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We had a good read. For the benefit of yourself. Be sure to read to the end. I want you to get good knowledge from Valley Health Plan.Cultures differ in how they communicate, how they use their time, and how they view themselves in terms of empowerment and decision making. These differences are likely to come to be apparent in firm sessions with habitancy from other countries. There has been considerable research done by anthropologists, psychologists and businesspeople on what these differences are and how we can learn to work effectively within other cultures, as will be described in this chapter. The main variables we will discuss are prime from the research of Edward Hall, Florence Kluckhohn, F.L. Strodtbeck, and Geert Hofestede.
Many firm habitancy are not ready for some of the basic differences that they will taste when working with other cultures. Both businesswomen and businessmen will taste many culturally differing styles, mannerisms, and behaviors, and women in particular frequently find themselves wondering whether inescapable behaviors they are observing are culturally connected or are connected specifically to their gender. It is important to understand that these differences do exist, to learn to identify these differences, and to invent strategies to cope with them. There are many dimensions of cultural differences, and many which are unique to each country. This lesson will summarize some of the more coarse cultural differences that you may encounter in business, along with variations in:
o Communication (high and low context)
o Use of time (polychronic and monochronic)
o Space (personal and physical)
o Environment (locus of control)
o View of time (past, present, future)
o Activity (being or doing)
o Power length (hierarchy)
o Individualism and collectivism (group orientation or personel orientation)
High-Context and Low-Context Communication
Asians are very aware of slights to self image or status and are just not to small others. If an Asian "loses face," which is equivalent to being socially discredited, he or she can no longer function effectively in the community. The prestige of a firm or country is similarly affected. Accordingly, Asians will go to considerable lengths to avoid harming the reputations of their coworkers and countrymen. It is therefore important for Westerners to avoid criticism or ridicule, even if it may seem warranted. It normally makes the situation worse, since the criticized party may even seek revenge. While the revenge may be verbal, it can also be more concrete and damaging to you and your enterprise. Be just to practice diplomacy in any situation where criticism, discipline, differences of opinion, or anger is involved. (Palo Alto, California) (-- from Asia for Women on Business)
I was in Germany on business, and after dinner one evening I wandered into an art gallery and spotted a very spirited painting. I asked the woman working there how much the piece cost, and she gave me a price. I looked at a few more works and asked her for several more prices, which she gave me. After strolling around the gallery, I went back to her and told her I would take the first painting I had inquired about. She said, "Oh, that one is sold." Surprised, I pointed to my second choice, then my third choice, and she responded that they too were sold. Confused, I finally asked "Which paintings are not sold?" and she replied, "Oh, just that one there." I asked her why she didn't tell me that at the beginning. She looked surprised and said, "Well, you didn't ask." (Newark, New Jersey)
Cultures, as described by Hall, vary in their use of contextual information. In "low-context" cultures - such as the United States - habitancy are relatively direct and explicit in their communications and communal interactions, and they tend to conceive of life in a segmented, compartmentalized manner. In contrast, in "high-context" cultures - such as Japan - habitancy interact in more covert and implicit manners.
More specifically, habitancy in low-context societies normally wish explicit facts to feel comfortable manufacture firm decisions. However, habitancy in high-context cultures do not normally rely upon a lot of research data or in-depth background facts when manufacture firm decisions, but rather glean facts from their many close relationships within their allembracing networks of family, friends, colleagues and clients.
Americans (low-context) tend to be very direct in their style of communication. Americans generally say exactly what they mean, and try to be very clear and concise. In their desire to save time and interpret points, Americans may try to bring man with an indirect style back to the point and interpret it frequently to stay focused. Emotion rarely comes into play overtly when Americans show the way firm transactions, because they feel that firm should be a factual exchange. Many high-context cultures dislike this American style of "straight" conversation, and Americans frequently miss the subtleties that exist in high-context cultures.
