Communicating in the Digital Age, Chapter 1
Globalization and Workplace Diversity
While North American companies are expanding global operations and adapting to a variety of emerging markets, the domestic workforce is also becoming more diverse. This diversity has many dimensions—race, ethnicity, age, religion, gender, national origin, physical ability, sexual orientation, and other qualities.
communication skills
Writing, speaking, listening, nonverbal, and intercultural skills.
your job may require you to interact with colleagues and customers from around the world
You will need to cooperate with individuals and teams. What's more, your coworkers may differ from you in race, ethnicity, gender, age, and other ways.
communication skills
Your ability to communicate is a powerful career sifter.
employers seek employees with
a broader range of skills and higher levels of knowledge in their field than in the past.
stereotype
an oversimplified perception of a behavioral pattern or characteristic applied to entire groups
Soft Skills
are essential career attributes that include the ability to communicate, work well with others, solve problems, make ethical decisions, and appreciate diversity. [Footnote] Sometimes called employ-ability skills or key competencies, these soft skills are desirable in all business sectors and job positions
Members of high-context cultures
are more collectivist. They emphasize membership in organizations, groups, and teams; they encourage acceptance of group values, duties, and decisions
five key dimensions of culture
context, individualism, time orientation, power distance, and communication style
expect to communicate with the public and within the company by
e-mail, [Footnote] instant messaging and texting, company blogs, collaboration software such as wikis, and social media sites such as Facebook, Twitter, Pinterest, Instagram, and YouTube.
Nonverbal communication
includes all unwritten and unspoken messages, whether intended or not.
tolerance
learning about beliefs and practices different from our own and appreciating them. It means being open-minded and receptive to new experiences
Teleworkers
now represent almost 20 percent of the U.S. working adult population. [Footnote] To save on office real estate, some industries provide "nonterritorial" workspaces, or "hot desks." The first to arrive gets the best desk and the corner window. [Footnote] At the same time, 24/7 availability has blurred the line between work and leisure, so that some workers are always "on duty."
Members of low-context cultures
particularly North Americans, tend to value individualism. They believe that initiative and self-assertion result in personal achievement. They believe in individual action and personal responsibility, and they desire much freedom in their personal lives.
Greg has been asked to lead his work group in a problem-solving discussion. Greg notices that Lisa rolls her eyes every time he says something. Greg should
politely seek additional information by saying, I'm not sure that you really agree with my ideas. Do you have a suggestion to improve them?
Brandon was overheard in the employee break room saying, "I'm glad we finally hired an Asian guy. Asians are the only ones who really know anything about computers." Brandon's statement is an example of _______________, which is not acceptable in a diverse work environment.
stereotyping
low power distance cultures
subordinates consider themselves as equals of their supervisors. They confidently voice opinions and participate in decision making
high power distance countries
subordinates expect formal hierarchies and embrace relatively authoritarian, paternalistic power relationships
culture
the complex system of values, traits, morals, and customs shared by a society, region, or country
Context
the most important cultural dimension and also the most difficult to define
In addition to nonverbal messages transmitted by your body, three external elements convey information in the communication process
time, space, and territory.
today's version of the business letter or interoffice memo
A survey of American corporations revealed that
two thirds of salaried employees have some writing responsibility. About one third of them, however, do not meet the writing requirements for their positions.
low-context cultures
(such as those in North America, Scandinavia, and Germany) depend little on the context of a situation to convey their meaning. They assume that messages must be explicit, and listeners rely exclusively on the written or spoken word. Low-context cultures tend to be logical, analytical, and action oriented. Business communicators stress clearly articulated messages that they consider to be objective, professional, and efficient. Words are taken literally.
communication style
A cultural dimension that refers to how people in a culture communicate and use words.
Context
A cultural dimension that refers to the stimuli, environment, or ambience surrounding an event.
