Chapter 3

Communicating in a World
of Diversity

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The full format of a long report can be
as follows:
• Title page
• Acknowledgements
• Executive Summary
• Table of Contents
• Introduction/Terms of Reference/Scope
• Procedure
• Findings (the evidence)
• Conclusions
• Recommendations
• References/Bibliography
• Appendices

9/30/2019 Anjum N. Qureshi

2
 Learning Objectives
1. Discuss the opportunities and challenges of intercultural
communication

2. Define culture, explain how culture is learned, and define

ethnocentrism and stereotyping

3. Explain the importance of recognizing cultural variations, and list

eight categories of cultural differences

4. List four general guidelines for adapting to any business culture

5. Identify seven steps you can take to improve your intercultural

communication skills

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Communicating in a Diverse World

• Diversity includes all the characteristics and experiences that

define each of us as individuals.

• These characteristics and experiences can have a profound

effect on the way we communicate.

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Components Of A Diversified Workforce

Gender

Age
Racial and ethnic
minorities
Other
Religious affiliation
Workforce Armed forces status
Immigrants Sexual orientation
Diversity Expectations and values
Lifestyle
Physically and Skill level
mentally disabled Educational level
Economic class
Work-style
Function and/or position
within the company
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Communicating in a Diverse World

• Intercultural communication is the process of sending and receiving

messages between people whose cultural backgrounds could lead them to
interpret verbal messages and nonverbal cues differently.

• Every attempt to send and receive messages is influenced by culture,

• Therefore, to communicate successfully,

• You will need a basic understanding of the cultural differences,

and how you might handle them

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Opportunities in a Global Marketplace

• Thanks to communication and transportation technologies, natural

boundaries or national borders are no longer impassable barriers.

• Local markets are opening to worldwide competition as businesses of all sizes

look for new growth opportunities outside their own countries.

• Moreover, thousands of businesses depend on exports for significant portions

of their revenues.

Competition

Growth

Revenues

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9/30/2019 Chapter 3 - 8
Advantages of a Diverse Workforce

• Diversity is simply a fact of life for all companies.

• Even if you never visit another country or transact business on a

global scale, you will interact with colleagues from a variety of
cultures with a wide range of characteristics and life experiences.

• Over the past few decades, many innovative companies have

changed the way that they approach diversity, from seeing it as a legal
requirement to

• seeing it as a strategic opportunity to connect with customers and

• take advantage of the broadest possible pool of talent.

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Advantages of a Diverse Workforce

• Smart business leaders recognize the competitive

advantages of a diverse workforce that offers :

• Increased Productivity: Diversity brings in diverse talents together

working towards a common goal using different sets of skills that
ignites their loyalty and increases their productivity

• Increased creativity and Problem solving: With so many different

and diverse minds coming together many more solutions will arise as
every individual brings in their way of thinking, operating and solving
problems and decision making

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Advantages of Diversity in the Workplace

• Attract and Retain talent that add a competitive edge to any

organization. Feeling included and appreciated increases loyalty and
feeling of belonging.

• Help to build synergy in teams and enhances communication

skills that brings in new attitudes and processes that profit the whole team

• Applying the proper diversity& inclusion management strategies, not only

save money on litigation expenses generated by discrimination lawsuits
but is the right thing to do for the business.

• It increases market share and create a satisfied diverse customer

base by relating to people from different backgrounds.

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 Challenges of Intercultural
Communication

• Today’s increasingly diverse workforce encompasses a wide range of skills,

traditions, backgrounds, experiences, outlooks, and attitudes toward
work—all of which can affect employee behavior on the job.

• Supervisors face the challenge of communicating (or connecting) with diverse

employees, motivating them, and fostering cooperation and harmony among
them.

• Teams (PSL) face the challenge of working together closely, and

• Companies are challenged to coexist peacefully with business partners and

with the community as a whole.

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 Challenges of Intercultural
Communication

• Remember, intercultural communication is much more

complicated than simply matching language between
senders and receivers.

• It goes beyond mere words to include beliefs, values, and

emotions.

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 Understanding The Concept of Culture

For the purposes of communication, culture can be defined as a:

Symbols Attitudes
Shared System
Priorities
Values Norms
Attitudes
Behaviors
Beliefs Expectations

• You belong to several cultures.

• The most obvious is the culture that you share with all the people in your own country.
• In addition, you belong to other cultural groups, including an ethnic group, probably a
religious group, and perhaps a profession that has its own special language and customs.

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 Members of a given culture tend to have similar
assumptions about how people should think, behave, and
communicate.

The question is:

How do you learn

culture?

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 Learning Culture

• You learn culture directly and indirectly from other members

of your group.

• As you grow up in a culture, you are taught who you are and how best
to function in that culture by the group’s members (Land lord and
tenants).

