CCM Topic 7 (Dlatest)

Topic 7: Intercultural Communication
and Negotiation
INTERCULTURAL COMMUNICATION THEORY
-EDWARD T. HALL
Three main dimensions that were clearly been
emphasized in this theory:
1) COMMUNICATION - High Context vs. Low Context
2) TIME - Monochronic vs. Polychronic
3) SPACE- Private vs. Public
Slide 1.1
Browaeys and Price, Understanding Cross-cultural Management, 1st Edition, Pearson Education Limited 2009
High Context vs Low Context

Context is information that surrounds a communication and
helps convey the message
Context plays a key role in explaining many communication
differences.
High-context Culture (Implicit)

Fewer legal documents are used in these cultures, where
one's word is one's bond and this makes negotiations slower.
High commitment to long-term relationships.
Relationship is regarded as more important than task.
Use more of nonverbal communication, meaning people
often use indirect communication
Examples: Middle East, Asia, Pakistan, India, South Africa,
Greece, France ,Russia, Italy, Spain, Latin American, Brazil.
Slide 1.2
High Context vs Low Context

Low-Context Culture (Explicit)
Use clear and explicit messages where emphasis is
placed on written words where it transmits most of the
information.
Legal documents and contracts are considered essential
and crucial.
More detailed explanation is required and give
Implies lesser chance of misunderstanding particularly
when visitors are present.
Examples: USA, Canada, UK, Germany, Australia,
Netherlands and Scandinavian countries.
Slide 1.3
Explicit and Implicit Communication
Slide 1.4
Major Characteristics of
Verbal Styles
Slide 1.5
Verbal Communication Styles

Indirect and Direct Styles
High-context cultures: messages implicit and
indirect; voice intonation, timing, facial
expressions play important roles in conveying
information
Low-context cultures: people often meet only
to accomplish objectives; tend to be direct and
focused in communications
Slide 1.6

Elaborate and Succinct Styles
Three degrees of communication quantity
elaborating, exacting, succinct
Elaborating style most popular in high- context
cultures with moderate degree of uncertainty avoidance
Exacting style focuses on precision and use of right
amount of words to convey message; more common in
low-context, low-uncertainty-avoidance cultures
Succinct style more common in high-context cultures
with considerable uncertainty avoidance where people
say few words and allow understatements, pauses, and
silence to convey meaning.
Slide 1.7

Contextual and Personal Styles
Contextual style focuses on speaker and
relationship of parties; often associated with
high power distance, collective, high-context
cultures
Personal style focuses on speaker and
reduction of barriers between parties; more
popular in low-power-distance, individualistic,
low-context cultures
Slide 1.8

Affective and Instrumental Styles
Affective style: common in collective, highcontext cultures; characterized by language
requiring listener to note what is said/observe how
message is presented; meaning often nonverbal;
requires receiver to use intuitive skills to decipher
message
Instrumental style: goal oriented, focuses on

sender who clearly lets other know what s/he wants
other to know; more commonly found in
individualistic, low-context cultures
Slide 1.9
Verbal Styles Used in

10 Selected Countries
Slide 1.10
Nonverbal Communication
Nonverbal communication
- Communication without the use of spoken language.
- Transfer of meaning through means such as body language and use
of physical space.
Areas of Nonverbal Communication:

Chronemics (time)
Oculesics (gaze/eye contact)
Olfactics (smell)
Haptics (touch)
Kinesics (body language)
Chromatics (color)
Silence
Proxemics (space)
Slide 1.11
Chronemics: The way time is used in a culture.
MonochronicPolychronic
do one thing at a time
concentrate on the job
take time commitments
seriously
are committed to the job
show respect for private
property; rarely borrow or
lend
are accustomed to short-term
relationships
Example: US, Europe
Slide 1.12
do many things at once

are highly distractible
consider time commitments
casually
are committed to people
borrow and lend things often
tend to build lifetime
relationships
Example: Asia countries,
India, Middle East
Gaze/Eye Contact (Oculesics)
- People in the U.S. favor direct eye contact,
-
Japanese dont prefer direct eye contact; they direct their gaze below
the chin. In the Middle East, the eye contact is more intense.
Smell (Olfactics)
-
US people respond negatively to body odors, Arabs are

