Documente Academic
Documente Profesional
Documente Cultură
Marko Oksanen, 65108S Ida Lehmuskoski, 64740J Monika Schulz, 78227E Mal Pavie, 78303E Tanja Kolm, 60945P
Contents
1 2 INTRODUCTION .............................................................................................................................................. 1 GROUP MEMBERS .......................................................................................................................................... 2 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 3 4 Marko Oksanen ...................................................................................................................................... 2 Monika Schulz ........................................................................................................................................ 2 Mal Pavie ............................................................................................................................................. 3 Tanja Kolm............................................................................................................................................. 3 Ida Lehmuskoski..................................................................................................................................... 3
GROUP DYNAMICS......................................................................................................................................... 4 OUR PERCEPTIONS OF THE ARTICLES................................................................................................... 5 4.1 4.2 4.3 4.4 4.5 UNIVERSALISM VS. PARTICULARISM ........................................................................................................... 6 COLLECTIVISTIC VS. INDIVIDUALISTIC......................................................................................................... 8 DIFFUSE VS. SPECIFIC CULTURE ................................................................................................................... 9 AFFECTIVE VS. NEUTRAL CULTURES .......................................................................................................... 10 ASCRIPTION VS. ACHIEVEMENT.................................................................................................................. 10
CHALLENGES IN UNDERSTANDING CULTURAL DIFFERENCES IN BUSINESS ......................... 11 5.1 5.2 5.3 5.4 CHALLENGES IN BUILDING FUNCTIONAL RELATIONSHIPS .......................................................................... 12 DIFFERENCES IN TIME-ORIENTATION ......................................................................................................... 13 ENVIRONMENTAL DIFFERENCES................................................................................................................. 13 DEVELOPING THROUGH THE CHALLENGES ................................................................................................. 14
THE IMPACT OF DIFFERENCES............................................................................................................... 14 6.1 6.2 NEGATIVE IMPACT ..................................................................................................................................... 15 POSITIVE IMPACT ....................................................................................................................................... 15
7 8
1 Introduction
This is a group-assignment made in course Cross-cultural management TU-53.1360. In this course we study how cross-cultural factors affect organizations, management and leadership. This assignment was based on the articles Resolving International Conflict: Culture and Business Strategy by Fons Trompenaars and Low- and High-Context Communication Patterns: Towards Mapping Cross-Cultural Encounters. Every member of our group has European background. This made the discussions of the topics more challenging, because we did not find any vast differences. On the other hand everybody in our group had to use a foreign language to communicate with each other, which made it very difficult for someone to dominate the discussion. It is always more challenging to express oneself with a foreign language. Sometimes people even descend into struggle with words and expressions, which creates nervousness. This has a big influence over the communication process and as a whole; it also has an immediate effect on person's willingness to use a foreign language. Also different accents increase the challenge to both come across and to comprehend other people. Even though it would seem logical to imagine that as the technology will develop we need less understanding about the cultures. As technology develops, we do not need to confront the other people face to face. The articles still want to highlight that: Face-toface dialogue plays an essential role in establishing and maintaining the relationships. Technology is only a support mechanism for personal contact. 1
Low- and High-Context Communication Patterns: Towards Mapping CrossCultural Encounters 1 Oksanen, Lehmuskoski, Schulz, Pavie, Kolm
2 Group members
2.1.1 Marko Oksanen
Marko is a 22 years old student in the Helsinki University of Technology. Marko studies Information and Communication Business as a major. Marko has lived his entire life in Finland, but has got his education in Swedish. Marko speaks fluently Finnish, Swedish and English. Besides noting the minor differences between the Finnish and the Swedish speaking minorities cultures, his travels has given some insight in Swedish and American culture. Marko works currently as software engineer in a company where there are people also from Indian culture. He took this course to get a better understanding of the differences between cultures and because he thinks understanding different cultures will be very important in a multinational world.