Insert outline 4 Communication
Tips for conducting firm in high-context cultures:
o The U.S. And much of Europe are viewed as low-context cultures. These cultures place a higher value on verbal messages than do the high-context cultures in Asia and parts of Latin America, who view words as tools not to persuade, but rather harmonize. Be sensitive to subtle cues and do not assume that facts will be directly verbalized.
o In a high-context culture, preserving harmony is very important. When conducting business, a Japanese or Latin American businessman may not say "no" or express difference overtly. Therefore you need to understand how the culture you are working with expresses difference so you can identify it. In many cases, difference will be implied when your foreign connect asks an additional one question or uses an expression such as, "This is a difficult question to answer."
o Low-context cultures may view the transportation style of high-context cultures as a waste of time. Conversely, high-context cultures may find the low-context style of transportation insensitive and rude. Be aware of how you come across and adjust your style if necessary.
Polychronic Time versus Monochronic Time
I had to enter late for my first firm meeting in Milan, Italy, but my colleagues were aware of this and told me to drop in whenever I arrived. As I walked closer to the meeting room, I heard raised voices all talking over each other. I peeked in to see if I had the right meeting, and I saw what "polychronic" as a matter of fact means. Some of the Italian men were pacing the floor with cigarettes hanging out of their mouths; others were scribbling on the whiteboards and manufacture wild gestures; they were talking over each other in complicated conversations in English and Italian at the same time; all the while espresso was percolating and being passed around. finally man noticed me, handed me a marker, pointed at the whiteboard, and said "Well, what are you waiting for? What do you think?!" (Dallas, Texas) (- from Europe for Women in Business)
The way habitancy view time also varies in distinct cultures, as observed and described by researcher Hall. Monochronic time cultures, such as those of the United States and most Northern European countries, emphasize schedules, a literal, reckoning of time, and promptness. Time is viewed as a assorted commodity. habitancy in these cultures do one thing after another, finishing each activity before beginning the next.
On the other hand, in polychronic cultures, such as those in Latin America and the Middle East, habitancy tend to do more than one thing concurrently (or intermittently during a time period) and to emphasize the estimate of completed transactions and the estimate of habitancy involved, rather than the adherence to a time schedule. Being on time is less important in polychronic cultures than in monochronic cultures.
Americans (monochronic) tend to think of time as something fixed in nature, which cannot be escaped. We tend to view activities and time in discreet segments or compartments, which are to be dealt with one at a time. It is not logical to have two activities going on at the same time. Americans are often frustrated when working with habitancy from polychronic cultures who view time as something fluid, and who as a matter of fact alter schedules to shifting priorities. In these situations meetings will start late, covering issues may interrupt firm transactions, complicated activities may be scheduled at the same time, and adherence to deadlines may depend on the force of the relationship.
Insert outline 5 Monochronic/Polychronic Views of Time
o Plan to spend a few extra days in the country you're visiting, being aware that meetings likely won't run on the program you're used to. This way you won't feel frustrated or pressured if the meetings increase overtime.
o Be on time for meetings even if you don't expect them to start on time. This shows respect for your firm associates.
o Expect meetings to start and end late and have many interruptions. Try not to allow it to disturb you. The time together with your foreign colleagues is important for the firm even if it does not all the time feel productive.
o Many times you will need to allow meetings to run their course and resist the urge to get attendees back on track. This frequently happens when you are the guest of a firm overseas. If you are hosting the meeting at your firm you will have more flexibility to guide the meeting according to your standards.
