CHAPT 3 Communication Challenges in a Diverse, Global Marketplace

Cultural Influences Affect

-Language -Nonverbal signals -Word meaning -Time and space issues -Rules of human relationships -A company's cultural diversity affects how its business messages are conceived, composed, delivered, received, and interpreted. -The interaction of culture and communication is so pervasive that separating the two is virtually impossible. The way you communicate is deeply influenced by the culture in which you were raised. The meaning of words, the significance of gestures, the importance of time and space, the rules of human relationships—these and many other aspects of communication are defined by culture. To a large degree, your culture influences the way you think, which naturally affects the way you communicate as both a sender and a receiver. Intercultural communication is much more complicated than simply matching language between sender and receiver; it goes beyond mere words to beliefs, values, and emotions.

Respecting Preferences for Communication Style Figure 3.4b

The salutation should use a colon, not a comma. The language is still too informal in the opening paragraph. Overseas avoids the negative connotations of "foreign." Idiomatic phrases such as "come into play" and "minimize the downsides" are vulnerable to mistranslation. The vaguely accusatory tone of this paragraph assumes that problems will occur, which is likely to offend the reader, "Mitigating" can be replaced by a more common word. The request now has a helpful timeline, but the phrasing is still somewhat demanding. The closing is still too informal.

The Challenges of Intercultural Communication

-Connecting with and Motivating Diverse Employees -Fostering Harmony in Diverse Teams -Ensuring that Messages are Sent, Received, and Properly Encoded. -Supervisors face the challenge of connecting with these diverse employees, motivating them, and fostering cooperation and harmony among them. Teams face the challenge of working together closely, and companies are challenged to coexist peacefully with business partners and with the community as a whole. -Elements of human diversity can affect every stage of the communication process, from the ideas a person deems important enough to share to the habits and expectations of giving feedback. In particular, your instinct is to encode your message using the assumptions of your culture. Members of your audience, however, decode your message according to the assumptions of their culture. The greater the difference between cultures, the greater the chance for misunderstanding.

The Advantages of a Diverse Workforce

-A broader range of views and ideas -A better understanding of diverse, fragmented markets -A broader pool of talent from which to recruit -Smart business leaders recognize the competitive advantages of a diverse workforce that offers a broader spectrum of viewpoints and ideas, helps businesses understand and identify with diverse markets, and enables companies to benefit from a wider range of employee talents. -"It just makes good business sense," says Gord Nixon, the CEO of the Royal Bank of Canada. -U.S has been a nation of immigrants from the beginning, & that trend continues today. -The western & northern Europeans who made up the bulk of immigrants during the nation's early years now share space with people from across Asia, Africa, Eastern Europe, & other parts of the world. -Across the US, the term minority as it is traditionally applied to nonwhite residents makes less and less sense every year. Non-Hispanic white Americans now account for about 60% of the overall U.S. population, but that figure will drop below 50% in two or three decades. -Caucasian Americans already make up less than half the population in hundreds of cities & counties. -Even if you never visit another country or transact business on a global scale, you will interact with colleagues from a variety of cultures and with a wide range of characteristics and life experiences. Many innovative companies are changing the way they approach diversity, from seeing it as a legal requirement (providing equal opportunities for all) to seeing it as a strategic opportunity to connect with customers and take advantage of the broadest possible pool of talent. -Diversity is simply a fact of life for all companies. However, you and your colleagues don't need to be recent immigrants to constitute a diverse workforce. Differences in everything from age and gender identification to religion and ethnic heritage to geography and military experience enrich the workplace. Immigration and workforce diversity create advantages—and challenges—for business communicators throughout the world.

Guidelines for Adapting to U.S. Business Culture

-Any nation of more than 300 million people will exhibit a wide variety of behaviors. -Here are some key points to remember as you become accustomed to business communication in this country: -Individualism. In contrast to cultures that value group harmony and group success, U.S. culture generally 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 often expected and even encouraged. -Equality. Although the country's historical record on equality has not always been positive and some inequalities still exist, equality is considered a core American value. This principle applies to race, gender, social background, and even age. To a greater degree than people in many other cultures, Americans believe that every person should be given the opportunity to pursue whatever dreams and goals he or she has in life. -Privacy and personal space. Although this seems to be changing somewhat with the popularity of social networking and other personal media, people in the U.S are accustomed to a fair amount of privacy. That also applies to their "personal space" at work. For example, they expect you to knock before entering a closed office and to avoid asking questions about personal beliefs or activities until they get to know you well. -Time and schedules. U.S. businesses value punctuality and the efficient use of time. For instance, meetings are expected to start and end at designated times. -Religion. The U.S doesn't have an official state religion. Many religions are practiced throughout the country, and people are expected to respect each other's beliefs. -Communication style. Communication tends to be direct and focus more on content and transactions than on relationships or group harmony.

Religious differences

-As one of the most personal and influential aspects of life, religion brings potential for controversy and conflict in the workplace setting—as evidenced by a significant rise in the number of religious discrimination lawsuits in recent years. Many employees believe they should be able to follow and express the tenets of their faith in the workplace. However, companies may need to accommodate employee behaviors that can conflict with each other and with the demands of operating the business. The situation is complicated, with no simple answers that apply to every situation. -As more companies work to establish inclusive workplaces, you can expect to see this issue being discussed more often in the coming years.

