CHAPTER 3
CROSS-CULTURAL COMMUNICATION
| As I have pointed out before, the success or failure of your overseas assignment is not likely to depend as much upon your technical or managerial abilities as upon your ability to function well in a foreign culture. The importance of understanding a new culture and tuning into the subtleties of its modes of communication cannot be overstressed. | 
Expect your diet to change somewhat |
Consider the story of an American executive who was designated to
deliver a formal presentation at a Japanese conference. During her
presentation, the woman became acutely aware of a man in the audience
who proceeded to make strange faces at her. Following the conclusion of
her presentation, the woman voiced her disapproval to the Japanese
hosts. And while an apology was immediately provided, it was discovered
that the man in the audience had not intended to offend the American
speaker. He simply became so fixated on her facial gestures that he
inadvertently began imitating her. Should this story be considered an
isolated incident of a simple misunderstanding or is this a prime
example of everyday miscommunication between cultures? Many experts
would support the second conclusion.
Most of the problems caused by cross-cultural clashes are usually the
result of the failure by some or all parties involved to recognize and
account for differences in culturally-based communication styles. They
assume that all peoples communicate using the same set of modes and
rules (many of which, like body language styles, are unconsciously
held). For example, numerous professionals from the US make the mistake
of assuming that all people want to be spoken to informally, just as
they assume that simple body gestures strike the same chord in any
culture, or the notion that an openly frank style of negotiating is most
appreciated.
We should first realize that there is no such thing as a universal form
of communication. Take the simple gesture of a smile. It is not
unusual for Americans to exchange smiles with complete strangers. We
smile at people on the street, at the airport, in restaurants, shopping
malls and so on. We consider it a friendly gesture. However, in other
cultures a smile can take on a completely different meaning. A smile
can be considered insulting or it can signal embarrassment. Many
Americans fail to realize that common gestures such as shrugging one's
shoulders or scratching one's forehead can be completely misinterpreted
by someone from another country.
Each culture has its own rules of communication. A French executive
would probably be offended if a new acquaintance were to address him by
his first name. Giving the "thumbs up" signal in Australia is
impolite. And a display of frankness so common to Americans perpetuates
the Japanese impression that the American people exhibit a lack of
discipline. Even though such cultural collisions often elicit negative
feedback, they rarely provoke extreme hostility. Instead, committing a
cultural taboo is usually regarded as improper, discourteous, or
disrespectful. The individual who has the misfortune of committing the
taboo is "rewarded" with expressions of anger or flat-out silence, which
in turn can be misinterpreted. Such mishaps in communication almost
always serve to diminish one's credibility.
Usually, cross-cultural gaffes stem from misjudging situations that
involve mingling and communicating with others. These include: the
dress code for appointments, the manner in which we introduce ourselves
and greet others, expressing thanks to the hosts as well as proper
etiquette for the presentation of gifts. While the majority of
Americans consider such events to be very routine, the fact remains that
the interpretation of these social commitments varies from country to
country. If we fail to educate ourselves in advance as to what is and
what isn't acceptable, then we prime ourselves for unintentional
embarrassment, possibly at the worst given moment.
Miscalculating the pertinence of cross-cultural communications can be
counter-productive at best, or abysmal at worst. Cultural differences
with regard to eye contact, when it is acceptable to smile, and name
protocol for addressing foreign counterparts are all qualities that
dramatically impact all angles of negotiation and interpersonal
communication. For example, the word "no" is a response that the
Japanese tend to avoid altogether. As strange as it may seem, if they
are not optimistic about a given proposal, rather than tell you in so
many words, they may choose to make a counter inquiry, they may avoid
eye contact with you, or they may simply choose to walk away. Their
answer is for all practical purposes spelled out in their behavior.
Obviously, this can be very frustrating to American negotiators who are
used to a straight forward "yes" or "no." Understanding and accepting
cultural differences is critical if one expects to be successful in an
overseas assignment.
UP CLOSE
AMERICANS IN EUROPE-AN INTERVIEW WITH JOHN MOLE
John Mole is a consultant and author on working effectively in the
different business cultures of Europe. His book Mind Your Manners is an
international best seller. John and I worked for the same bank years
back. He has kindly shared some of his experiences in the following
interview.
Q: You write about cultural differences in Europe. How important is
cultural awareness for Americans working in Europe?
