)

26. Slide 26
5th dimension
•Added after realizing
European cultural bias
importance of Asian countries
•Research conducted by Asian
anthropologist
23 countries

27. Slide 27
Power distance
• Definition
 The extent to which the less powerful members of
institutions and groups expect and accept that
power is distributed unequally
 The degree of closeness or interdependence that
exists among members of organizational hierarchy
• Measured in terms of the prevalence of rank or
levels of authority

28. Slide 28
High power-distance cultures
• Employees work according to superior’s
specifications
• Authoritarian attitudes readily accepted
• Pronounced hierarchies in organizations
• Formality and politeness in communication

29. Slide 29
Low power-distance cultures
• Individuals free to follow preferences,
criticize management
• Inequalities minimized
• Decentralization of authority
• Teamwork (self-managed teams) valued
between people from different levels

30. Slide 30
Implications for communication
• In high power-distance cultures,
emphasis on:
 using correct forms of address
 knowing who should receive a report or letter
> person’s title and rank
> names on distribution list
 conveying proper tone for relationship

31. Slide 31
Individualism vs. collectivism
• Individualism
 ties between individuals are loose
 look after yourself and immediate family
• Collectivism
 from birth, people integrated into strong,
cohesive groups
 groups continue to protect members in
exchange for unquestioning loyalty

32. Slide 32
Individualist cultures
• Individual achievement valued over team
achievement
• Individual responsibility for one’s own
destiny
• Children learn to think in terms of “I”
• U.S. has highest IDV ranking

33. Slide 33
Collectivist cultures
• Individuals are part of social networks
• Members identify with their families and
business organizations
• Individuals motivated by group needs and
achievements
• Individual success valued as it reflects group
success
• Self-effacement and deference to the interests
of the group
• Promotions based on seniority
• Relatives often hired

34. Slide 34
Implications for communication
• When writing to/within individualist cultures
 written documents denote individual action
 written documents ensure precise understanding
and compliance
• When writing to/within collectivist cultures
 avoid excessive use of “I”
 focus on establishing rapport with the organization
 emphasize the relationship with the group

35. Slide 35
Uncertainty avoidance
• Definition
 The extent to which members of a culture feel
threatened by uncertain, unknown situations
• Cultures vary in avoidance of uncertainty in
terms of
 need for predictability
 need for written or unwritten rules
 tolerance for ambiguity
 formality or informality
 attitude toward punctuality

36. Slide 36
Uncertainty–avoid or accept
Cultures that avoid uncertainty
• Appear to be anxiety-prone
 what is different is dangerous
• Take fewer risks, resist change, place premium
on job security
• Expect managers to issue clear instructions
• Accept formal procedures, highly structured
organizations
 emotional need for rules
 expect rules to be followed

37. Slide 37
Uncertainty – avoid or accept
Cultures that accept uncertainty
• Take each day as it comes
 what is different is a matter of curiosity
• Tolerate dissent, deviant ideas
• Feel comfortable in ambiguous situations
• View rules as less “sacred”

38. Slide 38
Implications for communication
• In cultures that accept uncertainty
 written documents are not so important
• In cultures that avoid uncertainty
 precise written documents, forms,
procedures, style sheets highly valued

39. Slide 39
Masculinity vs. femininity
Masculine cultures
• gender roles are clearly
distinct
 men are supposed to be
tough, assertive, focused on
material success
 women are supposed to be
modest, tender, concerned
with quality of life
• jobs segregated by gender
• workplace exhibits high
stress, achievement,
aggressiveness
• financial success valued
• (think of Japan)
Feminine cultures
• emotional gender roles
overlap
 men and women are
supposed to be modest,
tender, concerned with
quality of life
• less occupational segregation
by gender
• work environment shows less
stress
• consensus and relationships
valued
• (think of Mexico)

40. Slide 40
Implications for communication
• Masculine cultures
 use formal tone in written communication
 establish rapport with the individual
 stress performance
• Feminine cultures
 focus on relationships
 strive for consensus
 stress equality, solidarity, quality of life