Writing Clearly (2 of 2)

-Cite numbers and dates in local formats. Various countries use different formats for numbers and dates, so it's important to know what your readers expect. In the U.S, for example, 12-05-22 refers to December 5 in the year 2022, but in many other countries, it means May 12. Dates in Japan and China are usually expressed with the year first, followed by the month and then the day; therefore, to write December 5, 2018, in Japan, write it as 2018-12-05. Similarly, in the U.S and Great Britain, 1.000 means one with three decimal places, but it means one thousand in many European countries. -Avoid slang and idiomatic phrases. Slang and idiomatic phrases—sayings that mean more than the sum of their literal parts—usually don't travel well across languages. For instance, complimenting someone for a "killer idea" makes sense to many U.S. English speakers, but it would make little sense to someone who knows only the literal meaning of the word killer. Similarly, your audience may have no idea what you're talking about if you use "knocked one out of the park," "more bang for the buck," and other idiomatic phrases. -Generally, avoid humor and references to popular culture. Jokes and references to popular entertainment often rely on culture-specific info that might be completely unknown to your audience.

Nonverbal Communication

-Don't assume that the gestures you grew up with will translate to another culture; doing so could lead to embarrassing mistakes. When you have the opportunity to interact with people in another culture, the best advice is to study the culture in advance and then observe the way people behave in the following areas: -Greetings: Do people shake hands, bow, or kiss lightly (on one side of the face or both)? Do people shake hands only when first introduced or every time they say hello or goodbye? -Personal space: When people are conversing, do they stand closer together or farther apart 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 them to indicate "yes"? Though this is done in the US, it isn't 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 U.S, but in other cultures it can be a sign of aggressiveness or disrespect. -Posture:Do people slouch and relax in the office and in public, or do they sit up and stand up straight? -Formality:In general, does the culture seem more or less formal than yours?

Guidelines for Adapting to Any Business Culture

-Here are four general guidelines that can help all business communicators improve their cultural competency: -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 the way it shapes your communication habits. For instance, knowing that you value independence and individual accomplishment will help you communicate more successfully in a culture that values consensus and group harmony. -Be careful about applying 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 other people don't always want to be treated the same way you want to be treated, particularly across cultural boundaries. The best approach: Treat people the way they want to be treated. -Exercise tolerance, flexibility, and respect. As IBM's Ron Glover puts it, "To the greatest extent possible, we try to manage our people and our practices in ways that are respectful of the core principles of any given country or organization or culture." -Practice patience and maintain a sense of humor. Even the most committed and attuned business professionals can make mistakes in intercultural communication, so it is vital for all parties to be patient with one another. As business becomes ever more global, even people in the most tradition-bound cultures are learning to deal more patiently with outsiders and to overlook occasional cultural blunders. A sense of humor is a helpful asset as well, allowing people to move past awkward and embarrassing moments. When you make a mistake, simply apologize and, if appropriate, ask the other person to explain the accepted way; then move on.

Contextual Differences

-High-context cultures rely heavily on nonverbal actions and environmental setting to convey meaning; low-context cultures rely more on explicit verbal communication. -Contextual differences are apparent in the way businesspeople approach situations such as decision making, problem solving, negotiating, interacting among levels in the organizational hierarchy, and socializing outside the workplace. For instance, businesspeople in low-context cultures tend to focus on the results of the decisions they face, a reflection of the cultural emphasis on logic and progress (for example, "Will this be good for our company? For my career?"). In comparison, higher-context cultures emphasize the means or the method by which a decision will be made. Building or protecting relationships can be as important as the facts and info used in making the decisions. -High-Context cultures: For instance, a Chinese speaker often expects the receiver to discover the essence of a message & uses indirectness and metaphor to provide a web of meaning. High-context (Indirect). The rules of everyday life are rarely explicit; instead, as individuals grow up, they learn how to recognize situational cues (such as gestures and tone of voice) and how to respond as expected. The primary role of communication in high-context cultures is building relationships, not exchanging info. -Low-Context cultures: Low-context (Direct). For example, the U.S. Such cultures rules and expectations are usually spelled out through explicit statements. The primary task of communication in low-context cultures is exchanging info. -Consequently, negotiators working on business deals in such cultures may spend most of their time together building relationships rather than hammering out contractual details. The distinctions between high and low context are generalizations, of course, but they are important to keep in mind as guidelines. Communication tactics that work well in a high-context culture may backfire in a low-context culture and vice versa.

Developing Cultural Competency

-L O 3.2 Define cultural competency, and explain the influence of culture on business communication. -Cultural competency includes an appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Cultural competency requires a combination of attitude, knowledge, and skills. -Achieving cultural competency can take time and effort, but the good news is you're already an expert in culture—at least the culture in which you grew up. The bad news is that because you're such an expert in your own culture, your communication is largely automatic; that is, you rarely stop to think about the communication rules you're following. An important step toward successful intercultural communication is becoming more aware of these rules and the way they influence your communication.