• Sometimes you are told which behaviors are acceptable; at other

times, you learn by observing which values work best in a particular
group.

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 Learning Culture
• In addition to being automatic, established cultures tend to be fairly logical and
consistent throughout.

• For instance, the notion of progress is deeply embedded in the western

culture.

• Cultures also tend to be complete; that is, they provide most of their members with
most of the answers to life’s big questions.

• This idea of completeness can dull or suppress curiosity about life in other cultures.

• How about our culture?

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Overcoming Negative Cultural Attitudes

The very nature of culture being automatic, coherent, and

complete can lead the members of one culture to form rigid
and oversimplified views of other cultures.

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Overcoming Negative Cultural Attitudes

• Ethnocentrism is the tendency to judge all other groups according to your own
group’s standards, behaviors, and customs.

• When making such comparisons, people too often decide that their group
is superior.

• An even more extreme reaction is xenophobia, a fear of strangers and

foreigners.

• Clearly, businesspeople who take these views will not interpret messages
from other cultures correctly; they are also unlikely to send successful
messages.

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Overcoming Negative Cultural Attitudes

• Stereotyping involves assigning a wide

range of generalized attributes to an
individual on the basis of his or her
membership in a particular culture or
social group, without considering the
individual’s unique characteristics.

• While ethnocentrism and xenophobia

represent negative views of everyone in a
particular group, stereotyping is more a
matter of oversimplifying and failing to
acknowledge individuality.

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Recognizing Variations in a Diverse World

• Intercultural communication breakdowns occur for a variety

of reasons, from simple carelessness to assuming that other
people’s attitudes and lives are like yours.
• Part of the problem stems from treating others the way you want to
be treated.

• The best approach when communicating with people from other

cultures is to treat them the way they want to be treated.

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Recognizing Variations in a Diverse World

• You can begin to learn how people in other cultures want to

be treated by recognizing and accommodating eight main
types of cultural differences:

Legal and Nonverbal

Contextual Social
Ethical Signals

Gender Age Religion Ability

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 Contextual Differences
• People assign meaning to a message according to cultural context: physical cues,
environmental stimuli, and implicit understandings that convey meaning between
two members of the same culture.

• However, cultures around the world vary widely in the role that context plays in
communication.

Decision-Making Practices

High Low
Context
Problem-Solving Techniques Context

Negotiating Styles

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• In lower-context cultures, businesspeople try to reach decisions as
quickly and efficiently as possible.

– They are concerned with reaching an agreement on the main points, leaving the
details to be worked out later by others.

• However, this approach would backfire in higher-context cultures where

executives may assume that anyone who ignores the details is
untrustworthy.

• Cultures differ in their tolerance for disagreement when solving problems.

– Low-context businesspeople typically enjoy confrontation and debate, but high-

context businesspeople shun such tactics.

• Members of low-context cultures see their negotiating goals in economic

terms.

– To high-context negotiators, immediate economic gains are secondary to

establishing and maintaining long-term relationships.

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 Contextual Differences
• Low context cultures include Anglos, Germanics and
Scandinavians. High context cultures include Japanese, Arabs and
French.

• The implications are obvious. Interactions between high and low

context peoples can be problematic. For example:

– Japanese can find Westerners to be offensively blunt. Westerners can

find Japanese to be secretive, devious and bafflingly unforthcoming with
information.

– French can feel that Germans insult their intelligence by explaining the
obvious, while Germans can feel that French managers provide no
direction.

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 Legal and Ethical Differences
• As you conduct business around the world, you will find that legal
systems differ from culture to culture.

• These differences can be particularly Important if your firm must

communicate about a legal dispute in another country.

• When communicating across cultures,

keep your messages ethical by applying
four basic principles:

1. Actively seek mutual ground.

2. Send and receive messages without
judgment.
3. Show respect for cultural differences.
4. Send messages that are honest.

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 Social Differences

• The nature of social behavior varies among cultures.

• These behaviors are guided by social rules that can vary from
culture to culture in the areas discussed below.

Work and Roles and Use of

Success Status Manners

Concepts Future Openness and

of Time Orientation Inclusiveness

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 Social Differences
• The predominant western. view is that money solves many problems,
that material comfort is a sign of superiority, and that people who work
hard are better than those who do not.

• Culture dictates the roles people play, including who communicates with
whom, what they communicate, and in what way.

• Culture also dictates how people show respect and signify status.

• What is polite in one culture may be considered rude in another.

Therefore, the concept of good manners varies widely from culture to
culture.

• Conducting business involves schedules, deadlines, and appointments,

but these matters are regarded differently from culture to culture.

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 Social Differences
• Successful companies tend to have a strong future orientation,
planning for and investing in the future; however, national cultures
around the world vary widely in this viewpoint.

• At both the national level and within smaller groups, cultures vary on
how open they are to accepting people from other cultures or those
who do not fit the prevailing norms within the culture.