A: Bain & Co., the international consultants, recently did a survey of
unsuccessful cross- border mergers and alliances. They found that
cultural difference was a significant contributor to failure along with
poor planning and conflicts over control. However, sometimes cultural
problems get the blame for deficiencies in the purely business aspects
of a relationship. No amount of cultural sensitivity will disguise a
bad plan or conflicting objectives. You have to get the strategy and
the targets and the structure right for any collaboration to succeed.
But once you have done that, how are you going to make it work? How are
you going to get the people to work together? That's culture.
Q: Don't we have anything in common?
A: Europeans and Americans share very similar goals-to deliver growth
and profit to their shareholders and benefit to their customers,
employees, and their community. But we have very different ways to
achieve those goals. Our values and beliefs and behaviors in the
workplace and the marketplace often appear misguided or bizarre even to
close neighbors in Europe. But they affect everything we do from the
smallest daily habit to major life-changing decisions.
Q: For example?
A: The differences start with language. The 15 countries of the
European Union share 11 official languages. In addition to these there
are over 50 minority languages, such as Catalan and Flemish. Fifty
million people in the EU speak one of these minority languages as their
first language. And with each of those languages goes a distinct
cultural package. No one expects American businesspeople to speak any
of these languages except English but do expect them to be sensitive to
different ways of thought and behavior.
Q: Surely you don't have to speak several languages to work in Europe?
The British and French don't.
.A: Native English speakers, including Americans, are entitled to feel
fortunate that English is the language of international business. But
they should realize that it is a mixed blessing. Why? Because
international English, or Offshore English as it is sometimes called, is
not the same language that native speakers use at home. It has been
said that the language of international business is the English of
Business, Airlines, and Diplomacy-BAD English. It has a standard
pronunciation, a small vocabulary, and none of the slang and jargon and
colloquialisms that enliven native English. Phrases such as "What's the
bottom line?" "This will raise the stakes," or "Is it all above board?"
may mystify your foreign partners. And the last thing people admit to
is that they don't understand what is being said. The British have the
same problem. I know of a situation in which a German software company
and a British company were competing for a contract with a Finnish
customer. The Finns chose the Germans because they understood their
English better.
Q: Sometimes Americans have a problem understanding the British. And
vice versa.
A: Right. I remember when I was hired by an American bank I received a
letter from the head of the International Department saying, "Dear John,
I am quite pleased that you have elected to join the bank." I almost
tore it up and stayed in Europe. Because "quite" in English means
"somewhat" or "not very." It is probably the single word that gives
most problems between Brits and Americans. Another classic is "table"
as in "I think you should table that idea." In American it means leave
it off the agenda. In British it means put it on the agenda.
But it's not only the words. The way you use language differs from
country to country. Southern Europeans have a much more oral culture
than Northern Europeans and Americans. They are prepared to act on the
spoken word and ignore written communication. Their first reaction to a
fax or a letter is not "What does this mean?" but "Why is it being
written down?" Northern Europeans put more reliance on written
communication. They don't take anything seriously unless it is
communicated or confirmed in writing. This affects negotiations,
presentations, even how you use the phone and e-mail. I always advise
people to fax when they phone and phone when they fax. It saves time
and money in the long run.
Q: Any other tips on communication?
A: Humor is a mine field. Americans are famous for the irrelevant and
so often unfunny joke that kicks off a speech or presentation. In
Britain and Ireland a sense of humor is part of the job description. It
is the lubricant of everyday interaction. Yet in many European
countries humor is taboo in a formal business context. To make a joke
at a meeting, even if it is meant to calm things down or soften a
criticism, may be viewed as trivial, offensive, or just plain stupid.
And this is if the joke is understood. Humor travels very badly.
Communication is not only about language. It is body language, dress,
manners, attitudes, and conventions of behavior. Imagine you are at a
meeting with Dutch or Danish associates and it gets to be lunchtime. If
you break off and go to a good restaurant, they will think you are not
serious about the business. They prefer a sandwich and a glass of
mineral water. If you are meeting with French or Spanish and you offer
them a sandwich instead of going to a restaurant, they will think you're
not serious. They go out to a good restaurant instead.
Q: Does this mean Mediterraneans are more self-indulgent than
puritanical northerners?
A: Certainly it is true that Mediterraneans attach more importance to
good food and drink than northern Europeans and Americans. It is an
important part of everyday life. But a deeper reason is that they need
to cultivate the personal relationships that are so much more important
in a business relationship than in the north. They want to know what
sort of person you are and whether they can do business with you before
talking about it. In many countries you simply cannot do business until
you have first achieved a positive personal rapport. While this is less
a factor in Northern Europe, it still takes far longer to get onto a
business footing than in America. Americans should understand that in
most European cultures they cannot walk into the office of a complete
stranger, exchange business cards, and immediately start a sales pitch.