Personal and corporeal Space
I have found that distinct cultures have distinct rules toward personal space. In the U.S. We tend to feel comfortable talking about a handshake length away from each other. In Japan the length is greater - about a bow length away. But when I work with Latin Americans the length is much closer. I think it is important to be aware of these communal differences so that you don't move in on a person, forcing them to back away, or, alternatively, if man moves closer to you, you don't back away, giving them a feeling of distance. (Dayton, Ohio)
All cultures have unwritten rules on the length members profess from one an additional one in face-to-face interactions, in lines, and in communal places, according to Hall. Each one of us has a "comfort zone" - an area of corporeal space around us which we do not wish others to trespass. Understandingly, this length is fluid and changes depending on who we're dealing with; you will probably allow a house member to stand much closer than a firm colleague. When doing international business, be aware that a member of one culture may be offended if man from an additional one culture, in which personal length rules are different, violates the space rules by "invading" his or her space. Americans, for example, when working with a culture with closer comfort range may back away from habitancy in conversations or cringe if they are touched. However, habitancy from cultures accustomed to closer proximity may interpret this as cold or distant behavior.
Different cultures also have distinct views of corporeal space, such as what is acceptable in the office environment. For example, Americans tend to work in cubicles, have open offices, and feel that they can freely walk into colleagues' offices without an appointment. Meanwhile, Germans use a estimate of heavy doorways, compartments, or angle offices to originate barriers to easy entry. At the other extreme, the Japanese are accustomed to sitting directly across from one an additional one in large offices without any walls. To the Japanese, Americans appear to have more barriers because of their cubicle structures and offices.
Insert outline 6 Space
Here are some suggestions for working with cultures with distinct space rules:
o Recognize that each culture has its own view of personal and corporeal space. Try to understand what the norm is in the country you are visiting on business.
o If you feel your space is being invaded in an additional one culture, try not to back away, because the host may view this behavior as cold and impersonal.
o People in cultures that use a closer range of space tend to touch each other more; this is not necessarily intended as a sexual gesture.
o In other cultures, more space in the middle of habitancy may be required. Be sensitive to this and back away if considerable to supply your colleagues ample space.
o In some cultures, very small gestures are used and there is no touching, even during greetings. Do not touch others or even enforce yourself with a handshake.
Locus of Control
An American friend of mine recently opened a factory in Taiwan. Although he had lived there for some time and had married a Taiwanese woman, he ignored the prevalent Chinese trust law known as "Feng Shui" when planning his building. according to many Chinese and Taiwanese, following the many rules of Feng Shui can conclude the future success of a firm by telling builders such details as where to uncover the construction and which direction it should face, how doors and windows should face, where to put desks and chairs, and even which occasion day will be most lucky. When my friend's firm opened, the workers would not enter the construction because it faced in an unlucky direction and because they believed it was an unlucky occasion day. He had to bring in a Feng Shui devotee counselor and rebuild part of the construction to face properly, then open again on a lucky day. (Palo Alto, California)
Research, especially that of Kluckhohn and Strodtbeck, has shown that cultures control with widely varying beliefs about their own power in a situation, relative to the power of their environment. Americans, for example, generally view themselves as being in control of their environment - having internal control. If they work hard they will overcome obstacles and direct the outcome of their destiny through initiative and drive.
People in some other cultures tend to believe that external troops - such as Feng Shui, fate, God, government, and nature -- control what happens to them. In such cultures individuals believe that there is very small or nothing a man can do to control one's own destiny, and thus much is left to fate. As a result, a culture may view firm in terms of adjusting to unpredictable and unruly environmental causes ("It is God's will.") rather than managing the process to make it more predictable.
Insert outline 7 Locus of Control
Here are some guidelines for working with cultures that view themselves as not having control of their environment:
o Listen to your counterpart and obtain data on his perspective instead of jumping to conclusions or formulating an opinion.
o Be flexible to changes that might occur in circumstances that you can't objectively understand.
o Be open to unpredictable situations which may be attributed to "God's will" or some other external force that the personel believes is covering of his control.
