Effective Cross-cultural Communication for International Business

Best practices for effective Cross-cultural communication

1. 
   Always maintain etiquette
   

Etiquette is the parameter for what is considered appropriate and inappropriate in a culture. It shapes the structure, integrity and grace which transmit from one culture to another. When visiting a foreign country it’s always appropriate to read about the place and follow basic common sense. Although fads fade, the basics of etiquette remain the same. Always try to build a balance without losing individualism by showing respect, care and manners. Check how to address the people before doing presentations and meetings. For high power distance cultures, showing respect and adding, ‘Sir’, is highly expected, where as in low context managers are comfortable when employees call them first names. Respect is the key in bridging the cultural gap. Avoid any abbreviations, slang and jargons, since there is a chance that it may be taken literally. Speak clearly and in a slower mode, try not to drag conversation. Being polite and knowing appropriate greetings help in connecting with the audience. Greetings comes in all different forms like handshakes, kisses, hugs, namaste and bows.
Using rude hand gestures, touching and asking personal questions may be seen as unprofessional and unsuitable in different contexts. Wearing casual-casual wear to an American setting may be taken as self-confident, but for Asian cultures a wearing work-casual may be more appropriate. Also it’s appropriate to avoid discussions on global affairs and politics from professional settings. Religious prejudice might be a problem with religious discussions. In Asian cultures, saying “no” is considered impolite and uncomfortable.

2. 
   Do not interpret as per one’s own culture and form stereotypes
   

Members of a multicultural team convey their ideas and usually ‘open up’ only to their cultural peers. Stereotypes happen when they see others through their ‘cultural lens’ and form belief about specific types of individuals or groups. For example, cultural stereotyping may be done by the multi-cultural managers based on the problem-solving skills of people. They try to avoid those who rush to their cabins for simple solutions. When an employee from that cultural group later joins the team, he may feel discriminated by such notions. American managers may feel Indian employees have a very good skill set, but they lack initiative skills. An Indian employee with good leadership skills might feel discriminated due to these notions about his cultural group.
Another problem for a manager is to distinguish between employee’s personality and culture. When a manager gets an unexpected reply from a team member from a different cultural background, he might wonder if it’s because of the personality or because of a different cultural background. The interpretation shouldn’t be biased as per own culture. We might be having certain cultural stereotypes based on the cooperative nature of people from different cultures. The gaps between the stereotypes often cause misunderstandings, resulting in group conflicts. The highly cooperative cultures are of Japan, America, Germany, Mexico followed by Indians and Israelis as per a study conducted by two German psychologists (Angela Dorrough; Andreas Glockner, 2016). It is always beneficial to understand one’s own stereotypes and be open to other cultures.