Posture and Gestures
A person's posture can convey anything from high status and self-confidence to shyness and submissiveness. Leaning toward a speaker suggests attentiveness and interest; pulling away or shrinking back denotes fear, distrust, anxiety, or disgust.
Individualism
An attitude of independence and freedom from control
"Anytime, anywhere" and nonterritorial offices.
High-speed and wireless Internet access has freed millions of workers from nine-to-five jobs in brick-and-mortar offices. Flexible working arrangements allow them to work at home or on the road. Meet the "work shifter," a telecommuter or teleworker who largely remains outside the territorial office. The "anytime, anywhere" office requires only a mobile electronic device and a wireless connection
Space
How we order the space around us tells something about ourselves and our objectives. Whether the space is a bedroom, a dorm room, or an office, people reveal themselves in the design and grouping of their furniture. Generally, the more formal the arrangement, the more formal and closed the communication style. An executive who seats visitors in a row of chairs across from his desk sends a message of aloofness and a desire for separation. A team leader who arranges chairs informally in a circle rather than in straight rows conveys her desire for a more open exchange of ideas.
Time
How we structure and use time tells observers about our personalities and attitudes. For example, when Warren Buffett, industrialist, investor, and philanthropist, gives a visitor a prolonged interview, he signals his respect for, interest in, and approval of the visitor or the topic to be discussed.
Facial Expression.
The expression on a person's face can be almost as revealing of emotion as the eyes. Experts estimate that the human face can display over 250,000 expressions
Eye Contact
The eyes have been called the windows to the soul. Even if they don't reveal the soul, the eyes are often the best predictor of a speaker's true feelings. Most of us cannot look another person straight in the eyes and lie.
Public Zone
The longest of the four distance zones identified by Edward T. Hall; it corresponds to a space of 12 feet or more between individuals.
Social Zone
The next to the longest of the four distance zones identified by Edward T. Hall, it corresponds to a space of 4ft to 12 feet between individuals
Personal Zone
The second shortest of the four distance zones identified by sociologist Edward T. Hall; it corresponds to a space of 18 inches to 4 feet between individuals.
Intimate Zone
The shortest of the four distance zones identified by the american sociologist Edward T. Hall; it corresponds to a space up to 18 inches between individuals (proxemics)
The process of understanding and interacting successfully with people from other cultures is often hampered by two barriers: ethnocentrism and stereotyping
These barriers, however, can be overcome by developing tolerance, a powerful and effective aid to communication.
Learning Nonverbal Communication Skills (nonverbal cues)
These cues include eye contact, facial expression, body movements, time, space, territory, and appearance.
Flattened management hierarchies
To better compete and to reduce expenses, businesses have for years been trimming layers of management. This means that as a frontline employee, you will have fewer managers. You will be making decisions and communicating them to customers, to fellow employees, and to executives.
It is impossible to not communicate.
True
The belief in the superiority of one's own culture is known as ethnocentrism
True
ethnocentrism
The belief in the superiority of one's own culture is known as
high-context cultures
(such as those in China, Japan, and Arab countries) assume that the listener does not need much background information. [Footnote] Communicators in high-context cultures are more likely to be intuitive and contemplative. They may not take words literally. Instead, the meaning of a message may be implied from the social or physical setting, the relationship of the communicators, or nonverbal cues.
Territory
Each of us has a certain area that we feel is our own territory, whether it is a specific spot or just the space around us. Your father may have a favorite chair in which he is most comfortable, a cook might not tolerate intruders in the kitchen, and veteran employees may feel that certain work areas and tools belong to them. We all maintain zones of privacy in which we feel comfortable.
Explain the importance of nonverbal communication and of improving your nonverbal communication skills
Be aware of nonverbal cues such as eye contact, facial expression, and posture that send silent, highly believable messages. Understand that how you use time, space, and territory is interpreted by the receiver, who also "reads" the eye appeal of your business documents and your personal appearance. Build solid nonverbal skills by keeping eye contact, maintaining good posture, reducing physical barriers, improving your decoding skills, and probing for more information. Interpret nonverbal meanings in context, learn about other cultures, and understand the impact of appearance—of documents, your office space, and yourself.