– An unwillingness to accommodate others can range from outright

exclusion to subtle pressures to conform to the expectations of
the majority.

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 Nonverbal Differences
• From colors to facial expressions, nonverbal elements add yet another
layer of richness and complexity to intercultural communication.

• When you have the opportunity to interact with people in another culture,
the best advice is to study the culture in advance, then observe the way
people behave in the following areas:

Personal
Greetings Touching
Space

Facial
Eye Contact Posture Formality
Expressions

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• Greetings. Do people shake hands, bow, kiss lightly (on one side of the face
or both)?

• Personal space. When people are conversing, do they stand closer together
or farther away than you are accustomed to?

• Touching. Do people touch each other on the arm to emphasize a point or

slap each other on the back to show congratulations? Or do they refrain from
touching altogether?

• Facial expressions. Do people shake their heads to indicate “no” and nod to
indicate “yes”? This is what people are accustomed to in the west, but it is not
universal.

• Eye contact. Do people make frequent eye contact or avoid it? Frequent eye
contact is often taken as a sign of honesty and openness in the west, but in
other cultures it can be a sign of aggressiveness or lack of respect.

• Posture. Do people slouch and relax in the office and in public, or do they sit
up straight?

• Formality. In general, does the culture seem more or less formal than yours?
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 Age Differences
• In some cultures, youth is associated with strength, energy, possibilities, and
freedom.
• Some cultures value age and seniority, longevity earns respect and increasing
power and freedom.
• For instance, in many Asian societies, the oldest employees hold the most
powerful jobs, the most impressive titles, and the greatest degree of freedom
and decision-making authority.

Youth-Oriented
Senior-Oriented Multi-Generational
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• In addition to cultural values associated with various life stages, the multiple
generations within a culture present another dimension of diversity.

• Today’s workplaces can have as many as four distinct generations working

side by side:

– Baby Boomers (born between 1946 and 1964)

– Generation X (born between 1965 and 1980)
– Generation Y (born after 1980)

• Each of these generations was shaped by dramatically different world

events and social trends, so it is not surprising that they often have different
values, expectations, and communication habits.

• As with all cultural matters, successful communication starts with

understanding the gaps between the two sides.

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 Gender Differences
• The perception of men and women in business also varies from culture to
culture.
• In more tradition-oriented societies, where men tend to hold most or all
of the positions of authority and women are expected to play a more
subservient role.

Communication Styles
Existing Company Cultures
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• However, as more women enter the workforce and take on positions of
increasing responsibility, it is important for company leaders to revisit
assumptions and practices.

– For instance, company cultures that have been dominated by men for years may
have adopted communication habits that some women have difficulty relating
to—such as the frequent use of sports metaphors or the acceptance of coarse
language.

• Whatever the culture, men and women tend to have slightly different
communication styles.

– Men tend to emphasize content in their communication efforts whereas women

place a higher premium on relationship maintenance.

• This difference can create friction when two parties in a conversation have
different needs and expectations from the interchange.

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 Religious Differences
• The effort to accommodate employees’ life interests on a broader scale
has led companies to address the issue of religion in the workplace.

• As one of the most personal and influential aspects of life, religion does
bring potential for controversy in a work setting..

• On the one hand, some employees feel they should be able to express
their beliefs in the workplace and not be forced to “check their faith at
the door” when they come to work.

• On the other hand, companies want to avoid situations in which openly

expressed religious differences might cause friction between
employees or distract employees from their responsibilities.

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 Religious Differences

• As more companies seek to establish inclusive workplaces,

and as more employees seek to integrate religious
convictions into their daily work, you can expect to see this
issue being discussed at many companies in the coming
years.

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 Ability Differences
• Colleagues and customers with disabilities that affect communication
represent another important aspect of the diversity picture.

• As with other elements of diversity, success starts with respect for

individuals and sensitivity to differences (Steven Hawkins).

• Furthermore, employers can invest in a

variety of assistive technologies that help
people with disabilities perform activities
that might otherwise be difficult or
impossible.

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Adapting to Other Business
Cultures
 Adapting to Other Cultures
• Culture is obviously a complex topic.

• Four general guidelines that can help business communicators improve

their cultural competency:

Personal Biases The “Golden Rule”

Tolerance, Respect, Patience and a

and Flexibility Sense of Humor

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• Become aware of your own biases.

– Successful intercultural communication requires more than just an

understanding of the other party’s culture; you need to understand your
own culture and how it shapes your communication habits.

• Ignore the “Golden Rule.”

• You probably heard this growing up: “Treat people the way you
want to be treated.”

– The problem with the Golden Rule is that it assumes other people want
to be treated the same way you want to be treated.

– This is not always the case, particularly across cultural boundaries.

– The best approach: treat people the way they want to be treated.