Improving Intercultural Communication Skills

-L O 3.5 Identify six steps you can take to improve your intercultural communication skills. -Communicating successfully between cultures requires a variety of skills (see Figure 3.2). You can improve your intercultural skills throughout your career by studying other cultures and languages, respecting preferences for communication styles, learning to write and speak clearly, listening carefully, knowing when to use interpreters and translators, and helping others adapt to your culture. -Understand social customs: How do people react to strangers? Are they friendly? Hostile? Reserved? How do people greet each other? Should you bow? Nod? Shake hands? How do you express appreciation for an invitation to lunch, dinner, or someone's home? Should you bring a gift? Send flowers? Write a thank-you note? Are any phrases, facial expressions, or hand gestures considered rude? How do you attract the attention of a waiter? Do you tip the waiter? When is it rude to refuse an invitation? How do you refuse politely? What topics may or may not be discussed in a social setting? In a business setting? How do social customs dictate interaction between men and women? Between younger people and older people? -Learn about clothing and food preferences: What occasions require special attire? What colors are associated with mourning? Love? Joy? Are some types of clothing considered taboo for one gender or the other? How many times a day do people eat? How are hands or utensils used when eating? Where is the seat of honor at a table? -Assess political patterns: How stable is the political situation? Does the political situation affect businesses in and out of the country? Is it appropriate to talk politics in social or business situations? -Understand religious and social beliefs: To which religious groups do people belong? Which places, objects, actions, and events are sacred? Do religious beliefs affect communication between men and women or between any other groups? Is there a tolerance for minority religions? How do religious holidays affect business and govt activities? Does religion require or prohibit eating specific foods? At specific times? -Learn about economic and business institutions: Is the society homogeneous or heterogeneous? What languages are spoken? What are the primary resources and principal products? Are businesses generally large? Family controlled? Govt controlled? What are the generally accepted working hours? How do people view scheduled appointments? Are people expected to socialize before conducting business? -Appraise the nature of ethics, values, and laws:Is money or a gift expected in exchange for arranging business transactions? Do people value competitiveness or cooperation? What are the attitudes toward work? Toward money? Is politeness more important than factual honesty?

Social Differences

-Some behavioral rules are formal & specifically articulated (like table manners), whereas others are informal & learned over time (such as the comfortable distance to stand from a colleague during a discussion). The combo of formal & informal rules influences the overall behavior of most people in a society most of the time. In addition to the factors already discussed, social norms can vary from culture to culture in the following areas: -Attitudes toward work and success: In the US, for instance, a widespread view is that people who attain success through individual effort and initiative are to be admired. -Roles and status: Culture influences 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 rank. For example, it would sound odd to address your boss in the US as "Manager Jones," but including a professional title is common in China. -Use of manners: What is polite in one culture may be considered rude in another. For instance, asking a colleague "How was your weekend?" is a common way of making small talk in the US, but the question sounds intrusive to people in cultures in which business and private lives are seen as separate spheres. -Concepts of time: People in low-context cultures see time as a way to plan the business day efficiently, often focusing on only one task during each scheduled period and viewing time as a limited resource. However, executives from high-context cultures often see time as more flexible. Meeting a deadline is less important than building a business relationship. -Future orientation: Successful companies tend to have a strong future orientation, planning for and investing in the future, but national cultures around the world vary widely in this viewpoint. Some societies encourage a long-term outlook that emphasizes planning and investing—making sacrifices in the short term for the promise of better outcomes in the future. Others are oriented more toward the present, even to the point of viewing the future as hopelessly remote and not worth planning for. -Openness and inclusiveness: At the national level as well as within smaller groups, cultures vary on how open they are to accepting people from other cultures and people who don't necessarily fit the prevailing norms within the culture. An unwillingness to accommodate others can range from outright exclusion to subtle pressure to conform to majority expectations. -Use of communication technologies: Don't assume that colleagues and customers around the world use the same communication tools you do. For example, although mobile phone usage is high in most countries around the world, the percentage of users with smartphones and the broadband service required for communication services such as video varies widely.

Age Differences

-U.S. culture youth is (strength, energy, possibilities, and freedom) and age is sometimes associated with declining powers and the inability to keep pace. Older workers offer broader experience, the benefits of important business relationships nurtured over many years, and high degrees of "practical intelligence"—the ability to solve complex, poorly defined problems. -Many Asian societies the oldest employees hold the most powerful jobs, the most impressive titles, and the greatest degrees of freedom and decision-making authority. If a younger employee disagrees with one of these senior executives, the discussion is never conducted in public. The notion of "saving face"—avoiding public embarrassment—is too strong. -Today's workplaces can have 3, 4, or even 5 generations working side by side. Each shaped by dramatically different world events, social trends, and technological advances, so it isn't it surprising that they often have different values, expectations, and communication habits. For instance, Generation Y workers have a strong preference for communicating via short digital messages, but Baby Boomers and Generation Xers sometimes find these brief messages to be abrupt and impersonal. -Lumping people into generations is an imprecise science at best, but it helps to know the labels commonly applied to various age groups and to have some idea of their broad characteristics. These labels are not official, and there is no general agreement on when some generations start and end. -Beneath the superficial differences in technology usage and other factors, various generations are a lot more alike than they are different. -The Silent Generation (born 1928-1945). People in this group are beyond what was once considered the traditional retirement age of 65, but a small number want or need to continue working. -Baby Boomers (1946-1964). This generation, which got its name from the population boom in the years following World War II, is gradually moving into retirement. However, many baby boomers will continue to work beyond age 65 — and hold on to many top management positions that younger employees would like to move into. -Generation X (1965-1980). This group, the second-largest generation in the workforce, sometimes feels caught between the large mass of older baby boomers and the younger millennial generation entering the workforce. As Generation X takes over corporate leadership, it is managing in a vastly different business landscape—one in which virtual organizations and networks of independent contractors replace some of the hierarchy inherited from the baby boomers. ​​This relatively smaller "MTV generation" is responsible for many of the innovations that have shaped communication habits today. -Millennials (1981-1996). This largest generation in the workforce, sometimes referred to as Generation Y, is noted for its entrepreneurial instincts, tech savvy and desire for a more open and sociable workplace than many of their older peers. This generation's comfort level with social media and other communication technologies is helping to change business communication practices but is also a source of concern for managers worried about info leaks and employee productivity. -"Post-Millennials" (1997-). This group, sometimes known as Generation Z, is just beginning to move into the workforce. ​​also known as Generation I (for Internet) or the Net Generation. Those in the first full generation to be born after the World Wide Web was invented are now entering the workforce.