Heightened global competition
Because many American companies continue to move beyond domestic markets, you may be interacting with people from many cultures. To be a successful business communicator, you will need to learn about other cultures. You will also need to develop intercultural skills including sensitivity, flexibility, patience, and tolerance.
Discuss strategies that help communicators overcome negative cultural attitudes and prevent miscommunication in today's diverse networked workplace.
Beware of ethnocentrism and stereotyping; instead, embrace tolerance and keep an open mind. When communicating orally, use simple English, speak slowly, check for comprehension, observe eye messages, accept blame, don't interrupt, smile, and follow up in writing. When writing, consider local styles, hire a translator, use short sentences, avoid ambiguous wording, and cite numbers carefully. As the domestic workforce becomes more diverse, appreciate diversity as a critical business strategy. To communicate well with diverse audiences, seek training, understand the value of diversity, learn about your own culture, make fewer assumptions, and look for similarities.
Successful Written Communication With Intercultural Audiences
Consider local styles and conventions. Learn how documents are formatted and how letters are addressed and developed in the intended reader's country. Decide whether to use your organization's preferred format or adjust to local styles. Observe titles and rank. Be polite. Hire a translator. Engage a professional translator if (a) your document is important, (b) your document will be distributed to many readers, or (c) you must be persuasive. Use short sentences and short paragraphs. Sentences with fewer than 20 words and paragraphs with fewer than 8 lines are most readable. Avoid ambiguous wording. Include relative pronouns (that, which, who) for clarity in introducing clauses. Stay away from contractions (especially ones such as Here's the problem). Avoid idioms (once in a blue moon), slang (my presentation really bombed), acronyms (ASAP for as soon as possible), abbreviations (DBA for doing business as), jargon (ROI, bottom line), and sports references (play ball, slam dunk). Use action-specific verbs (buy a printer rather than get a printer). Cite numbers carefully. In international trade learn and use the metric system. In citing numbers, use figures (15) instead of spelling them out (fifteen). Always convert dollar figures into local currency. Spell out the month when writing dates. In North America, for example, March 5, 2015, might be written as 3/5/15, whereas in Europe the same date might appear as 5.3.15.
Explain five common dimensions of culture, and understand how culture affects communication and the use of social media and communication technology
Culture is a complex system of values, traits, and customs shared by a society; culture molds the way we think, behave, and communicate both offline and online. Culture can be described using key dimensions such as context, individualism, time orientation, power distance, and communication style. Today's communicators need to be aware of low- and high-context cultures, individualistic versus collectivist societies, differing attitudes toward time, clashing perceptions of power, and varying reliance on the written word. Whether social media and technology can bridge cultural divides and erase differences will depend on the users as much as it would among strangers who meet at a dinner party.
Describe how solid communication skills will improve your career prospects and help you succeed in today's challenging digital-age workplace.
Employers hire and promote job candidates who have excellent communication skills; writing skills make or break careers. Because workers interact more than ever using communication technology, even technical fields require communication skills. New-hires and other employees must project a professional image and possess soft skills. Job challenges in the information age include changing communication technologies, mobile 24/7 offices, flatter management, an emphasis on teams, and global competition.