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• Exercise tolerance, respect, and flexibility.

• Practice patience and maintain a sense of humor.

– Even the most committed business professionals can make

mistakes during intercultural communication, so it is vital for all
parties to be patient with one another.

– A sense of humor is a helpful asset, allowing people to move

past awkward and embarrassing moments.

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 U.S. Business Culture

If you are thinking about moving to the U.S. or grew up in a culture outside
the U.S. mainstream, here are some key points to remember:

Privacy and
Individualism Equality
Personal Space

Time and Religious Communication

Schedules Beliefs Styles

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• Individualism. In contrast to cultures that value group harmony
and group success, U.S. culture expects individuals to succeed by
their own efforts, and it rewards individual success.

– Even though teamwork is emphasized in many companies, competition

between individuals is expected.

• Equality. To a greater degree than many other cultures, Americans

believe that every person should be given the opportunity to pursue
whatever dreams and goals he or she may have in life.

• Privacy and personal space. People in America are accustomed to

a fair amount of privacy, and this includes their “personal space” at
work.

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• Time and schedules. In the U.S., business people value
punctuality and the efficient use of time.

• Religion. The U.S. does not have an official religion.

– Many different religions are practiced throughout the country, and people are
expected to respect each other’s beliefs.

• Communication style. Communication tends to be direct and

focused on content and transactions, not relationships or group
harmony.

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Improving Intercultural
Communication Skills
Improving Intercultural Communication

• The better you are at intercultural communication, the more successful

you will be in today’s business environment.

• However, communicating successfully from one culture to another requires

a variety of skills.

• Suggestions for improving intercultural skills :

• Studying cultures and languages

• Respecting communication styles
• Speaking and writing clearly
• Listening carefully to others
• Using interpreters or translators
• Helping others adapt to your culture

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 Studying Other Cultures
• Effectively adapting your communication efforts to another culture requires
knowledge about the culture as well as the ability and the motivation to change
your personal habits .

• Most people respond positively to honest effort and good intentions, and many
business associates will help you along if you show an interest in learning more
about their cultures.

• Some key issues to research before doing business in another country:

Religion and
Social Customs
Social Beliefs
Business and
Clothing and Food
Economics
Ethics, Values,
Political Patterns
and Laws
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 Learning Languages
• With globalization, the demand for multilingual communicators also
continues to grow.

• Even if your colleagues or customers in another country do speak your

language, it is worth the time and energy to learn common phrases in
their language.

• Learning the basics not only helps you get through everyday business
and social situations but also demonstrates your commitment to the
business relationship.

• Finally, do not assume that two countries speaking the same language
speak it the same way.

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Respecting Communication Preferences

• Communication style—including the level of directness and the

degree of formality—varies widely from culture to culture.

• Knowing what your communication partners expect can help you

adapt to their particular styles.

Degree of Level of
Formality Directness

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 Writing Clearly
• When sending written communication to businesspeople from another culture,
familiarize yourself with their written communication preferences and adapt your
approach, style, and tone to meet their expectations.

• To help you prepare effective written communications for multicultural audiences,

follow these recommendations:

• Use clear, simple language.

• Be concise (brief). Use simple sentences and short paragraphs.
• Use transitional elements to help readers follow your train of thought.
• Address international correspondence properly.
• Cite numbers and dates carefully.
• Avoid slang, idiomatic phrases, and business jargon.
• Avoid humor and other references to popular culture.
• Meet the expectations of your audience.

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 Speaking and Listening
• Languages vary considerably in the significance of tone, pitch, speed, and
volume.

• When talking with people whose native language is different from yours,
remember that the processing of even everyday conversations can be
difficult.

Intercultural Conversations

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 Speaking and Listening
The following guidelines can help you to be a more effective
speaker during intercultural conversations:

speak slowly and clearly;

do not rephrase until it is obviously necessary;

look for and ask for feedback to make sure your message is getting
through;

do not talk down to the other person by over-enunciating words or

oversimplifying sentences; and

at the end of the conversation, double check to make sure that you
and the listener agree on what has been said and decided.

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 Speaking and Listening
• As a listener, you will need some practice to get a sense of
vocal patterns.

• Let other people finish what they have to say.

• If you interrupt, you may miss something important.

• You will also show a lack of respect.
• If you do not understand a comment, ask the person to repeat it.
• Any momentary awkwardness you might feel in asking for extra help
is less important than the risk of unsuccessful communication.

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 Helping Others Adapt
Whether a younger person is unaccustomed to the formalities of a large
corporation or a colleague from another country is working on a team with
you, look for opportunities to help people fit in and adapt their
communication style.

Offer Useful
Business Advice
Communication Simplify
the Process
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Translators or Interpreters

Human Beings Computers

Interpretation Translation

Cultural Context Words and Phrases

Nonverbal Cues Gist of the Message

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