3 Group dynamics
Our group is very equal and equitable among all the five members. Personal opinions and experiences were shared openly and everybody showed their interest and respect to each other. We also had pretty good preconceptions of our group's cultural backgrounds. At first it was challenging to find a functional way of action because the assignment was open to various interpretations. We agreed that it is considerably easier to work with an assignment that has clear and detailed instructions. We approached the assignment by discussing it carefully before we started the actual work. It was important that everybody expressed their thoughts on the subject and this way we were able to lay a foundation for an open and solid atmosphere. The article 'Low- and High-Context Communication Patterns: Towards Mapping Cross-Cultural Encounters' emphasizes that dialog is fundamental to relationship building. The same article also elicits the importance of high-quality dialog with organizational actors. When the quality of dialog is high and the relationship among the members of the organization is positive, the issues and concerns facing them tend to be more openly addressed. This describes exactly the ulterior motive behind our group's action. Though the conversations within our group members can be characterized as highquality dialog, we all come from low-context cultures (Finland, Germany and France). Our low-context background became evident by the directness of our communication habits. The article 'Low- and High-Context Communication Patterns: Towards Mapping Cross-Cultural Encounters' introduces Brown and Levinson's theory which suggests that the level of directness during communication is highly related to perceptions of threats and maintenance of an individual's public image. Among low-context cultures a direct mode of behaviour is perceived as the norm of interaction. The theory is supported by Morley and Shockley-Zabalak who also claimed that low-context cultures tend to use a competitive communication style. That is true in some situations but in our group we were not able to directly impugn each other, since all the opinions were very subjective.
Tu-53.1360 Cross-Cultural Management We also considered how our cultural backgrounds appeared in the way we were processing the assignment. In conclusion, our cultures have many similarities and the only outstanding factor was the language; we were all using a foreign language to communicate with each other. Besides the different languages we use, our group dynamics is pretty similar to any Finnish, French or German assignment group that we have previous experiences of. One difference that was noted was that German people tend to analyze matters more systematically than the French and Finns. We all agreed that it is considerably easier to work with an assignment that has clear and detailed instructions.
Tu-53.1360 Cross-Cultural Management We came to the conclusion that within every culture there exists both- high and low context and that the cultures are never at one or the other end of the scales. The organization or environment we are in, have a strong influence on our behaviour. For example Germany is seen more as a low context culture. But it always depends on the circumstances that surround us. When we are among our family and close friends, we behave in another way than at school or at work. For example in Germany you can find low context culture in business life, but high context culture at home. Both cultures can be found in every culture. Which is more dominant culture is depending on the circumstances. But nevertheless, we agree that it is possible to say whether a culture is more low or high context. When we consider the whole culture- that means behaviour at work and among friends and family. When we consider this, Germany and Finland are in our opinion definitively low context cultures. The article of Kakabase et al. has made it clear that the behaviour of people toward each other (relationship between people) depends of the communication style and the other way round. So people from high-context cultures have rather a collectivistic behaviour, whereas people from low-context cultures tend to be more individualistic. The level of relationship, trust and cohesion between the people influence their communication.
Tu-53.1360 Cross-Cultural Management In the articles, there was an example of a car crash caused by a friend:
You are riding in a car driven by a close friend. He hits a pedestrian. You know he has going at least 35 miles per hour in an area of the city where the maximum allowed speed is 20 miles per hour. There are no witnesses. His lawyer says that if you testify under oath that he was only driving 20 miles per hour it may save him from serious consequences.
