Chapter 1: Culture and communication resulted from stress of trying to make many

adjustments to the new culture. It has four stages:

+ Important of learning about culture: culture
Euphoria (eg, first 30 days so exciting) >
misunderstandings in business activities abroad can
disillusionment and frustration (or culture shock
be destructive to a company (unconscious and
when we aware that there are many thing we need
unintentionally).
to adjust ourselves but still have problem with it,
+ There are two elements of culture so could have depression this stage) > adjustment
− Onstage behavior: it is the interaction between (when we learn of other culture and we able to
people that can be observable. cooperate with the host culture) > integration
− Backstage behavior: not so viable to someone (when becoming influence in other culture means
unfamiliar with it but it holds the reason why of understand the why, believe, value).
doing it. − Reverse culture shock: eg, we live abroad a year
+ Definition of culture: “culture is the coherent and back to our own country. We may be happy,
(complete within itself which we don’t see the but we will have some difficulties in fitting our own
anything lacking in our culture; but for good culture like complaining of the way doing thing in
communication, we should also be opened to our culture. Therefore, adjustment to home
understand other culture too), learned (anyone culture will be needed too.
learn their own culture from birth, and so we, + The question of changes in cultures:
foreigner, should also learn the other party culture − Are culture merging into one global culture? : it
too to improve the business communication), may be not true, there are evidences when the
shared view of group of people about life’s concern society growth, then the ethic culture tend to
(for example, member in one culture will share the break (even it was combine before) because ethnic
same interpretation and probably agree without memory and cultural like and dislike can last very
arguing which is necessary or important) expressed long. (eg, Albanians and Serbian were divided after
in symbols and activities, that ranks what is cold war because of culture)
important (for example, some culture may put high
− Ever changing popular taste? : it may changes for
value on honesty and less value on making a minimal
onstage behavior (eg, eating fast food, going to
effort), furnishes attitudes about what things are
cinema), but the backstage behavior or deep levels
appropriate (for example, Mexican culture rank aunt
of culture remain unchanged or change very little.
dead higher than late report, so the boss is expected
+ Individual reactions to unfamiliar cultures:
to have an understanding attitude toward
− Receptive response to the unfamiliar: because we
employees while UK culture may not) and dictates
curious and want to know more about other
behavior (after the attitude, Mexican may also
culture as well as connecting with people.
assists the employees such as visiting family home to
− Hostile reactions to the unfamiliar: is to assume
show respect, or transportation while UK culture,
that other people should behave the same as our
the boss may just send the card to their employee).
own culture. It could cause by the assumption of
+ Value (on family) > Attitude (family events come
superiority (so our culture is good, and you should
first) > behavior (Choosing to attend a family party
follow), ethnocentrism (our culture is the central
rather than go out with friends).
one), and assumption of universality (assuming
+ Responses to other culture:
that we see thing this way so that we will also
− Diversity at home: Example: USA culture may have
understand the other people perception too).
a lot of Asian immigrants; therefore, it is allowed
− The importance of self-knowledge: eg, know
for diversity. So, the response could be hostility or
yourself, know your enemies, so be opened
adaptation. It is recommended to be opened and
− Mental representation and stereotypes: by using
that there are many roads to truth.
these representatives to group and understand
− Diversity at broad: Business expended abroad may
other culture. However, careful on the prejudice
need to consider and study the local and culture of
(generalization that express evaluation on
other country such as do’s and taboos and reason
member of a culture), bias (preference), and
why of doing it. Understanding the why of doing
discrimination (when we act out of prejudice and
thing will help us behave the right way and avoid
bias).
the offensive behavior.
− Cultural Intelligence (CQ): the ability to fir into
− Culture shock: is the sense of dislocation and
another culture more easily than other. It has
problem either physically or psychologically
 three part: cognitive (knowledge about culture), Summary of chapter 1
motivation to adapt to new culture, and
application (action of adaptation and solving + Intercultural business communication matters to
cultural problem). organizations because:
+ Communication and culture: - Communicators can make sense of their
− Two research paradigms for studying IC: interactions with people of other cultures.
Positivist or functionalist research (objective, - People can understand why people think and
impartial and observation method resulting in a behave the way they do, and then they can prevent
conclusion that may be generalize to another miscommunication more often.
culture), Interpretivist research (subjective, + Culture is defined as coherent, learned, and shared,
method of study such as interview, and only using an agreed set of symbols to rank what is
explanation of culture and communication in a important, furnish attitudes, and dictate behavior
social context only). for a society.
