Effective interpersonal communications in a
multi-cultural work environment

by

 Florian Mayer

CONTENT

Introduction

Cultural differences

The Johari window model

The importance of cultural roots

The importance of learning styles

Motivational factors in interpersonal relations

How to communicate more effectively

Conclusion

Appendices

Introduction

As the world is more and more becoming a ‘global village’, meaning that goods, people and ideas move more easily and frequently between places, it has become of great importance for successful businesses in the international arena to employ a range of staff that are able to communicate effectively with people from different national and cultural backgrounds. It has been said that ‘effective communication is the hallmark of dynamic, productive leadership’ (Fisher, 2002). Furthermore, a dynamic leader is one who not only takes responsibility for what he or she says, but for how it is heard and experienced by others. By definition, communication is the exchange of thoughts, messages or information. More importantly however, our oral communications are revelations of who or where we are in any given moment, whether directly or indirectly expressed. An effective communicator is described to be a person ‘who has the ability to detect and use such revelations to achieve a mutually beneficial outcome’ (ibid.) for all parties involved.

In the following, this essay aims to establish what steps an individual can take to become a more effective communicator with a range of people from different countries. Firstly, we will be looking at the meta-dimension of culture, where people’s different behaviours, values and worldviews are formed to better understand sources for potential conflict between different cultures. Then, we move on to the interpersonal dimension of communication by introducing the Johari window model, which illustrates relationships in terms of awareness. Following from this, we will be looking at individual’s different learning styles and motivational factors which have an influence on interpersonal work relations. Subsequently, more concrete advice for effective communication, such as how to behave assertively in negotiations, is given.

Cultural differences

Recognising cultural differences is an important first step to anticipating potential threats as well as opportunities in personal and business encounters. Having what Schneider and Barsoux (2003: 200) call a ‘global mindset’ requires broad scanning, peripheral vision, and keeping in mind that multiple interpretations are likely. This represents a ‘way of thinking’- being ‘open-minded’ rather than dogmatic and insisting on ‘one best way – my way’, or overly relying on stereotypes. It also means being able to see both ways, my way and your way (ibid. 200). This is what Trompenaars (1997: 195) has termed ‘cultural competence’, which includes both awareness of and respect for different states of mind.

The term enculturation is used to describe the process of learning about our own culture and how to behave in a certain cultural setting¹. Another term used synonymously is socialisation (Samovar and Porter, 2001: 35). Whichever word is used, both describe the process of learning about the culture we grow up in that shapes our behaviour and perceptions in a more or less prominent way. Culture, has thus been defined as ‘the collective programming of the mind which distinguishes one human group from another’ (Hofstede quoted in Kennedy, 1998: 23), or ‘the way in which a group of people solves problems’ (Trompenaars in Kennedy, 1998: 23).

Hofstede compares cultural differences between nations on an organisational level. Based on a study he undertook among employees of IBM he has established a system of four cultural dimensions, which affect people’s behaviour, and the culture of a country2. Although, Hofstede has been criticised by other scholars on the grounds that he generalises, based on observations from one organisation, IBM, which is an organisation with specific employment criteria and distinct American values, and for not including working class groups (Hannagan, 1998: 242), the four work-related dimensions can be seen as important constructs in understanding cultural differences. They can, for instance, explain why people from a collectivist culture like China prefer to work towards a shared group goal and expect more help from others than people from an individualistic culture like the Anglo-Saxon.

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1 More specifically, enculturation is as Hoebel and Frost (1976: 58) say, ‘conscious or unconscious conditioning occurring within that process whereby the individual as child and adult, achieves competence in a particular culture’.

2 He differentiates between “power distance index”, which ‘indicates the emotional distance between an employee and his superior’ (Hofstede, 2001: 27), “uncertainty avoidance index” which shows ‘the level of threat members of a culture experience if they are faced with uncertain or unknown situations’ (ibid. 158, my own translation), “individualism index”, the extent to which a society expects individuals to take care of themselves and their families, and “masculinity index”, which indicates the relative importance of assertiveness, acquisition of money and things, as well as the degree of not caring for the quality of life and for other people, and found that great differences persist on those dimensions between nations on a global level.