Building Strong Nonverbal Skills
Establish and maintain eye contact. Remember that in North America appropriate eye contact signals interest, attentiveness, strength, and credibility. Use posture to show interest. Encourage interaction by leaning forward, sitting or standing erect, and looking alert. Reduce or eliminate physical barriers. Move out from behind a desk or lectern; arrange meeting chairs in a circle. Improve your decoding skills. Watch facial expressions and body language to understand the complete verbal and nonverbal messages being communicated. Probe for more information. When you perceive nonverbal cues that contradict verbal meanings, politely seek additional cues (I'm not sure I understand, Please tell me more about ..., or Do you mean that ...). Interpret nonverbal meanings in context. Make nonverbal assessments only when you understand a situation or a culture. Associate with people from diverse cultures. Learn about other cultures to widen your knowledge and tolerance of intercultural nonverbal messages. Appreciate the power of appearance. Keep in mind that the appearance of your business documents, your business space, and yourself sends immediate positive or negative messages to receivers. Observe yourself on video. Ensure that your verbal and nonverbal messages are in sync by recording and evaluating yourself making a presentation. Enlist friends and family. Ask friends and family to monitor your conscious and unconscious body movements and gestures to help you become an effective communicator.
Renewed emphasis on ethics
Ethics is once again a hot topic in business. On the heels of the banking crisis and the collapse of the real estate market, a calamitous recession followed, caused largely, some say, by greed and ethical lapses. With the passage of the Sarbanes-Oxley Act, the U.S. government now requires greater accountability. As a result, businesses are eager to regain public trust by building ethical environments. Many have written ethical mission statements, installed hotlines, and appointed compliance officers to ensure strict adherence to their high standards and the law.
Appearance Sends Silent Messages
Eye Appeal of Business Documents. The way an e-mail, letter, memo, or report looks can have either a positive or a negative effect on the receiver. Sloppy e-mails send a nonverbal message that you are in a terrific hurry or that you do not care about the receiver. Envelopes—through their postage, stationery, and printing—can suggest that they are routine, important, or junk mail. Letters and reports can look neat, professional, well organized, and attractive—or just the opposite. In succeeding chapters you will learn how to create business documents that send positive nonverbal messages through their appearance, format, organization, readability, and correctness. Personal Appearance. The way you look—your clothing, grooming, and posture—telegraphs an instant nonverbal message about you. Based on what they see, viewers make quick judgments about your status, credibility, personality, and potential. If you want to be considered professional, think about how you present yourself. One marketing manager said, "I'm young and pretty. It's hard enough to be taken seriously, and if I show up in jeans and a teeshirt, I don't stand a chance." [Footnote] As a businessperson, you will want to think about what your appearance says about you. Although the rules of business attire have loosened up, some workers show poor judgment. You will learn more about professional attire and behavior in later chapters.
As an employee in today's competitive workplace, you can expect to have more managers than in the past.
False
Most people listen at 75 percent efficiency, which means they remember only 75 percent of what they hear.
False
The best way to manage a diverse workplace is to do everything possible to minimize or eliminate differences.
False
Confront barriers to effective listening, and start building your listening skills
Most of us are poor listeners; we can learn active listening by removing physical and psychological barriers, overlooking language problems, and eliminating distractions. A fast processing speed allows us to let our minds wander; we fake attention and prefer to talk than to listen. Poor listening can be overcome as long as we stop talking, focus fully on others, control distractions, keep an open mind, and listen for the speaker's main ideas. Capitalizing on lag time, listening between the lines, judging ideas instead of appearances, taking good notes, and providing feedback are other methods for building listening skills.
Rapidly changing communication technologies
New communication technology is dramatically affecting the way workers interact. In our always-connected world, businesses exchange information by e-mail, instant messaging, text messaging, smartphones, fax, voice mail, powerful laptop computers, and tablets. Satellite communications, wireless networking, teleconferencing, and videoconferencing help workers conduct meetings with associates around the world. Social media sites such as Facebook, Twitter, Pinterest, and YouTube as well as blogs, wikis, forums, and peer-to-peer tools help businesspeople collect information, serve customers, and sell products and services
communication style
North Americans value straightforwardness, are suspicious of evasiveness, and distrust people who might have a "hidden agenda" or who "play their cards too close to the chest." [Footnote] North Americans also tend to be uncomfortable with silence and impatient with delays. Some Asian businesspeople have learned that the longer they drag out negotiations, the more concessions impatient North Americans are likely to make.