− Individual and culture: Individual may have + Onstage culture is observable behavior, Backstage
preference so that we should aware too in term culture is temporary, and is co-created between
of individual personality and skills. people from different cultures.
− IC and cross-cultural communication: IC is the + Culture shock and reverse culture shock are normal
study of communication interaction between reactions to the many adjustments people must
people of different culture VS cross-cultural make when they find themselves in an unfamiliar
communication is the study of each culture and culture. Self-knowledge is critical for understanding
compare it. people in other cultures and communicating
− Culture as a theoretical construct (we use culture successfully with them.
to form the behavior indirectly, eg, Thais would + Cultures appear to change very little on a deep level,
not put high achievement on their CV as it would although popular culture and popular taste do
be boastful in Thai culture). change. The study of communication and culture,
− High-context and low-context culture: High- which began in the united states, is based on the two
context culture is the communication or feeling is main social science research paradigms: positivist
not entirely by words but by non-verbal behavior and interpretivist. Studies can focus on groups or
eg, Japan. Low-context culture is the individuals and can be cross-cultural or intercultural.
communication or put feeling into word for + Ethnocentrism: the believe that your own culture is
better understanding. Different culture will have normal and the best way to behave.
different context eg, German. + Culture is coherent, learned, shared view of a group
− Perception and communication: understand of people about life’s concerns, expressed in
(perception) of culture is important for business symbols and activities, that ranks what is important,
so that good relationship exist with a good furnishes attitudes about what things are
productivity or profit. appropriate and dictate behavior.
− A schemata model for IC: the more you + Culture teach values or priorities. Attitudes are
understand about another culture, the closer learned tendencies to respond to phenomena
your schemata (is mental categories we create to (events, people, experiences) in a consistent way.
make sense of the world) to the reality that is in Attitudes are feelings, positive or negative, about
the other culture. something, based on values. Beliefs are convictions
− Pattern recognition: the way we think, and or certainties that come from subjective and often
culture has influence on it. (note: people in personal ideas rather than on proof or fact. Belief
different culture may have different way of systems, or religions, are powerful sources of values
thinking on a particular thing) and attitudes in culture. Behavior comes directly
+ Intercultural business communication is a from attitudes.
communication by members of different cultures for + Culture shock is an inevitable result of immersion in
business or workplace purposes. a new and unfamiliar culture.
- First stage: Euphoria, everything about the new
adventure is wonderful. Generally, this is no longer
than 2 weeks
 - Second stage: Disillusionment and frustration. This - Effective face-to-face communication. You must
is usually the stage people refer to when they use speak clearly and be able to read the nonverbal and
the term culture shock. Feeling of not being in step cultural signals your partner sends
with the members of the culture. - Effective written communication. Knowledge of
- Third stage: Adjustment. As the sojourner learns different business formats, organizational patterns,
more about the backstage culture and how the other and conventions will help you become more
culture works, he or she is able to cooperate more effective.
effectively with members of the host culture. - The impact of technology on oral and written
- Fourth stage: Integration. Occurs when a sojourner communication. The development of
becomes fluent enough in the other culture to move communication technology, such as email, and
easily within it and not be thrown by the different teleconferencing, has changed the communication
attitudes, beliefs, and values, and the behaviors they patterns in international business by allowing instant
generate. messaging
+ Cultural intelligence, called CQ. EQ (emotional - Guidelines for communicating with businesspeople
intelligence) SQ (social intelligence, understand from different cultures. People from other cultures,
social needs and expectations) PQ (practical even if they speak your language, may not be
intelligence). familiar with metaphors and idioms that are used
+ Cognition – or thinking processes, including frequently in your culture, which can present a
knowledge about the culture and about what to do communication barrier.
in a new culture. - Communication with a multicultural workforce.
+ Motivation – or desire to adapt successfully Intercultural communication has become an
+ Behavior – or appropriate actions important issue not just of international businesses
+ 2 broad approaches to communication research in but also for domestic businesses.
the social sciences. + Ethnocentric staffing: filling all managerial positions
- The science approach, also called positivist or with home country managers in all locations over
functionalist the world, all communication can be in the home
- The social approach, also called interpretivist or town language.
humanist. + Polycentric staffing: uses local managers, are better
able to communicate in the specific environment.
Chapter 2: Role of languages in intercultural + Geocentric staffing: best person is chosen for a job
business communication. regardless of linguistic, culturalc and national
background. In the last 5 years a new method is
+ When selecting a language for intercultural introduced: the roving assignment, under this
communication, managers need to be aware of: approach employees are sent abroad on an as
- Linguistic considerations. Out of the thousands of needed basis.
languages around the world, which one would be
most appropriate?