Writing Clearly (1 of 2)

-Writing clearly is always important, of course, but it is essential when you are writing to people whose first language is not English. Follow these recommendations to make sure your message can be understood. Clarity and simplicity are essential when writing to or speaking with people who don't share your native language. -Choose words carefully. Use precise words that don't have the potential to confuse with multiple meanings. For instance, the word right has several dozen different meanings and usages, so look for a synonym that conveys the specific meaning you intend, such as correct, appropriate, desirable, moral, authentic, or privilege. -Be brief. Use simple sentences and short paragraphs, breaking info into smaller chunks that are easier for readers to process. -Use plenty of transitions. Help readers follow your train of thought by using transitional words and phrases. For example, tie related points together with expressions such as in addition and first, second, and third. -Address international correspondence properly. The format and layout of business documents vary from country to country. In addition, many organizations develop their own variations of standard styles, adapting documents to the types of messages they send and the kinds of audiences they communicate with. The formats described here are the most common approaches used in U.S. business correspondence, but be sure to follow whatever practices are expected at your company. Your audience's first impression of a document comes from the quality of its paper, the way it is customized, and its general appearance. Weight. Paper quality is judged by the weight of four reams (each a 500-sheet package) of letter-size paper. The weight most commonly used by U.S. business organizations is 20-pound paper, but 16- and 24-pound versions are also used. Cotton content. Paper quality is also judged by the percentage of cotton in the paper. Cotton doesn't yellow over time the way wood pulp does, plus it's both strong and soft. For letters and outside reports, use paper with a 25% cotton content. For memos and other internal documents, you can use a lighter-weight paper with lower cotton content. Airmail-weight paper may save money for international correspondence, but make sure it isn't too flimsy. Size. In the U.S, the standard paper size for business documents is 8½ by 11 inches. Standard legal documents are 8½ by 14 inches. Executives sometimes have heavier 7-by-10-inch paper on hand (with matching envelopes) for personal messages such as congratulations. They may also have a box of note cards imprinted with their initials and a box of plain folded notes for condolences or for acknowledging formal invitations. Color. White is the standard color for business purposes, although neutral colors such as gray and ivory are sometimes used. Memos can be produced on pastel-colored paper to distinguish them from external correspondence. In addition, memos are sometimes produced on various colors of paper for routing to separate departments. Light-colored papers are appropriate, but bright or dark colors make reading difficult and may seem too frivolous.

Respecting Preferences for Communication Style Figure 3.4c

An inside address is typically not used in Chinese correspondence. The salutation uses a colon rather than a comma. The revised opening gives the reader some helpful context and the assurance that this is a meaningful business opportunity. The phrase we are very willing to collaborate with you" shows respect for the reader and suggests the interest in forming a partner-ship. This paragraph has been shortened to eliminate the redundant request for information. This revised paragraph still conveys the seriousness of the writer's concerns without offending the reader. "Minimizing" is easier for a non•native speaker to understand than "mitigating." "Thank you" is a simple and adequately formal closing.

CHAPT 3 VOCAB

Diversity-All the characteristics & experiences that define each of us as individuals. Intercultural Communication-The process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently. Cultural Competency- An appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Culture-A shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Ethnocentrism-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. (the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.) Xenophobia-Fear of strangers and foreigners. Stereotyping-Assigning a wide range of generalized attributes to an individual on the basis of membership in a particular culture or social group. Cultural Pluralism-The practice of accepting multiple cultures on their own terms. Cultural Context-The pattern of physical cues, environmental stimuli, and implicit understanding that convey meaning between two members of the same culture. High-context culture-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. Low-context culture-Culture in which people rely more on verbal communication and less on circumstances and nonverbal cues to convey meaning. Idiomatic Phrases-The process of sending & receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently.

Major Dimensions of Cultural Diversity

Here are the eight most significant variables that define any culture and can create differences between cultures. -Long description: The details of the eight dimensions depicted in the illustration are as follows: •Context: Pattern of physical cues, environmental stimuli, and implicit understanding •Laws and ethics: Explicit legal restrictions and implicit ethical guidelines •Social customs: Formal and informal rules of behavior •Nonverbal signals: The use and meaning of nonverbal signals in communication •Age: Perceptions of age and expectations regarding capabilities and behaviors •Gender: Perceptions of gender roles; concepts of gender and sexual orientation •Religion: Expectations of religious expression and degree of religious inclusivity •Ability: Accommodation for the full spectrum of physical and cognitive abilities.