comfortable with natural body odors.
Japan culture - smell plays an important role
Touch (Haptics)
- Haptic refers to the use of touch.
- Varies across cultures : gender m/f, age, part (head, hand, shoulder, etc)
- Touch, when used properly, may create feelings of warmth and trust;
when used improperly, touch may cause annoyance and betray trust.
- Touch culture (Latin American, Italy, Greece), Dont touch culture (Japan,
US).
Slide 1.13
Kinesics
-
Body language includes facial expressions, gestures, eye gaze/contact

and blinking, posture and stance.
Hand gesture for e.g OK sign (US) means Zero/worthless (France),
Money (Japan).
Chromatics
-
Use of color to communicate messages. Colors have cultural variations

in connotations.
Mourning US wear black; Japanese wear white to funerals.
Wedding -US people wear white; India people wear red/yellow .
Silence
- U.S. people are uncomfortable with silence.
- Oriental cultures (eg: Japan) like periods of silence
- Silences can indicate: Respect, of agreement or disagreement &
modesty (avoid improper use of words).
Slide 1.14
Proxemics: how people perceive their social and
personal space (Hall, 1966)
Study of way people use physical space to convey
messages
Intimate distance used for very confidential
communications
Personal distance used for talking with family/close
friends
Social distance used to handle most business
transactions
Public distance used when calling across room or
giving talk to group
Slide 1.15
Personal space
An invisible zone with distinct boundaries
Extent of zone determined by:
gender
age
personality
the degree of sympathy towards the individuals
concerned
the situation in which the individuals are confronted
the culture(s) involved
Slide 1.16
Ranking in Personal Space
Figure 13.1
Ranking of personal space
Source: Watson (1970)

Slide 1.17
Channels of Business Communication

Mode
Slide 1.18
Description
Examples
Oral
communication
Communications transmitted through

speech
Personal conversations, speeches,

meetings, telephone conversations,
conference calls, and video teleconferences (synchronic)
Written
communication

writing
E-mails (asynchronic), letters, memos,

faxes, formal reports, news releases
Formal
communication

the chain of command within an
organization to other members or to
people outside the organization
Internal memos, reports, meetings, written

proposals, oral presentations, meeting
minutes; external letters, written proposals,
oral presentations, speeches, news
releases, press conferences
Informal
communication
Communications transmitted outside

formally authorized channels without
regard for the organizations hierarchy
of authority
Rumours, chats with colleagues in the

hallways or during lunch or coffee breaks
Verbal
communication
Communication transmitted in the forms

of words
Meetings, voice mail, telephone

conversations, internet forums
(asynchronic) and chat (synchronic)
Nonverbal
communication
Communication transmitted through

actions and behaviour rather than
through words
Communication transmitted through

actions and behaviour rather than through
words
Barriers to Intercultural Communication

The breakdown in communication has often
to do with:
Too much or too little information.
Misplaced, inaccurate or incomplete communication.
The context: personal and environmental factors,
often complicated by the question of culture.
The question of culture: misunderstandings when the
sender and receiver do not share similar meanings for
the communicated symbols.
Slide 1.19
Barriers to Intercultural Communication

Non-verbal behaviour can play a crucial role in
interaction
All cultures use forms of body language to communicate,
but the meaning of these forms is subject to different
interpretations according to the cultural background of the
interpreter.
Non-verbal signals used in a certain context may not only
differ but also influence other consequent non-verbal
signals.
Those communicating across cultures must therefore be
careful not to assume that certain gestures they perceive
do not have the same meaning as in their own culture.
Slide 1.20
Cross-Cultural Negotiation
Negotiation: The process of bargaining with one or more
parties to arrive at a solution that is acceptable to all.
The Western approach:

Negotiating is a problem-solving exercise
Tactics and strategies can be applied universally
Implicit is the assumption that the participants in
negotiations share similar approaches, attitudes
and principles
Focus is on what happens between parties
Two types of negotiation strategy predominate:
the distributive (winlose)
the integrative (winwin strategy)
Slide 1.21
Key Facets of Negotiation

Negotiation facet
Behavioural
predispositions of the
parties
Underlying concept of
negotiation
Elements
Concepts
Interpersonal orientation
Harmony, self-interest
Power orientation
Formal power, (informal)

influence
Willingness to take risks
Negotiating partys degree of

delegated decision-making,
and (lack of) uncertainty
Negotiation strategies
Trust or mistrust as basis
Strategic time-frame
Logical, finite process or

ongoing dialogue
Styles of negotiation
Work towards specific,

concrete goals, or more
towards principles, concepts
Outcome orientations
Iron-cast deal or less explicit

agreement
Negotiation process
Table 15.1
Facets of negotiation
Source: Usunier, 2003 (adapted)

Slide 1.22
Comparison Between China and US

Negotiation Style
Interpersonal orientation:
US
CHINA
Emphasis on information,
institutions ,networking
Emphasis on personal
connections
Sees the deal as the main Sees negotiation is part of

objective of any negotiation developing a life-long
relationship
Very focussed bottom-line
approach
Slide 1.23
Need to establish a good

rapport before talking of a
deal

Negotiation Style
Power orientation:
US
Slide 1.24
CHINA
Clear hierarchy in US team
Often difficult to know who the

Chinese team leader is
Deference shown, even if the

language used informal
The consensus-building
process occurs also within the
Chinese team (parties both
from within as well as outside
company)
The boss will probably be

given much leeway already
discussed with HQ
Will resist pressure from the

American side until all
Chinese parties satisfied
Risk-taking seen as inherent

to getting the best deal
possible
Any risk-taking must be

carefully orchestrated

Negotiation Style
Negotiation strategies:
- Both US approaches (winwin & winlose) should lead to a
definitive contract to which both sides are expected to adhere
- For Chinese,the principle is to build a business partnership.
Strategic time-frame:
- For the Chinese a deal made at the end of a negotiation
remains negotiable in the long term. Agreements are based
on trust and goodwill.
- This can be frustrating for Americans since for them time is
of the essence and a deals a deal!
Slide 1.25

Negotiation Style
Style of negotiation:
US
Slide 1.26
CHINA
US negotiators concerned with

specifics, the information which
allows them to pursue their way of
negotiating
For the Chinese, gaining trust +

confidence is more important than
facts and figures
Need to gain a clearer idea of the

other partys concerns and interests
to establish or modify their goals
May not have information asked for

(possible face loss). However,
collection of information is becoming
more systematic
Ready to give a lot of information if

this is part of an exchange
NB: younger managers more in tune

with western behaviour norms

Negotiation Style
Outcome orientations:
US
CHINA
For US negotiators, a detailed contract Chinese tend to avoid legalistic details

is the ideal conclusion to a negotiation:
signed, sealed and delivered
In the final phase detailed points
are hammered out:
- Implementation
- Legal aspects
Prefer short contracts that show

commitment to project
A contract is only a formal moment in

development of a relationship
Further negotiations will happen using
the goodwill and friendship established
Slide 1.27
Cultural Approach of Negotiating

Stephen Weiss (1994) considers a one-size-fitsall approach to be inappropriate
Weiss proposes instead a range of strategies
which are
culturally responsive
reflect the skills of the individuals involved
take account of the circumstances in which they
are working
Slide 1.28
Weiss Strategic Framework
Figure 15.1
Strategic frame for negotiating
Source: Weiss (1994a, Figure 2, p. 54Culturally responsive strategies and their feasibility)
Slide 1.29
Weiss Strategic Framework