And likewise Southern Europeans are having to learn to be effective in
the more impersonal, systematic, and analytic cultures of the north.
Q: So the tip is to relax on that first meeting.
A: Certainly don't have too high expectations. But it's not simply a
question of where you have lunch or what you do on the first meeting.
Different concepts of personal and business relationships, ethics,
customer loyalty, recruitment procedures, investor relations, corporate
hospitality, management succession, a whole host of different things
which the effective expatriate executive may have to deal with.
Q: There's a lot to learn.
A: Many cultural differences are like foreign weather or foreign
plumbing. They are different but you get used to them. They are not
going to spoil your business. I am interested in the ones that affect
working together. Very often they are hidden.
Q: What are the important ones?
A: Americans often complain that British managers talk too much and are
indecisive. British complain that French managers are autocratic and
arrogant. French and British complain that Americans shoot from the hip
and are poor listeners. This is because the role of managers is
different in the three cultures. British managers are expected to work
as a team and their interaction is fundamentally collaborative. In
French organizations greater value is put on demonstrable individual
competence. American managers have a heightened sense of individual
accountability and feel that they must lead from the front. This all
derives from different concepts of leadership-what it is to be a boss,
how you get power and responsibility, and how you exercise it. This has
an effect at all levels, from the way a staff meeting is run, to how the
chief executive operates, to how negotiations are handled.
Q: Surely a meeting is a meeting is a meeting.
A: Not at all. The function of the meeting can be radically different
from culture to culture. Things which we take for granted-the role of
the chair, the agenda, the minutes, the need for consensus, time
keeping, follow-up-can be very different in other countries.
Broadly speaking, in Germany a meeting is a vehicle for experts to
exchange information. Participants are well prepared and do not expect
to be questioned or challenged. For the British and Dutch, it is a
forum for interested parties to debate ideas and come up with a
recommendation and an action plan. Everyone is expected to make a
contribution. In France, a meeting is for the boss to announce
decisions which have been made elsewhere or to solicit specific
information. It is not a forum for debate. For Mediterraneans meetings
are for making official the decision that has been made in the
restaurant or the coffee bar and for sorting out the politics and the
personal relationships that the decision affects.
Such differences affect every aspect of business life, not just
meetings: planning, control, teamwork, communication, recruiting,
decision making. And we all think that our way of doing things is the
right way. But if we are to seize opportunities in the changing global
marketplace, we have to learn to understand and work with different ways
of doing things. Understanding the dynamics of cultural difference is a
vital competence for business leaders of today.
Q: Which is the most successful culture?
A: There is no inherently superior business culture. Every group or
company does what is most effective for itself. The business cultures
of Ford, Fiat, and Volkswagen are different but they are more or less
equally successful. The problems occur when people from one culture
start to work with those of another.
Q: So what's the most important thing for Americans in Europe to
remember?
A: I can't do better than to repeat the remarks quoted by the chairman
of IBM for Europe, the Middle East, and Africa. Lucio Stanca stated in
The International Herald Tribune:
"Some of my colleagues make the mistake of thinking of Europe as one
single entity and this is a dramatic mistake. Europe is an aggregating
of very different entities....A second very common mistake is a tendency
to assume that what is good and right for America must work in Europe."
THE RIGHT APPROACH
Although many professionals and business entities appear to have
developed a knack for cross-cultural communication, the truth is that
successful communication is the result of a well thought-out strategy.
For example, it is not unusual for international Japanese companies to
require their overseas representatives to spend considerable time in the
designated foreign country before the representative's input or
recommendations are requested by the company's top executives. The
light speed of globalization, as well as the continuing trend toward
cultural diversity, has inspired a wide variety of books, videos, audio
tapes and seminars on the "nuts and bolts" of cross-cultural
negotiation. Communication difficulties have been discussed in numerous
publications, such as Beyond Borders. The majority of advice recommends
that the expat become familiar with each country and learn what is
acceptable and what isn't acceptable in each culture.
Professionals with a successful track record of negotiating in a
different cultural environment consistently strive to understand the
etiquette of the culture they're dealing with. It is in their best
interest to avoid any preconceived notions of the culture or to be
tempted to assume that the foreign country mirrors their homeland.
Successful overseas professionals become cultural specialists in a
sense. For example, they study the target culture carefully to
determine appropriate behavior in a variety of situations. They look
for clues by asking such pertinent questions as:
· Is the culture rooted in tradition or is it liberal minded? For
example, would bringing an unmarried partner be accepted?