Time: Past, present and Future
I recall working in the purchasing group of a Silicon Valley firm where we bought computer monitors from assorted suppliers in Japan, Italy, Canada and Taiwan to make our products. As an American firm, we were very tied to yield and delivery deadlines, and we let our suppliers know the dates the monitors needed to arrive to allow shipment of our products. I speedily learned that "due date" meant distinct things in distinct countries: While the Japanese orders came right on time, the first Italian shipment I ordered was over a week late and was not complete. I called the firm to see what had happened, and the Italians were very surprised. "What's a few days late?" they asked. "Next time maybe we will send it a few weeks early. And so the quantity is a small low this time? Next time maybe we'll send a small more." (Cupertino, California)
When you are developing a firm relationship with an additional one culture, it is important to understand their perception of time, deadlines and urgency. Often time is not perceived or valued in the same way as it is in the U.S. according to researchers Kluckhohn and Strodtbeck, cultures may be oriented toward the past, the present or the future.
Americans, at one end of the spectrum, tend to emphasize the future, all the time anticipating that it will be bigger and best than the present. Americans tend to view turn as a transmit movement and therefore see turn as desirable, and they tend to put a high priority on goals and accomplishments. In fact, many Americans would like to foresee the future so they could take advantage of impending opportunities or events.
Conversely, many cultures try to support the past. They tend to be pessimistic about change, and therefore wary of the future. This is particularly true in cultures that are known of their long histories and do not want to sever the connections to their past. Still other cultures would prefer to not see into the future so that it can't then cause undo worry or pain, while other cultures see the personel as a victim of his environment, and therefore prefer to live day-to-day, or in the present.
Insert outline 8 Time
Here are some tips on how to work with other cultures that do not view time in the future:
o Americans, as they speed toward the future, often appear patronizing or blunt in international firm and this can growth sensitivities with colleagues from an additional one culture.
o Take time to understand and appreciate the traditions and history of the culture you're visiting. You can do this by manufacture time to visit historic sites during your trip.
o Do not try to turn the pace of work in an additional one culture or criticism on it negatively; rather, slow down and meet that pace.
Activity Levels
At my last firm I established many relationships with the Japanese. One particular relationship I cultivated over the phone, and then I had to go and visit my Japanese counterparts for the first time so that we could close a compact face-to-face, as they requested. In true American style, I was sent to Japan for only three days. My Japanese company met me at the airport and took me out for a long dinner, saying they were so happy to meet their "good, hard-working, American friend." In order to make full use of our time, I pulled out my program and list of questions to cover in the three days. They graciously took it and said not to worry. The next day I arrived at the local office very eager to get going on the contract, but found that the Japanese had arranged for their "good, hard-working, American friend" to tour the sites of Kyoto. So off we went, seeing the sites. That night they had an interpret cocktail party and I met more members of the firm, but by this time I was very upset and worried that maybe they were not taking me seriously or that I would have to go home empty-handed. I mentioned my concerns to my counterpart, who said not to worry, and off we went to dinner. At dinner, the top ranking man in the firm was present, and I was given very extra treatment. He proposed a toast "to our very good, hard-working, American friend," and they presented to me a signed compact and the considerable details from my program so that when I went home it looked as though we had worked very hard during my stay in Kyoto. (Santa Clara, California)
Cultures also vary in terms of activity levels, as described by researchers Kluckhohn and Strodtbeck, fluctuating from slow and unplanned to tightly-scheduled and overly-planned. Americans tend to be very effective and action-oriented, planning and completing many goals and activities, and enjoying accomplishments. We expect every meeting to have a purpose, every program to have a result. Other cultures, along with Japan, allow more time for unplanned activities and emphasize relationships more than achievements. In such cultures, it is often the time you spend cultivating relationships that later may help overcome obstacles in firm negotiations.
Insert outline 9 Activty
Here are some tips on working in cultures that emphasize relationships over activity level:
o Try to spend time developing relationships in business. Think it a worthwhile use of your time.
o Relationship-emphasizing cultures often do firm within a network of close friends and acquaintances. invent a network of friends and invent trust.
o Be personable, empathetic and sincere. Many cultures will value these qualities more than a more businesslike demeanor.
o Schedule time for socializing while you are away on business. Expect to have dinners, drinks and possibly some sightseeing with your hosts.
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