It presented universalists as the group of people, who believe that there is a right way of acting, which is not depending of the circumstances. We all agreed that the principles of universalism get clearer to notice, when the heaviness of the delict increases. In the example of the accident, when a person has been injured or even killed, everybody of us would say the truth independent of who has caused the accident- friend, family member or stranger. In the example, the differences between answers were measured by the alternatives that your friend has no right or he has some right to ask help from you. The two options are not opposites of each other. The question can be asked more clearly by asking can there exist such a circumstances that the universal truth is not the right thing to do. The key point is information. Can there exist such information about the event that says your friend is innocent, even though he could not necessary be proven to be innocent. If there is a possibility -and we think that there always exists a possibility, even if really absurdthen your friend has some right asking for your help, depending on the circumstances. A clarifying example, would be if your friend would have absolute certain information that this pedestrian threw himself in front of your friends car in hope of insurance money and compensation. In studying the results of the answers we noted that if we combine countries and cultures we make huge stereotyping. There are major differences between cultures within a specific country. A good example of different cultures within a nation is the need to distinguish between young and old people. The sense of feeling that something is wrong because it is against the law is much dependent on the age of the person in question. We discussed the subject and came to think that older generations in Finland have had much more respect of the law and rules, only because of the rules them self. However as there has been a time, when the rules of Finland were not rules that Finnish people have made 7 Oksanen, Lehmuskoski, Schulz, Pavie, Kolm
Tu-53.1360 Cross-Cultural Management themselves there has always been criticism among Finnish people. This criticism becomes more apparent within younger generations. For example many younger generations have been raised in a culture where they can download any music or videos from the Internet for free. This has been stated as illegal and punishable in current legislation, but few people have the feeling that they are doing something wrong. We think this is caused to some extent, because of the society lacks means to control the legislation, but there are also people who think the government have no right in forbidding the downloading. This is typical behaviour of people who have very particular views of things.
Tu-53.1360 Cross-Cultural Management in their communication. According to the article of Kakabase et al. high-context cultures are rather collectivistic and low-context cultures are rather individualistic. The direct and context-free style of the interactions in low-context cultures can be seen as the need of people to present themselves as individuals. In contrast, in low-context cultures the communication partners tend to be indirect and ambiguous and not to tell directly what is bothering them- they expect that people will know what is going on in their minds without making it explicit.
Tu-53.1360 Cross-Cultural Management status that you have in a company is often both achieved and ascribed. You get an ascribed status that you have also achieved. The differences become apparent, when somebody has a status you think he has not achieved. If you come from a more achievement orientated as USA, you can quickly become frustrated if you think you or someone else can do the things better than your boss. We also noted that in our cultures leaders that are younger than the employees are less accepted by those. Especially the generation of our parents has problem to be under the control of somebody that is younger than them selves. But it helps to accept those leaders when they perform competent despite their young age. We noted that in France, Germany and Finland we are moving towards a more achievement orientated culture, because of the increasing criteria of education that is required in being ascribed to a position in a working place. We also think that even in achievement-orientated cultures there are certain things that influence the ascription to a position. Genders, age and personal relations matter. In some fields, it is still more difficult for a woman to get the same position as a man even if they have the same performance. From our experience in Germany, France and Finland both a certain age and performance play a role in achieving a certain position. This is pretty clear as both are connected with each other- it is not possible to achieve a high position without long working experience. It is pretty clear that achievement is connected with age. To make efforts and so achievements, we need to become specialists and develop certain skills and knowledge- and that takes its time. When a student has just graduated from university and starts his or her first job, he or she has a lot of theoretical knowledge, but no life experience to handle situations that have not been described at university.
Tu-53.1360 Cross-Cultural Management implicit culture because we interpret peoples values, norms and their whole way of thinking at the first glance to be similar with our own implicit culture. In the confrontation between two different cultures, there are three different kinds of dilemmas. First can be composed of the bilateral relationship between people, second deals with time-orientation and the third one is about the environment.
Tu-53.1360 Cross-Cultural Management However there are some means to avoid most of the conflicts, when working with people from other cultures. One solution could be: putting all our effort in trying to understand what our interlocutor tries to tell us instead of pointing out the mistakes he makes. For example, by pondering over what the person could possibly want, it can be easier to understand what he means. If we understand his motivations, we can avoid misunderstandings, but we still need to listen what he says carefully without entirely fixating on his probable motivation. One good example of understanding person's motivations came up at the course lecture. The lecturer was negotiating for a trade with a Finn and was ready to submit his offer. After he did that the Finn just kept quite because he was trying to figure out a right expression in English. This made the lecturer nervous and finally he cut the price down to half of the original.