· Does the culture hold the belief that some individuals are superior
by
virtue of their bloodline or do they accept general equality?
· Does the culture believe that events are predetermined or do they
consider events to be determined by individual behavior?
Once some of these questions are answered, a clearer picture of the
cultural landscape is visible. The next step is to consider other
cultural factors that influence behavior and attitudes within the
country. In terms of getting a clearer picture of the culture itself,
take a close look at its historical background. A country whose
military capabilities have prevented the occupation by any foreign
military forces ultimately has a much different perspective on life than
a country that has been invaded. Other factors that have ultimately
made an impact on a culture's perspectives and attitudes include:
geography, climate, ethnic heritage, and natural resources. Inevitably,
these regional factors often determine not only how your prospective
business partners perceive their own culture, but they also serve to
influence their perceptions and attitudes in dealing with foreigners,
such as yourself. Also keep in mind that no country can pretend to be
an "ivory tower" that is isolated from the social influences of other
cultures, even though these influences may go against the grain of the
culture's own set of values. Remember, cross-cultural communication
invariably flows in both directions. Their interaction with you is
likely to be influenced by what they have been led to believe about the
behavior of American culture, and vice versa.
The successful expat will take the trouble to determine the new
culture's operating code of etiquette for business relationships. Just
as in the US (whether you are conscious of them or not) there are
certain "ground rules" that need to be observed, and this will be so in
your overseas assignment. The tricky part is that these rules vary from
culture to culture. Let's consider some of the primary issues that will
need to be addressed:
· How should people of various rank be addressed? When is it acceptable
to use first names? Should you address them by their official business
title? Should attention be paid to birth names, married names, or clan
names? How should business cards be exchanged? Are there designated
physical greeting gestures? What about gifts? Are they a necessity?
If so, who should be on the receiving end? Also, what gift is
appropriate, and when should it be presented?
· How important is punctuality? Is the appointment scheduled at a time
(and season) that is acceptable? What should be the length of the
visit? Should conversation be focused strictly on business or should it
also be social in nature? If dining is involved, what is appropriate as
far as food and beverages?
· What is acceptable regarding the pace of negotiations? What is the
status of the individuals with whom you are negotiating? Are final
decisions actually final? In the end, is "no" an acceptable answer?
· What about entertaining? Should business be discussed? Should the
setting be at a restaurant or at one's private residence? If
entertaining is done at a restaurant, who is responsible for picking up
the tab? Should alcohol be consumed? Are there specific table manners
that need to be observed? Are there limitations as to how much food
should be consumed?
· How does body language in this culture differ from yours? Do people
tend to stand closer or farther apart from each other in conversation?
When is direct eye contact appropriate? How appropriate is it to touch
another person during conversation? What kinds of gender differences in
body language need to be respected? How are gestures or facial
expressions used differently?
Ideally, expats should have some command of the country's language and
be somewhat familiar with issues involving the country's political
agenda, the state of its economy as well as the social culture. In
terms of the assignment itself, the expat needs to adopt a certain
flexibility in work habits without compromising personal standards of
excellence. According to one human resource director of an East Coast
manufacturing company with employees around the world, one of the
biggest mistakes professionals commit on foreign assignments is
attempting to invoke the same approach towards business that proved to
be successful in the United States. In any given situation, it is
unrealistic for Americans to expect people from other cultures to react
in a manner comparable to people from the United States.
Keep in mind that advance preparation in cultural communication does not
necessarily guarantee a successful impression. And by the same token,
committing the occasional faux pas will not ruin your career. Some of
the most "seasoned" multi-cultural professionals commit cultural gaffes
and it is inevitable that you will too. Do not become overwhelmed by
this challenge. The willingness to observe carefully and learn,
combined with flexibility and a healthy sense of humor, are likely to
disarm most anyone you might do business with and will get you past all
but the most heinous of offenses.
Does this mean that it is necessary for a multiculturalist executive to
jump from one cultural extreme to another? Not necessarily. Consider
that every culture has certain "common denominators" of values and
beliefs which in turn enable them to interpret variations in philosophy
that exist from country to country-even if it means negotiating with
strange foreign characters, such as the person you see in the mirror
each morning. Most experts agree that if there is such a thing as a
universal trait, it is that all customers want to be on the receiving
end of a "good deal." All customers, regardless of their culture, want
to know specifically why it is in their best interest to agree to a
proposed deal. Starting from this common ground, much can be
accomplished.