Overcoming Barriers to Effective Listening
Physical barriers. You cannot listen if you cannot hear what is being said. Physical impediments include hearing disabilities, poor acoustics, and noisy surroundings. It is also difficult to listen if you are ill, tired, or uncomfortable. Psychological barriers. Everyone brings to the communication process a unique set of cultural, ethical, and personal values. Each of us has an idea of what is right and what is important. If other ideas run counter to our preconceived thoughts, we tend to "tune out" speakers and thus fail to receive their messages. Language problems. Unfamiliar words can destroy the communication process because they lack meaning for the receiver. In addition, emotion-laden, or "charged," words can adversely affect listening. If the mention of words such as bankruptcy or real estate meltdown has an intense emotional impact, a listener may be unable to focus on the words that follow. Nonverbal distractions. Many of us find it hard to listen if a speaker is different from what we view as normal. Unusual clothing or speech mannerisms, body twitches, or a radical hairstyle can cause enough distraction to prevent us from hearing what the speaker has to say. Thought speed. Because we can process thoughts at least three times faster than speakers can say them, we can become bored and allow our minds to wander. Faking attention. Most of us have learned to look as if we are listening even when we are not. Such behavior was perhaps necessary as part of our socialization. Faked attention, however, seriously threatens effective listening because it encourages the mind to engage in flights of unchecked fancy. Those who fake attention often find it hard to concentrate even when they want to. Grandstanding. Would you rather talk or listen? Naturally, most of us would rather talk. Because our own experiences and thoughts are most important to us, we grab the limelight in conversations. We sometimes fail to listen carefully because we are just waiting politely for the next pause so that we can have our turn to speak.
Tips for Communicating With Diverse Audiences on the Job
Seek training. If your organization is experiencing diversity problems, it may benefit from sensitivity training. Spend time reading and learning about workforce diversity and how it can benefit organizations. Look upon diversity as an opportunity, not a threat. Intercultural communication, team building, and conflict resolution are skills that can be learned in diversity training programs. Understand the value of differences. Diversity makes an organization innovative and creative. Sameness fosters an absence of critical thinking called groupthink. Case studies, for example, of the Challenger shuttle disaster suggest that groupthink prevented alternatives from being considered. Even smart people working collectively can make dumb decisions if they do not see different perspectives. [Footnote] Diversity in problem-solving groups encourages independent and creative thinking. Learn about your cultural self. Begin to think of yourself as a product of your culture, and understand that your culture is just one among many. Try to stand outside and look at yourself. Do you see any reflex reactions and automatic thought patterns that are a result of your upbringing? These may be invisible to you until challenged by people who are different from you. Be sure to keep what works and yet be ready to adapt as your environment changes. Make fewer assumptions. Be careful of seemingly insignificant, innocent workplace assumptions. For example, don't assume that everyone wants to observe the holidays with a Christmas party and a decorated tree. Celebrating only Christian holidays in December and January excludes those who honor Hanukkah, Kwanzaa, and the Lunar New Year. Moreover, in workplace discussions don't assume anything about others' sexual orientation or attitude toward marriage. For invitations, avoid phrases such as managers and their wives. Spouses or partners is more inclusive. Valuing diversity means making fewer assumptions that everyone is like you or wants to be like you. Build on similarities. Look for areas in which you and others not like you can agree or at least share opinions. Be prepared to consider issues from many perspectives, all of which may be valid. Accept that there is room for various points of view to coexist peacefully. Although you can always find differences, it is much harder to find similarities. Look for common ground in shared experiences, mutual goals, and similar values. [Footnote] Concentrate on your objective even when you may disagree on how to reach it.
