270
Cross-Cultural Communication
In the twentieth century, this was applied to company profitability, with the
similar assertion that 20 per cent of a company’s clients provided 80
per cent
of its profits.
In cultural terms, the hypothesis is behavioural. Tomalin and Nicks
assert that a 20 per cent change in behaviour can achieve an 80 per cent
Figure 14.2 Framework analysis: UK/USA example (Tomalin and Nicks, 2010: 316)
1. COMMUNICATION STYLE
US
UK
Communication
US/UK cultural styles – a comparison
2. WORKING STYLE
3. DISCUSSION STYLE
4. BUSINESS ATTITUDE
5. LEADERSHIP STYLE
6. BUSINESS RELATIONSHIP
7. DECISION-MAKING STYLE
8. BASIS FOR DECISION-MAKING
9. ATTITUDE
TO TIME
10. WORK/LIFE BALANCE
Live to work
Scheduled
Facts
Individualistic
Relationship
Flat
Progressive
Fast-moving
Formal
Direct
Indirect
informal
Slow and measured
Traditional
Vertical
Task
Collective
Instincts
Flexible
Work to live
Cultural Profiling and Classification 271
change in attitude from others. The RADAR system uses this hypothesis
to present a five- step process in promoting adaptation in cultural behav-
iour. RADAR is an acronym of five letters (Tomalin and Nicks, 2010:
70–1):
Recognize (R): the first step is to recognize
that your misunderstanding
or confusion is because you have a cultural communication problem,
probably due to differences in behaviour.
Analyse (A): the second step is to analyse, using the framework,
the source
of the difference. This will reveal the gaps in perception between the two
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