Respecting Preferences for Communication Style Figure 3.4a

Language such as "cool" and *having a look at" is too informal for external business communication, particularly for international correspondence. The tone of this paragraph is too demanding. "Here in the States" is too informal, and referring to the reader as "foreign" is potentially insulting. Inflammatory language such as bad press, scandal, and sweatshops will put the reader on the defensive and discourage a positive response. The request for a response sounds too demanding, and it lacks a specific deadline. The closing is too informal.

Overcoming Ethnocentrism and Stereotyping

Long description: The details of the flowchart are as follows: •From top, the flowchart shows two boxes labeled "Overcome ethnocentrism" and "Recognize cultural variations." The two boxes lead to "Enhance sensitivity to culture and diversity" which in turn leads to "Effective Communication across Cultures." •From bottom, the flowchart shows six boxes labeled "Study other cultures and languages," "Respect style preferences," "Use interpreters, translators, and translation software," "Help others adapt to your culture," "Listen carefully," and "Write and speak clearly." The six boxes lead to "Improve intercultural communication skills" which in turn leads to "Effective Communication across Cultures." -You can avoid ethnocentrism and stereotyping by avoiding assumptions, withholding judgment, and accepting differences. -Avoid assumptions. Don't assume that others will act the same way you do, use language and symbols the same way you do, or even operate from the same values and beliefs. For instance, in a comparison of the 10 most important values in three cultures, people from the U.S had no values in common with people from Japanese or Arab cultures. -Withhold judgment. When people act differently, don't conclude that they are in error or that their way is invalid or inferior. -Acknowledge distinctions. Don't ignore the differences between another person's culture and your own. -Unfortunately, overcoming ethnocentrism and stereotyping is not a simple task, even for people who are highly motivated to do so. -Moreover, research suggests that people often have beliefs and biases that they're not even aware of—and that may even conflict with the beliefs they think they have. Ethnocentrism is the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.

Helping Others Adapt to Your Culture

•Look for Opportunities to Help •Offer Advice on Word Choice •Suggest Appropriate Communication Styles and Media •Help Simplify the Communication Process -Everyone can contribute to successful intercultural communication. 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. For example, if a nonnative English speaker is making mistakes that could hurt his or her credibility, you can offer advice on the appropriate words and phrases to use. Most language learners truly appreciate this sort of assistance, as long as it is offered in a respectful manner. Moreover, chances are that while you're helping, you'll learn something about the other person's culture and language, too. -You can also take steps to simplify the communication process. For instance, oral communication in a second language is usually more difficult than written forms of communication, so instead of asking a foreign colleague to provide information in a conference call, you could ask for a written response instead of or in addition to the live conversation.

Speaking and Listening Clearly

•Adjust content and style •Be mindful of communication medium and circumstances •Be aware of nonverbal communication styles and cultural norms •Speak slowly and clearly without being condescending •Ask for feedback and rephrase as necessary •Confirm for agreement •In intercultural communication, listen to what is said prior to reacting or judging. -Languages vary considerably in the significance of tone, pitch, speed, and volume, which can create challenges for people trying to interpret the explicit meaning of words themselves as well as the overall nuance of a message. The English word progress can be a noun or a verb, depending on which syllable you emphasize. In Chinese the meaning of the word mà changes depending on the speaker's tone; it can mean mother, pileup, horse, or scold. And routine Arabic speech can sound excited or angry to an English-speaking U.S. listener. -To ensure successful conversations between parties who speak different native languages or even regional variations of the same language, speakers and listeners alike need to make accommodations. Speakers should adjust the content of their messages and the style of their delivery to accommodate the needs of their listeners and the circumstances of the conversation. For example, if you are speaking in person or over an electronic connection that includes a video component, you can use hand gestures and other nonverbal signals to clarify your spoken message. When you don't have a visual connection, however, you must take extra care to convey your meaning through words and vocal characteristics alone. Conversely, listeners need to be tolerant of accents, vocabulary choices, gestures, and other factors that might distract them from hearing the meaning of a speaker's message. -For instance, speakers from the U.S sometimes string together multiple words into a single, mystifying pseudoword, such as turning "Did you eat yet?" into "Jeetyet?" In spoken French, many word pairs are joined as a matter of rule, and the pronunciation can change depending on which words are next to one another. In these instances, nonnative French speakers can have a hard time telling when one word ends and the next one begins. -To be more effective in intercultural conversations, speak slowly and clearly, but avoid talking down to the other person by over-enunciating words or oversimplifying sentences. Don't rephrase until it's obviously necessary, because immediately rephrasing something you've just said doubles the translation workload for the listener. As the conversation progresses, look for and ask for feedback to make sure your message is getting through. At the end of the conversation, double-check to make sure you and the listener agree on what has been said and decided. As a listener, you'll need some practice to get a sense of vocal patterns. The key is simply to accept what you hear, without jumping to conclusions about meaning or motivation. -Let other people finish what they have to say. If you interrupt, you may miss something important. You'll 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.