41. Slide 41
Long-term orientation
• Important in Asian countries
• Influenced by Confucian philosophy
 stable society requires unequal relations
 family is prototype of all social organizations
 virtuous behavior means not treating others as one
would not want to be treated
 virtuous behavior at work means
> trying to acquire skills and education
> working hard
> being frugal, patient, and persevering

42. Slide 42
Long-term vs. short-term
Long term
• respect for tradition
• foster virtue for future
reward
 perseverance
 thrift
• willingness to
subordinate oneself
for a purpose
Short term
• adapt traditions to
modern context
• thrift and persistence
not high values
• efforts should produce
quick results
• concern with personal
stability

43. Slide 43
Sample rankings
Index based on statistical analysis
• Roughly equates to scale of 0 – 100
• Higher numbers show higher correlation to term
US China
PD (104) 40 80
IDV (91) 91 20
UA (112) 46 30
MAS (110) 62 66
LTO (118) 29 118

44. Slide 44
Sample correspondence

45. E-mail letter of inquiry
I, Usha Wu, 26-years old, with a Master’s Degree in Political Science,
would like to introduce myself as an ambitious lady with good
communication skills, both written and verbal.
After four years, I took a break from the mainstream journalism in the
year 2002 and joined IT industry for a career in Technical Writing.
Associated with information technology (IT), for the past one year and
more as a Website Writer, I have come across various types of technical
writing, internal documentation, product literature, user guides, online
help, manuals, installation instructions and more. Basically, being a
journalist by profession, there have been times when I felt that I can do a
better professional job in the field. While the importance of technical
writing is acknowledged universally, the specialization and skills one
needs are not exactly defined. What are the essentials? Language,
programming, planning and positioning of what the organization
provides, crisp presentation or all put together.
[Continued on next slide]

46. With IT advancing all over the world by leaps and bounds, there is a dearth
of technical writers who can bring in quality and content for a specific job.
Writing has always been a pleasure for me and I see this current phase
both as an opportunity and challenge for enhancing my abilities and
advancement of career prospects.
Keeping these in view, I secured admission into the Department of
Technical Communication, X State University and into the Master of
Technical Writing Program at Y University.
I am unable to decide my choice of Universities. A friend of mine who
attended your presentation at the STC India chapter, 3rd annual conference,
Bangalore, December 7-8, 2001, suggested that you could be the right
person to help me choose the best of the two universities. Based on the
academics (course curriculum) and academics alone irrespective of all
other factors like fee, location, etc., could you please tell me, which school
should I go to?
Looking forward to your support.
Usha Wu
Singapore

47. Slide 47
Communication contrasts
• Structure
• Degree of specificity about purpose
• Type of information disclosed
• Quantity of detail presented
• Style/tone
• Address protocols
• Formatting

48. Slide 48
Chinese writing style preferences
• Inductive order
• Structure reflects a spiral
• Good writing has 4 components:
 introduction
 development
 transition
 closure
• 3,000 years of writing history

49. Letter from Chinese university
Dear my colleagues,
How are you doing?
I have the honor to inform you that Jiangsu University of Science and
Technology, Zhenjiang Medical College and Zhenjiang Teacher’s College
were merged and formed Jiangsu University, on the date of August 18, 2001,
according to the notice of Document No. 104 [2001] issues by the People’s
Government of Jiangsu Province. It is no doubt that the formation of Jiangsu
University will not only hasten reform steps and optimize structure of the
layout of higher learning education in Jiangsu Province, and also improve
education quality and school-running efficiency in Jiangsu Province, and
serve provincial economy constructions in modernization better.
At the same time, Prof. Yang Jichang is honorably appointed as the first term
of the President of Jiangsu University.
[continued . . . ]

50. A ceremony hanging out a shingle of the newly-founded Jiangsu University is
going to be held on 28 October 2001. On behalf of the university, I have a
request to make of you. Would you please kindly send us a congratulatory
message on the Jiangsu University’s formation and our new-appointed
President?
I would appreciate you cordially for your kind support. I hope that we can
receive the message from you before the holding of the ceremony.
With best regards,
LX
Director, International office

