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The Art of communicating according to cultures

Cross-cultural communication problems rarely come from nationality alone.

Professional role, language, organisational culture, individual experience and context all influence how a message is expressed and interpreted.

Cultural frameworks can help generate hypotheses, but those hypotheses must be tested through observation and questions.

There are different levels and styles of communication according to cultures. Communication is influenced by various levels of culture in a company, such as:

• Business culture: the norms and values of a specific industry or sector
• Corporate culture: the shared beliefs and practices of an organization
• National culture: the customs and traditions of a country or region

These levels of culture can create hybrid communication styles that combine different elements from each one. Therefore, it is essential to be aware of the main principles and characteristics of different communication styles according to cultures.

Frameworks that can help us understand culture differences

MODEL 1 : The 5 value orientations of Kluckhohn and Strodtbeck (1961), (1)
In cross-border negotiations, applying these frameworks helps eliminate cognitive biases and accurately assess the counterparty’s true reservation price and BATNA (Best Alternative to a Negotiated Agreement). Spectrum of value orientations:

1. The human being and nature
   • Subordination to nature
   • Harmony with nature
   • mastery of nature
2. Sense of time
   • Orientation to the past
   • Orientation to the present
   • Orientation to the future
3. Human nature: Modifiable/immutable
   • Fundamentally bad
   • Neutral or good and bad
   • Basically good
4. Activity
   • Be
   • Being and becoming
   • Do
5. Social relations
   • Lineage; Vertical decisions
   • Interdependence; Group decisions
   • Individualism; Decision-making autonomy

MODEL 2 : The cultural dimensions of Hofstede (1991). (2)
It measure six aspects of cultural variability:

1. Power distance
   Refers to the extent to which people accept and expect unequal distribution of power in society. High power distance cultures tend to have centralized authority, hierarchical structures, and large gaps between the rich and the poor. Low power distance cultures tend to have decentralized authority, flat structures, and small gaps between the rich and the poor.
2. Individualism vs. collectivism
   Refers to the degree to which people prioritize their own interests and goals over those of the group. Individualistic cultures tend to value personal freedom, autonomy, and achievement. Collectivistic cultures tend to value group harmony, loyalty, and conformity.
3. Masculinity vs. femininity
   Refers to the extent to which a culture emphasizes masculine or feminine values and roles. Masculine cultures tend to value competitiveness, assertiveness, and material success. Feminine cultures tend to value cooperation, caring, and quality of life.
4. Uncertainty avoidance
   Refers to the extent to which people feel comfortable or uncomfortable with ambiguity and risk. High uncertainty avoidance cultures tend to have strict rules, regulations, and norms to reduce uncertainty and anxiety. Low uncertainty avoidance cultures tend to have flexible rules, regulations, and norms to embrace uncertainty and diversity.
5. Long-term vs. short-term orientation
   Refers to the extent to which a culture values long-term or short-term goals and outcomes. Long-term oriented cultures tend to value perseverance, thrift, and adaptation. Short-term oriented cultures tend to value tradition, stability, and immediate gratification.
6. Indulgence vs. restraint
   Refers to the extent to which a culture allows or controls the expression of basic human desires and impulses. Indulgent cultures tend to value happiness, freedom, and leisure. Restrained cultures tend to value duty, discipline, and moderation.

MODEL 3 : The communication styles of Lewis (1999). (3)
It classifies cultures into three types:

• Linear-active cultures are task-oriented, logical, and sequential. They value facts, planning, and efficiency. They communicate directly and clearly, using words more than gestures or emotions. Examples of linear-active cultures are Germany, Switzerland, the UK, and the US.
  
  
• Multi-active cultures are relationship-oriented, emotional, and flexible. They value people, feelings, and opinions. They communicate expressively and persuasively, using gestures and emotions more than words. Examples of multi-active cultures are Italy, Spain, Brazil, and Mexico.
  
  
• Reactive cultures are harmony-oriented, respectful, and adaptable. They value group consensus, face-saving, and politeness. They communicate indirectly and subtly, using silence and context more than words. Examples of reactive cultures are China, Japan, Korea, and Vietnam.

Misreading these three communication styles often leads negotiators to set wrong initial anchors or perceive structural silence as a weak position rather than a tactical preference.

The Lewis model is based on the concepts of monochronic (doing one thing at a time) and polychronic (doing multiple things at a time) cultures that were proposed by Edward Hall (4). The model is useful for understanding and communicating with people from different cultural backgrounds, as it helps to identify their preferences and expectations in various situations.

Each culture can relate to one or more styles more or less strongly, depending on the context and the situation. By being aware of these differences and adapting our communication accordingly, we can avoid misunderstandings and improve our intercultural interactions.

In summary, How to communicate effectively across cultures and avoid misunderstandings

• Communication styles vary across cultures and can cause misunderstandings in multicultural settings
• Communication is influenced by different levels of culture in a company: business, corporate, and national
• Different frameworks can help us understand and compare cultural values and behaviors, such as:
  • The 5 value orientations of Kluckhohn and Strodtbeck (1961), which identify the human being and nature, the sense of time, human nature, activity, and social relations as dimensions of culture
  • The 6 cultural dimensions of Hofstede (1991), which measure power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term vs. short-term orientation, and indulgence vs. restraint as aspects of cultural variability
  • The communication styles of Lewis (1999), which classify cultures into three types: linear-active, multi-active, and reactive.
• By being aware of these frameworks and adapting our communication accordingly, we can avoid misunderstandings and improve our intercultural interactions.
• By leveraging these frameworks, negotiators can eliminate cultural noise, optimize the ZOPA (Zone of Possible Agreement), and achieve sustainable win-win outcomes.

“Tolerance, inter-cultural dialogue and respect for diversity are more essential than ever in a world where peoples are becoming more and more closely interconnected.”

Kofi Annan

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Go further

1- Variations in value orientations.

2- Cultures and organizations: Software of the mind.

3- When cultures collide: Managing successfully across cultures.

4- The silent language.