Tu-53.1360 Cross-Cultural Management We agreed that in order to achieve successful results in communication it is vital to have a good knowledge of human nature. It is very important to get to know different cultures and habits. The courage to approach people from different backgrounds supports this substantially. Different accents within the same language increase the challenges to both come across and to comprehend other people. Although it is naturally always more challenging to express oneself with a foreign language, we think it was easier to approach others when nobody of us was speaking their mother tongue. Our equal language skills reduced the nervousness within our group and it made the gap to have the courage to express your thoughts more low.
misunderstandings can be the most fatal way a business discussion could end. Misunderstandings do not necessarily show themselves in an early phase, you can have very hard to predict them. A threat that is difficult to foresee, is most utterly worth preventing. Prejudices and nationalism can have a more direct impact on the business. This impact is easier to foresee and avoid. Some cultures can totally forbid business transactions with some specific culture. The price tends also to vary, depending on your culture. Tourists are usually been asked more money, than local inhabitants.
Tu-53.1360 Cross-Cultural Management Google and Nokia, both use multinational teams in their creative work tasks. This will shake the culture a bit, work hours tend to be more free, so that everyone can work as suits best for him or her. A multinational team tend to force the workplace to be more open and flexible. A multinational team also educates the team-members. In intensive teams the team-members will surely learn to respect other cultures and in best scenario the experience can help him broaden his thinking.
7 Conclusion
Culture is something that surrounds every one of us. It is not always easy to understand why somebody acts and thinks the way he does. By studying different cultures we get important information about peoples manners and ways of doing things. This helps us to understand different people and avoid conflicts. Fons Trompenaars divides cultures by seven different dimensions. Kakabadse et al. make the distinction between high and low context cultures. By studying the articles we learned many differences between cultures, we agreed in many ways with the articles actors, but thought that the actors described the division to be a bit too black and white. We noted many things that were true only for older generations. We think that the fact that both of the articles were over six years old made some of the information to be a bit outdated. In our group we concentrated mostly in Finnish, German and French cultures. By working on two different articles we found many things that were same in every of these three countries. In Finland, Germany and France universalism and individualism are more dominating than particularism and collectivism, in all three countries people tend to make a strong separation between work and private life, and the status of a person is seeing as an achievement based on persons actions. One difference between Finnish, German and French cultures was the fact, that French people are a little bit more affective than Finns and Germans, they show their emotions while speaking. Working with people from different countries and cultures causes different kinds of challenges. Concept of time might be seen differently, rules in relationships may vary and there can be differences in cultures caused by different environments. All these things can cause positive or negative impacts. Different cultural manners and different languages among people can lead to misunderstandings. It is important to respect people from different countries and cultures with all their strange habits and ways of seeing things, without generalizing too much. At best different cultures can enrich each others in the way that everybody wins.
8 Sources
1. Low- and High-Context Communication Patterns: Towards Mapping CrossCultural Encounters Nada Korac-Kakabadse, Alexander Kouzmin, Andrew Korac-Kakabadse and Lawson Savery 2. Resolving International Conflict: Culture and Business Strategy Fons Trompenaars 3. 4. Introduction to Cross-Cultural Communication Michael Gates (lecture) Culture Active website - www.cultureactive.com (visited on 20/11/2007)
Tu-53.1360 Cross-Cultural Management Third meeting: Monday 19 November 2007 12-14 Participants: Ida, Tanja, Monika, Marko, Mal During this meeting: - information for the first party (Monika) - we decided to share our files on a Google group (very good idea) - we spoke about the 3 other topics with the help of the text: -Which issues do you agree or disagree? Similar/dissimilar experiences? -Group dynamics -Kind of challenges, impact of cultural differences -we also make comparisons between countries about common things during a common day For the next meeting: - Write about the 4 topics and we will discuss about we wrote Fourth meeting: Monday 26 November 2007 12-14 Participants: Ida, Tanja, Monika, Marko, Mal During this meeting: - we read our reports first draft - we speak about the draft of our report and its structure (orders of part and titles) - we speak about another examples to complete the different topics - and finally we share the work to finish the report