Procedure for deciding which strategies put forward is:
the most feasible, i.e. the extent to which it will fit with the
counterparts possible approach
the most appropriate in terms of the relationship and circumstances
surrounding the interaction
the most acceptable in terms of the managers own values
The five steps which Weiss proposes for selecting a

negotiating strategy take account of these complexities
1.Reflect on your cultures negotiation script
2.Learn the negotiation script of the counterparts culture
3.Consider the relationship and circumstances
4.Predict and influence the counterparts approach
5.Choose your strategy
Slide 1.30
Effective Negotiation Characteristics
Slide 1.31
Adapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations
Being Culturally Intelligent

CQ is a set of skills that are useful for individuals to find
success at work and in personal relationships in an
increasingly interdependent world (Earley and Ang 2003).
CQ is not culture bounded and can be adjusted with
relevance to situations characterised by cultural diversity.
Why CQ ?
1. Enhances sensitivity to cultural differences
2. Reduces use of overly simplistic stereotypes
3. Enhances adjustment and relationships in multi-cultural
contexts
4. Improves decision-making and work performance in multicultural contexts
Slide 1.32

CQ Components:
1) CQ Drive - A person's interest and confidence in functioning
effectively in culturally diverse settings. It includes:
Intrinsic Interest - deriving enjoyment from culturally diverse
experiences
Extrinsic Interest - gaining benefits from culturally diverse
experiences
Self-efficacy - having the confidence to be effective in culturally
diverse situations
2)CQ Knowledge - A person's knowledge about how cultures
are similar and how cultures are different. It includes
knowledge about economic and legal systems, values, social
social interaction norms, and religious beliefs and rules about
languages and expressing non-verbal behaviours.
Slide 1.33

3) CQ Strategy - How a person makes sense of culturally
diverse experiences. It occurs when people make judgments
about their own thought processes and those of others. It
includes:
Awareness - knowing about one's existing cultural knowledge
Planning - strategizing before a culturally diverse encounter
Checking - checking assumptions and adjusting mental maps
when actual experiences differ from expectations.
4) CQ Action - A person's capability to adapt verbal and
nonverbal behavior to make it appropriate to diverse cultures. It
involves having a flexible repertoire of behavioral responses that
suit a variety of situations. It includes:
Non-Verbal - modifying non-verbal behaviors (e.g., gestures,
facial expressions)
Verbal - modifying verbal behaviors (e.g., accent, tone)
Slide 1.34

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Topic 7: Intercultural Communication

High Context vs Low Context

High-context Culture (Implicit)

High Context vs Low Context

Explicit and Implicit Communication

Verbal Communication Styles

Verbal Communication Styles

Verbal Communication Styles

Verbal Communication Styles

Instrumental style: goal oriented, focuses on

Verbal Styles Used in

Areas of Nonverbal Communication:

do many things at once

US people respond negatively to body odors, Arabs are

Body language includes facial expressions, gestures, eye gaze/contact

Use of color to communicate messages. Colors have cultural variations

Ranking in Personal Space

Ranking of personal space

Source: Watson (1970)

Channels of Business Communication

Communications transmitted through

Personal conversations, speeches,

Communications transmitted through

E-mails (asynchronic), letters, memos,

Communications transmitted through

Internal memos, reports, meetings, written

Communications transmitted outside

Rumours, chats with colleagues in the

Communication transmitted in the forms

Meetings, voice mail, telephone

Communication transmitted through

Communication transmitted through

Barriers to Intercultural Communication

Barriers to Intercultural Communication

The Western approach:

Key Facets of Negotiation

Formal power, (informal)

Willingness to take risks

Negotiating partys degree of

Trust or mistrust as basis

Logical, finite process or

Work towards specific,

Iron-cast deal or less explicit

Source: Usunier, 2003 (adapted)

Comparison Between China and US

Sees the deal as the main Sees negotiation is part of

Need to establish a good

Comparison Between China and US

Clear hierarchy in US team

Often difficult to know who the

Deference shown, even if the

The boss will probably be

Will resist pressure from the

Risk-taking seen as inherent

Any risk-taking must be

Comparison Between China and US

Comparison Between China and US

US negotiators concerned with

For the Chinese, gaining trust +

Need to gain a clearer idea of the

May not have information asked for

Ready to give a lot of information if

NB: younger managers more in tune

Comparison Between China and US