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Fundamental patterns of cultural differences
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SIX fundamental patterns of cultural differences — ways in which cultures, as a whole, tend to vary from one another — are described below. The descriptions point out some of the recurring causes of cross-cultural communication difficulties.
As you enter into multicultural dialogue or collaboration, keep these generalized differences in mind. Ask yourself how culture may be shaping your own reactions, and try to see the world from others’ points of view.
Communication styles
The way people communicate varies widely between, and even within, cultures. One aspect of communication style is language usage. Across cultures, some words and phrases are used in different ways. For example, even in countries that share the English language, the meaning of “yes” varies from “maybe, I’ll consider it” to “definitely so,” with many shades in between.
Another major aspect of communication style is the degree of importance given to non-verbal communication. Non-verbal communication includes not only facial expressions and gestures; it also involves seating arrangements, personal distance, and sense of time.
In addition, different norms regarding the appropriate degree of assertiveness in communicating can add to cultural misunderstandings.
Attitudes toward conflict
Some cultures view conflict as a positive thing, while others view it as something to be avoided. In the US, conflict is not usually desirable; but people often are encouraged to deal directly with conflicts that do arise. In fact, face-to-face meetings customarily are recommended as the way to work through whatever problems exist.
In contrast, in many Eastern countries, open conflict is experienced as embarrassing or demeaning; as a rule, differences are best worked out quietly. A written exchange might be the favored means to address the conflict.
Completing tasks
From culture to culture, there are different ways that people move toward completing tasks. Some reasons include different access to resources, different judgments of the rewards associated with task completion, different notions of time, and varied ideas about how relationship-building and task-oriented work should go together.
When it comes to working together effectively on a task, cultures differ with respect to the importance placed on establishing relationships early on in the collaboration.
A case in point, Asian and Hispanic cultures tend to attach more value to developing relationships at the beginning of a shared project and more emphasis on task completion toward the end as compared with European-Americans. European-Americans tend to focus immediately on the task at hand, and let relationships develop as they work on.
Decision-making styles
The roles individuals play in decision-making vary widely from culture to culture. For example, in the US, decisions are frequently delegated — that is, an official assigns responsibility for a particular matter to a subordinate.
In many Southern European and Latin American countries, there is a strong value placed on holding decision-making responsibilities oneself. When decisions are made by groups of people, majority rule is a common approach in the US; in Japan, consensus is the preferred mode. Be aware that individuals’ expectations about their own roles in shaping a decision may be influenced by their cultural frame of reference.
Approaches to knowing
Notable differences occur among cultural groups when it comes to epistemologies — that is, the ways people come to know things.
European cultures tend to consider information acquired through cognitive means, such as counting and measuring, more valid than other ways of coming to know things.
Compare that to African cultures’ preference for affective ways of knowing, including symbolic imagery and rhythm. Asian cultures’ epistemologies tend to emphasize the validity of knowledge gained through striving toward transcendence.
Recent popular works demonstrate that our own society is paying more attention to previously overlooked ways of knowing. Indeed, these different approaches to knowing could affect ways of analyzing a community problem or finding ways to resolve it.
Some members of your group may want to do library research to understand a shared problem better and identify possible solutions. Others may prefer to visit places and people who have experienced challenges like the ones you are facing, and get a feeling for what has worked elsewhere.
Be careful with disclosure
In some cultures, it is not appropriate to be frank about emotions, about the reasons behind a conflict or a misunderstanding, or about personal information.
When you are dealing with a conflict, be mindful that people may differ in what they feel comfortable revealing. Questions that may seem natural to you — What was the conflict about? What was your role in the conflict? What was the sequence of events? — may seem intrusive to others.
The variation among cultures in attitudes toward disclosure is also something to consider before you conclude that you have an accurate reading of the views, experiences, and goals of the people with whom you are working.
An appreciation of patterns of cultural difference can assist us in processing what it means to be different in ways that are respectful of others, not faultfinding or damaging.
EDITOR’S note:
Australian Dahvida Falanitule, an established international business consultant, moved to Shanghai in December 1999. He welcomes your feedback and any culture-related questions. You can reach him at dahvida@eicmediagroup.com.
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