Real-Time Translation

•As a listener, you have to convert the incoming sounds to discrete words & assemble these words into coherent phrases & sentences in order to extract the meaning. •Unlike reading a written document, you have to do all this processing almost instantaneously, without the luxury of going back over something you didn't get. •As a speaker, you have to find the right words, assemble them into phrases & sentences using the second language's grammar rules, & then pronounce them all correctly enough so they make sense to the other party. •Reaching this level of proficiency can take years of study & practice. •Translating speech in real time is a challenging technical proposition. •Progress is being made by many companies. •Most notable so far is Skype Translator, which can translate voice & video calls & instant messages in multiple languages. •A variety of smartphone & smartwatch apps offer translation, where speakers take turns talking to the device, then listen as it outputs the translated speech. •The tech promises to keep evolving, becoming more versatile & more accurate, but it has already reached the point of being a useful business communication tool.

Understanding the Concept of Culture

•Automatic-you rarely stop to think about the communication rules you're following. •Coherent-a culture seems to be fairly logical and consistent when viewed from the inside. •Complete-they provide their members with most of the answers to life's big questions. -Cultures tend to offer views of life that are both coherent (internally logical) and complete (able to answer all of life's big questions). In addition to being automatic, culture tends to be coherent; that is, a culture seems to be fairly logical and consistent when viewed from the inside. Certain norms within a culture may not make sense to someone outside the culture, but they probably make sense to those inside. Such coherence generally helps a culture function more smoothly internally, but it can create disharmony between cultures that don't view the world in the same way. Finally, cultures tend to be complete; that is, they provide their members with most of the answers to life's big questions. This idea of completeness dulls or even suppresses curiosity about life in other cultures. Not surprisingly, such completeness can complicate communication with other cultures. -Members of a given culture tend to have similar assumptions about how people should think, behave, and communicate, and they all tend to act on those assumptions in much the same way. Cultures can vary in their rate of change, degree of complexity, and tolerance toward outsiders. These differences affect the level of trust and openness you can achieve when communicating with people of other cultures. You learn culture both directly (by being instructed) and indirectly (by observing others). People learn culture directly and indirectly from other members of their group. As you grow up in a culture, you are taught by the group's members who you are and how best to function in that culture. Sometimes you are explicitly told which behaviors are acceptable. At other times you learn by observing which values work best in a particular group. In these ways, culture is passed on from person to person and from generation to generation.

Legal and Ethical Differences

•Cultural context influences legal and ethical behavior, which in turn can affect communication. For example, the meaning of business contracts can vary from culture to culture. Whereas a manager from a U.S. company would tend to view a signed contract as the end of the negotiating process, with all the details resolved, his or her counterpart in many Asian cultures might view the signed contract as an agreement to do business and only then begin to negotiate the details of the deal. As you conduct business around the world, you'll find that both legal systems and ethical standards differ from culture to culture. Making ethical choices across cultures can seem complicated, but you can keep your messages ethical by applying four basic principles: -Actively Seek Mutual Ground: To allow the clearest possible exchange of info, both parties must be flexible and avoid insisting that an interaction take place strictly in terms of one culture or another. -Send and Receive Messages Without Judgment: To allow info to flow freely, both parties must recognize that values vary from culture to culture, and they must trust each other. -Send Messages that are Honest: To ensure that info is true, both parties must see things as they are—not as they would like them to be. Both parties must be fully aware of their personal and cultural biases. -Show Respect for Cultural Differences: To protect the basic human rights of both parties, each must understand and acknowledge the other's needs and preserve the other's dignity by communicating without deception.

Gender differences

•General Perceptions of Gender Roles •Gender Representation in Management Roles •Different Communication Styles •Outdated Concepts of Gender and Sexual Orientation -1: The perception of gender roles in business varies from culture to culture, and gender bias can range from overt discrimination to subtle and even unconscious beliefs. -2: the share of management roles held by men increases steadily the further one looks up the corporate ladder. This imbalance can significantly affect communication in such areas as mentoring, which is a vital development opportunity for lower and middle managers who want to move into senior positions. In one survey, for example, some men in executive positions expressed reluctance to mentor women, partly because they find it easier to bond with other men and partly out of concerns over developing relationships that might seem inappropriate. -3: evidence suggests that men and women tend to have somewhat different communication styles. Broadly speaking, men emphasize content and outcomes in their communication efforts, whereas women place a higher premium on relationship maintenance. men are more likely than women to try to negotiate a pay raise. Moreover, according to research by Linda Babcock of Carnegie Mellon University, both men and women tend to accept this disparity, viewing assertiveness as a positive quality in men but a negative one in women. -4: outdated concepts of gender and sexual orientation continue to be a source of confusion, controversy, and discrimination. Many people do not fit or wish to be fit into a simplistic heterosexual, male/female categorization scheme, but discriminatory company policies and the behaviors and attitudes of supervisors and coworkers can deprive these individuals of a fair and satisfying work experience. In response, many companies have taken steps to ensure equal opportunities and fair treatment for lesbian, gay, bisexual, and transgender (LGBT) job applicants and employees. Companies can also take steps to make sure their nondiscrimination policies protect employees' right to gender expression based on personal gender identity. -Communication plays a critical role in all these efforts, from listening to the needs of diverse employee groups to providing clear policies and educating employees on important issues.