51. Chinese letter on website
Dear Madam/Sir,
Hi, Welcome to Our website!
The primary purpose of Our website is to serve any foreign buyer, importer
who is interested in purchasing any product from China, as We believe our
quality Chinese products with the most competitive price will be very
interesting and attractive to any foreign buyer and importer who are
interested in purchasing from China for their better sales revenue and long
term sustained business growth as well.
However, your cultural inexperience and language obstacle, your lack of
knowledge and information on our Chinese exporting business
operational procedure, relevant regulation, as well as our unique and
typical local Chinese way of doing business, etc......, all of these barriers
and problems, We believe you will need to smooth them away before you can
eventually succeed in your purchasing business from China. So, that is why
We wanted to set up this http://www.linanwindow.com/ website for you to help
and assist you to do a successful purchasing business from China.

52. First, as an professional experienced Chinese businessman, trader and agent, We
have been engaged in the field of exporting business from China to the
international market for 12 years. We think We can help you to get a full clear
picture and native insight into our overall exporting business, of which We believe
will be very helpful for you to purchase and import properly and gain a right
purchase channel from China.
Secondly, you will not have any language obstacle as long as you can
communicate with us in English, although We are a Chinese, We can speak and
write English fluently to maintain an effective direct business communication with
you, please just always feel free to contact us at your early convenience.
We are listening to any inquiry, question, comment, suggestion and proposal, etc.,
comes from you, and We will get back to you as soon as possible.
As We are closely associated with many of our Chinese export oriented
manufacturers, We can get the product you need and provide a very competitive
offer to meet your purchase business need and market demand, as We have been
working on multiple export products ranged from Clothing products and
construction products to electric products. you may visit our website for more
information.

53. Anyway, We are sure that you will need a capable agent who can
assist your business in China, if so, please go to check out Our
agency service profile. We believe it is better for you to have a
reliable native helping hand to assist your business in China than to
go alone at your own risk, which sometimes could be just the "hit-
and-miss".
We sincerely hope Our agency service will be interesting and
helpful for your business in China, We are looking forward to
establishing a lasting long term business relationship with any bona
fides serious overseas business and client for the mutual benefit,
please feel free to contact us at your early convenience.
Yours Sincerely,
Mr.Wang Hua

54. Slide 54
Communication within multi-
cultural teams

55. Slide 55
Choose the right communication
style
• “Tell” to inform or explain
 when you need to control the content
 doesn’t require audience involvement
• “Sell” to persuade others to do something
 requires audience involvement
• “Consult” where you interact with people
 requires their input for “buy-in”
• “Join” to collaborate or brainstorm
 when their ideas are the content

56. Slide 56
Attitude to authority – power
distance
• “Tell” style more effective in high-power
distance, autocratic cultures
• “Consult” style more effective in low-power
distance, democratic cultures

57. Slide 57
Attitude to authority –
individualism/collectivism
• Individualistic cultures – value standards that
apply to everyone
• Collectivist cultures – identity based in the
social system (in-group vs. out-group)

58. Slide 58
Attitude to authority – uncertainty
avoidance
Expectations for manager behavior
• In high-uncertainty avoidance cultures
 consider appeals to security
• In low-uncertainty avoidance cultures
 consider appeals to risk and challenge

59. Slide 59
Attitude to authority –
masculinity/femininity
• Dominant values exhibited by managers
 assertiveness and materialism (“masculine”)
 concern for others, quality of life (“feminine”)
• Rewards
 based on material reward (“masculine”)
 based on quality of life rewards (“feminine”)

60. Slide 60
Speaking vs. writing
• High-context cultures
 value personal trust
 prefer oral communication, meetings, oral
agreements
 confirming agreement in writing may imply mistrust
for one’s word
• Low-context cultures
 value efficiency
 prefer written communication, agreements
 if it’s not in writing, it’s not confirmed

61. Slide 61
OK, now what?
• Pay heed to old Chinese expression . . .
• Read a great book
 The Geography of Thought (Nisbett, 2003)
• Provide team training
• Adjust your lens of culture

62. Slide 62
More questions . . . later?
cbarnum@spsu.edu