- Business considerations. Are you the buyer or the
seller, which language do your partners speak, what
+ Effective face to face communication:
are the implications of the role of English as the
- Enunciate
lingua franca of business?
- Speak slowly
- Political considerations, governments frequently
- Avoid slang and colloquialisms
determine which language is acceptable for official
- Be careful about jokes but keep a sense of humor
use with the government.
- Be sincere
- Appropriate level of fluency. To be effective,
- Be culturally sensitive
linguistic fluency must go along with cultural fluency.
+ Company language choose one official language for
their worldwide operations. Using additional foreign
language expertise.
+ The role of an interpreter.
 Chapter 8 summary: + Communicating about conflicts between members
of different cultures:
+ The impact of culture on what constitutes - Listen sincerely - Express agreement where you can
information. - Identify common goals
- High context cultures. Value relationships, - Explain your position
teamwork, and long-term group membership. - Identify resolutions that accommodate cultural
People in these collectivist environments seek priorities.
information about groups in order to make business + Five ways to manage a conflict: competing,
decisions. Of course, they also look at costs, benefits, collaborating, compromising, avoiding, and
processes, suppliers, markets, and management accommodating.
structure. But knowing who is involved is critical. + Eight styles of conflict communication: dominating,
Furthermore, high context cultures rely on integrating, bargaining, avoiding, and obliging, plus
subjective information that is internalized, that is third-party intervening, emotion-expressing, and
information that forms people’s personal views of neglecting.
their world.
- low context cultures. Value independent decisions, Chapter 9 summary:
activity that achieves goals, and individual + Negotiation teams are one kind of team in the
accountability. They rely on objective information workplace, team members have roles that are the
that is externalized, that is, it consists of data that result of culture, and teams communicate according
exist independently of the person who gathers it. It to cultural values.
is made up of opinions, attitudes, deductions and + Factors in intercultural negotiation include different
insights based on measurable units. expectations for outcomes and a preference for one
+ Information can be formal and informal: of the outcomes of negotiation. Win-lose, win-win,
Formal information: comes from four sources: or stalemate.
- publications and public information form radio and + The orientation of the negotiating teams is strategic
TV - observation or synergistic, and they might include:
- interviews and surveys - Members with high status
- experimentation - Members with special expertise
Informal information: - A translator
- comes through a ‘grapevine’ or other informal + Physical aspects of the negotiations also can affect
source the outcomes. Such aspects include:
- online information, blogs, Facebook, chats etc. - Site and space
+ Soft vs. hard data. Hard data are often numerical, - Schedule and agenda
numbers are valued because they appear to be - Use of time
objective and verifiable. Soft data are estimates, - Host hospitality
non-numerical projected trends, guesses, and + By far the most important differences are in
suppositions. communication styles:
+ Criteria for business information: - Verbal communication style may be more explicit
- verifiability, confirming the information with and direct or more roundabout and indirect. Some
another unrelated source. circumlocutions may not be understood by a team
- Trustworthiness, related to the source of with limited English language.
information. - The focus may be on what has already been agreed
- Accuracy, is the information accurate. or on what remains in dispute. Some teams
- Credibility, can the consumer of information negotiate for the honor of their country or firm.
believe it. - Some teams prefer the observance of more form
+ Making decisions based on means: the possible and specific protocol than others. Some show
effects of the decision on people, processes, emotion and even make a deliberate display of
organizations, and outcomes are all considered. High emotion, while others show little.
context cultures. Making decisions based on ends: - Some teams use silence, while others are
focusing on results, or ends, often in low context uncomfortable with silence.
cultures.
+ Negotiation has 4 phases:
- Development of a relationship with the other side
- Exchange of information and positions
- Persuasion and argumentation
- Concessions and agreement
+ Organizational goals for teams in the workplace:
- Increased productivity
- Effectiveness in decision making
- Improvement of quality
- Increased innovation
- Enhanced employee satisfaction
+ Team members often see different benefits to
teamwork, including:
- Satisfaction in working with fellow employees
- Accomplishing more than individuals alone can
- Developing a record of cooperative achievement
+ A team is composed of two or more people who
interact and coordinate their work to achieve a
shared goal.
+ Communication styles reflect individual goals, rather
than group goals
+ Self-face concerns predominate in the choice of
topics of communication
+ Own-goal concerns prevail in conflict
communication.