Your future employer will expect you to show professionalism and possess what are often referred to as
Soft Skills
Building Powerful Listening Skills
Stop talking. The first step to becoming a good listener is to stop talking. Let others explain their views. Learn to concentrate on what the speaker is saying, not on what your next comment will be. Control your surroundings. Whenever possible, remove competing sounds. Close windows or doors, turn off TVs and smartphones, and move away from loud people, noisy appliances, or engines. Choose a quiet time and place for listening. Establish a receptive mind-set. Expect to learn something by listening. Strive for a positive and receptive frame of mind. If the message is complex, think of it as mental gymnastics. It is hard work but good exercise to stretch and expand the limits of your mind. Keep an open mind. We all sift through and filter information based on our own biases and values. For improved listening, discipline yourself to listen objectively. Be fair to the speaker. Hear what is really being said, not what you want to hear. Listen for main points. Heighten your concentration and satisfaction by looking for the speaker's central themes. Congratulate yourself when you find them! Capitalize on lag time. Make use of the quickness of your mind by reviewing the speaker's points. Anticipate what is coming next. Evaluate evidence the speaker has presented. Don't allow yourself to daydream. Try to guess what the speaker's next point will be. Listen between the lines. Focus both on what is spoken and what is unspoken. Listen for feelings as well as for facts. Judge ideas, not appearances. Concentrate on the content of the message, not on its delivery. Avoid being distracted by the speaker's looks, voice, or mannerisms. Hold your fire. Force yourself to listen to the speaker's entire argument or message before responding. Such restraint may enable you to understand the speaker's reasons and logic before you jump to false conclusions. Take selective notes. In some situations thoughtful notetaking may be necessary to record important facts that must be recalled later. Select only the most important points so that the notetaking process does not interfere with your concentration on the speaker's total message. Provide feedback. Let the speaker know that you are listening. Nod your head and maintain eye contact. Ask relevant questions at appropriate times. Getting involved improves the communication process for both the speaker and the listener.
Self-directed work groups and virtual teams
Teamwork has become a reality in business. Many companies have created cross-functional teams to empower employees and boost their involvement in decision making. You can expect to collaborate with a team in gathering information, finding and sharing solutions, implementing decisions, and managing conflict. You may even become part of a virtual team whose members are in remote locations. Increasingly, organizations are also forming ad hoc teams to solve particular problems. Such project-based teams disband once they have accomplished their objectives. [Footnote] Moreover, parts of our future economy may rely on "free agents" who will be hired on a project basis, a far cry from today's full-time and relatively steady jobs.
empathy
The ability to share another person's experiences and emotions; thinking of how the receiver feels and is likely to respond.
Successful Oral Communication With Intercultural Audiences
Use simple English. Speak in short sentences (under 20 words) with familiar, short words. Eliminate puns, sport and military references, slang, and jargon (special business terms). Be especially alert to idiomatic expressions that can't be translated, such as burn the midnight oil and throw a curve ball. Speak slowly and enunciate clearly. Avoid fast speech, but don't raise your voice. Overpunctuate with pauses and full stops. Always write numbers for all to see. Encourage accurate feedback. Ask probing questions, and encourage the listener to paraphrase what you say. Don't assume that a yes, a nod, or a smile indicates comprehension or assent. Check frequently for comprehension. Avoid waiting until you finish a long explanation to request feedback. Instead, make one point at a time, pausing to check for comprehension. Don't proceed to B until A has been grasped. Observe eye messages. Be alert to a glazed expression or wandering eyes. These tell you the listener is lost. Accept blame. If a misunderstanding results, graciously accept the responsibility for not making your meaning clear. Listen without interrupting. Curb your desire to finish sentences or to fill out ideas for the speaker. Keep in mind that North Americans abroad are often accused of listening too little and talking too much. Smile when appropriate. The smile is often considered the single most understood and most useful form of communication. In some cultures, however, excessive smiling may seem insincere. [Footnote] Follow up in writing. After conversations or oral negotiations, confirm the results and agreements with written messages—if necessary, in the local language.