Studying Other Languages

•Increased Career Opportunities •Common Phrases for Everyday Business and Social Situations •Mobile Devices, Apps, and Websites •Avoid Assumptions and Learn About Other Languages and Dialects -Successful intercultural communication can require the modification of personal communication habits. Making an effort to learn about another person's culture is a sign of respect. -Mobile App iTranslate translates more than 80 languages and features voice input and output. A wide variety of apps and websites are available that help with essentials words and phrases, grammar, pronunciation, text translation, and even real-time audio translation. It's worth the time & energy to learn common phrases of your colleagues or customers, even if they speak your language. Benefits: Helps you get through everyday business & social situations but also demonstrates your commitment to the business relationship. -English is the most prevalent language in international business, but don't assume that everyone understands it or speaks it the same way. Don't assume the same language is the same all around. (French spoken in Québec & other parts of Canada is often noticeably different from the French spoken in France). It's often said that the US and the UK are two countries divided by a common language. For instance, period (punctuation), elevator, and gasoline in the US are full stop, lift, and petrol in the UK. -The demand for multilingual communicators grows as commerce continues to become more globalized & many countries become more linguistically diverse. Being multilingual can give you a more competitive advantage & open up a wider variety of career opportunities.

The Opportunities in a Global Marketplace

•International communication skills provide -Increased profits -Increased revenue -Increased market share -More valued employees Among the US's top 10 global trading partners, only Canada & Great Britain have English as an official language; Canada also has French as an official language. Thanks to communication and transportation technologies, natural boundaries and national borders are no longer the impassable barriers they once were. Local markets are opening to worldwide competition as businesses of all sizes look for new growth opportunities outside their own countries. Thousands of U.S. businesses depend on exports for significant portions of their revenues. Every year, these companies export hundreds of billions of dollars' worth of materials and merchandise, along with billions more in personal and professional services. If you work in one of these companies, you may well be called on to visit or at least communicate with a wide variety of people who speak languages other than English and who live in cultures quite different from what you're used to. Not surprisingly, effective communication is important to cross-cultural and global business. In a recent survey, nearly 90% of executives said their companies' profits, revenue, and market share would all improve with better international communication skills. In addition, half of these executives said communication or collaboration breakdowns had affected major international business efforts in their companies.

Using Interpreters, Translators, and Translation Software

•Interpreters - for spoken communication •Translators - for both spoken and written communication •Computerized Translation Tools -You may encounter business situations that require using an interpreter (for spoken communication) or a translator (can be used for both spoken and written communication). Interpreters and translators can be expensive, but skilled professionals provide invaluable assistance for communicating in other cultural contexts. Keeping up with current language usage in a given country or culture is also critical to avoid embarrassing blunders. In marketing and advertising, where being in tune with contemporary culture is critical, companies sometimes use transcreation, which essentially amounts to re-creating the material for a new cultural context, rather than simply translating the text. -Some companies use back-translation to ensure accuracy. Once a translator encodes a message into another language, a different translator retranslates the same message into the original language. This back-translation is then compared with the original message to discover any errors or discrepancies. The time and cost required for professional translation has encouraged the development of computerized translation tools. Dedicated software tools, mobile apps, and online services such as WorldLingo and Google Translate offer various forms of automated translation. Major search engines let you request translated versions of the websites you find. Although none of these tools can translate as well as human translators, they're getting better all the time.

Studying Other Cultures

•Knowledge, Ability, and Motivation •Research, Practice, and Honest Effort •Websites, Books, Print Media, Music, and Apps -Effectively adapting your communication efforts to another culture requires not only knowledge about the culture but also the ability and motivation to change your personal habits as needed. -Even a small amount of research and practice will help you get through many business situations. In addition, 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. Don't be afraid to ask questions. People will respect your concern and curiosity. You will gradually accumulate considerable knowledge, which will help you feel comfortable and be effective in a wide range of business situations. -Numerous websites and books offer advice on traveling to and working in specific cultures. Also try to sample newspapers, magazines, and even the music and movies of another country. For instance, a movie can demonstrate nonverbal customs even if you don't grasp the language. (However, be careful not to rely solely on entertainment products. If people in other countries based their opinions of U.S. culture only on the silly teen flicks and violent action movies that the US. exports around the globe, what sort of impression do you imagine they'd get?)

Understanding the Opportunities and Challenges of Communication in a Diverse World

•L O 3.1 Discuss the opportunities and challenges of intercultural communication. Although the concept is often framed in terms of ethnic background, a broader and more useful definition of diversity includes "all the characteristics and experiences that define each of us as individuals." As one example, the pharmaceutical company Merck identifies 19 separate dimensions of diversity, including race, age, military experience, parenting status, marital status, and thinking style. These characteristics and experiences can have a profound effect on the way businesspeople communicate. Intercultural communication is the process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal and nonverbal signs differently. Every attempt to send and receive messages is influenced by culture, so to communicate successfully, you need a basic understanding of the cultural differences you may encounter and how you should handle them. Your efforts to recognize and bridge cultural differences will open up business opportunities throughout the world and maximize the contributions of all the employees in a diverse workforce.

Recognizing Variations in a Diverse World

•L O 3.3 Explain the importance of recognizing cultural variations, and list eight key dimensions of cultural diversity. -You can begin to learn how people in other cultures want to be treated by recognizing and accommodating eight main types of cultural differences: contextual, legal and ethical, social, nonverbal, age, gender, religious, and ability.

Adapting to Other Business Cultures

•L O 3.4 List four general guidelines for adapting to any business culture. •90% of executives value international communications skills. -Whether you're trying to work productively with members of another generation in your own office or with a business partner on the other side of the world, adapting your approach is essential to successful communication. This section offers general advice on adapting to any business culture and specific advice for professionals from other cultures on adapting to U.S. business culture.

Respecting Preferences for Communication Style

•Level of Directness •Degree of Formality •Media Preferences -Communication style—including the level of directness, the degree of formality, media preferences, and other factors—varies widely from culture to culture (see Figures 3.4a-d on pages 84-87). Knowing what your communication partners expect can help you adapt to their particular style. Once again, watching and learning are the best ways to improve your skills. However, you can infer some generalities by learning more about the culture. -Communication style Differences -US: Typically prefer an open & direct communication style; they find other styles frustrating or suspect. -Sweden: Directness is also valued as a sign of efficiency, but heated debates & confrontations are unusual. -Italian, German & French: Executives usually don't put colleagues at ease with praise before they criticize; doing so seems manipulative to them. -Japan & China: Professionals from high-context cultures, tend to be less direct. -In summary: In general, business correspondence in other countries is often more formal than the style used by U.S. businesspeople.

Ability Differences

•Respect for Individuals -Neurodiversity •Sensitivity to Differences •Availability of Assistive Technologies -Colleagues and customers with disabilities that affect communication represent an important aspect of the diversity picture. People whose hearing, vision, cognitive ability, or physical ability to operate electronic devices is impaired can be at a significant disadvantage in today's workplace. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -A growing number of companies now recognize the concept of neurodiversity, which refers to atypical thought and behavior patterns such as autism and social anxiety disorders, and the challenges that neurodiverse employees face. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -Employers can also invest in a variety of assistive technologies that help people with disabilities perform activities that might otherwise be difficult or impossible. These technologies include devices and systems that help workers communicate orally and visually, interact with computers and other equipment, and enjoy greater mobility in the workplace. For example, designers can emphasize web accessibility, taking steps to make websites more accessible to people whose vision is limited. Assistive technologies create a vital link for thousands of employees with disabilities, giving them opportunities to pursue a greater range of career paths and giving employers access to a broader base of talent.

Understand the Concept of Culture

•We Each Belong to Several Cultures, each with its Own Special Language and/or Customs: -Ethnic group -Religious group -Professional group -You belong to several cultures, each of which affects the way you communicate. -Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Your cultural background influences the way you prioritize what is important in life, helps define your attitude toward what is appropriate in a given situation, and establishes rules of behavior. -Actually, you belong to several cultures. In addition to the culture you share with all the people who live in your own country, you belong to other cultural groups, including an ethnic group, possibly a religious group, and perhaps a profession that has its own special language and customs. With its large population and long history of immigration, the U.S is home to a vast array of cultures (see Figure 3.1). In contrast, Japan is much more homogeneous, having only a few distinct cultural groups. -Figure 3.1 Language is one of the distinguishing factors of population diversity. This chart shows the trend in the relative ranking of a number of languages other than English spoken in the U.S since 1980.

Kaiser Permanente

•What makes delivering quality health care is difficult enough? •complexities of technology •govt regulations •evolving scientific & medical understanding • the variability of human performance •communication efforts are challenging enough in an environment where everyone speaks the same language & feels at home in a single cultural context. •What makes it even more daunting? •Challenges of communication among medical staff & between patients & their caregivers, often taking place under stressful circumstances. •infinitely more complex in the US, whose residents identify with dozens of different cultures & speak several hundred languages. •Oakland-based health-care system Kaiser Permanente: •embracing the challenges & opportunities of diversity since its founding in 1945. •made a strong statement with its very first hospital, refusing to follow the then-common practice of segregating patients by race. •Now, as the largest not-for-profit health system in the US, their client base includes more than 10 million members from over 100 distinct cultures. •core of their approach is culturally competent care, which it defines as "health care that acknowledges cultural diversity in the clinical setting, respects members' beliefs & practices, & ensures that cultural needs are considered & respected at every point of contact." These are woven into their organizational culture, structure, & business practices. •Their standard of care requires: •a mix of skills & knowledge. Ranging from an awareness of medical issues of concern to specific cultures to language fluency (& translation skills in more than 100 languages) to the awareness needed to handle cultural traditions & values in a sensitive manner. •Their Centers of Excellence in Culturally Competent Care (located around the country): •good example of the extent the company takes to serve its diverse clientele. •Each center focuses on one or more cultures prominent in a given locale, with a particular emphasis on improving care outcomes for population segments that have historically been underserved. •They believe: •serving a diverse client base requires an equally diverse staff. •Chairman & CEO Bernard J. Tyson explains: • "The rich diversity of our organization reflects the diversity of the people we serve each & every day." •Nearly half the executive team are women, •people of color make up nearly 60% of the company's workforce. •target market segments also happen to be among the country's fastest-growing demographic groups, & their ability to connect with these audiences gives it an important competitive advantage.