CHAPTER 27

Citizenship in the Global Village

I am not an Athenian or a Greek, but a citizen of the world.” When Socrates uttered these words, the “world” was still a place with limited boundaries. He would be astounded today to see the extent to which our global citizenship has developed. Indeed, no one needs to tell you that globalization has occurred in our workplace, our businesses, our schools, and our neighborhoods.

Many good books tell us how we differ from our neighbors around the world in such social behaviors as eye contact, touch, the use of personal space, gestures, interactions with authority, and attitudes toward time. This chapter merely looks at some overall principles that may help you as you expand your horizons and come in contact with a growing number of people whose backgrounds and experiences differ from your own.

AVOIDING CROSS-CULTURAL COMMUNICATION PITFALLS

Those who began their lives with English as our native language can take some comfort in the fact that English is currently considered the international language of business, thanks to the far-flung influence of the British Empire and its extensive colonization pursuits. Many of us in the English-speaking world lag behind the rest of the population in our ability to speak more than one language, whereas for a huge number of people in the world, English is a second, third, or even fourth language, enabling efficiencies in doing business.

The English language incorporates a wide variety of usage, pronunciation, and meanings even among those who speak it as their native tongue. And although we can’t solve all the problems that English presents to non-native speakers, we can be mindful of our use of words and remember that three key areas present particular opportunities for confusion or frustration: idioms, jargon/acronyms, and humor.

The Idiom Trap

Idioms are those expressions common to the language that can’t be literally translated, such as “We’re in the ballpark,” “I’ll keep tabs on the situation,” “She let the cat out of the bag,” “He’s on cloud nine,” and “Let’s touch base tomorrow.” Someone with a language-to-language dictionary would find it futile to put the individual elements of these phrases together and make any sense out of them.

While conducting an introductory exercise during one of my workshops several years ago, I asked participants to find out a number of facts about each other, one of which was someone’s “pet peeve.” I discovered, to my chagrin, that the international participants were unfamiliar with the term. I should have known better, but my mistake illustrates the quandary that presents itself in communicating cross-culturally.

As native speakers of English, we become so accustomed to these phrases that we fail to see them as anything other than everyday expressions that our common experience has made ordinary and mutually understood. The new global arena requires that we step back and become sensitive to these colorful but potentially perplexing phrases. At the very least, it’s helpful to have a quick concise definition that familiarizes the audience with the meaning.

The Jargon Jumble

Jargon presents another obstacle to the non-native speaker who is trying to understand English. Today’s business environment is full of jargon such as “bottom line” and “bells and whistles.” We’ve taken a fancy to turning nouns into verbs, so we “effort” to accomplish something, “task” someone with an assignment, or “dialogue” about a problem. In some companies, particular departments or professions have their own language so that even talking across functions can be challenging. And that doesn’t even start to deal with the overabundance of acronyms that infuse most organizations today. Jargon is a kind of useful shorthand that lets colleagues know that you have expertise in a particular area. In fact, a facility with industry or corporate lingo can enhance your credibility. Using jargon works fine as long as everyone knows the code. Make sure that you are confident that when you use jargon you are using it around people who understand what you mean. If you have the slightest doubt, translate the term into plain language.

Humor—Not Funny in All Languages

Remember also that humor doesn’t always translate seamlessly, and even if it does, different cultures find different things amusing—or not. Poking fun or playing a practical joke on someone who is working through unfamiliar surroundings may result in humiliation or anger. Or a joke may just fall flat because the listener doesn’t “get it” because of trouble with translation or different values.

Being sensitive doesn’t mean that you have to give up having fun or keep your communication solemn. Just watch for reactions, explain when necessary, apologize if you offend, and avoid issues that you know will be problematic.

Other Cultural Hurdles

Here are some additional guidelines that will help you when talking with those from another country.

Be aware of your unspoken message. Nonverbal communication can be confusing even when everyone shares a similar cultural experience. Our words and our nonverbal signals may be at odds, for example. We might say “yes” but our body language says “no.” The nonverbal components vary markedly from culture to culture. For example, is it appropriate to make eye contact or not? Is touching someone okay or taboo? What’s the proper distance between you and the other person in a conversation? Knowing the answers to these and similar questions can mean the difference between connecting with and offending a peer from a different background.

Remember that gestures are particularly tricky. In some cultures, for instance, nodding the head means “no” or “I heard you,” rather than “yes” or “I agree.” Forming a circle with the thumb and forefinger, which means “Okay” in the United States, has a variety of meanings around the world—from the obscene to signifying money.

If another person’s friendly gesture is your insult, explain what the gesture means in your own culture. Avoid being derogatory but merely point out the differences in the use of that particular custom. Not only will your explanation ease the immediate tension but it will also help that person in future encounters.

Understand that not everyone craves the spotlight. In the United States, we generally want to stand out in the crowd. We glorify the “winners” in our society, in sports, entertainment, and business. Our celebrities command our attention, often for outrageous behavior. In much of the world, however, the team or group is more important than the individual, and drawing attention to oneself is not a virtue. One manager who wanted to praise an employee who did a particularly good job on a project found that his announcing her accomplishment in a department meeting produced a negative response from her. She later described his actions as humiliating and accused him of making a “spectacle” of her in front of her colleagues. She preferred to be a part of a successful team rather than to be an individual star. Understanding the differences between individualistic and collectivist cultures can help managers be successful in managing in a multicultural environment.

Show an interest in others’ cultures. The more we know about each other, the less baffling and disturbing our respective differences in behavior appear. Encourage people with whom you work and relate to tell you about their way of life, customs, holidays and celebrations, and prohibitions. Sherron Bienvenu, president of the training and consulting firm Communication Solutions, notes that Americans have to work hard to dispel the “ugly American” stereotype. She suggests that people in the United States should make a special effort to find out how customs, procedures, and business practices differ in other countries, and when working with people from other cultures, either at home or abroad, we should remember to be sensitive to these differences in what they say and how they act.

Some companies encourage greater appreciation for diverse cultures by designating a day for sharing foods, explaining the significance of certain holidays, and engaging in roundtable discussions in which employees can learn more about each other. But real progress in understanding between people usually occurs in one-on-one situations. Don’t depend solely on institutionalized initiatives to help you cross a cultural gulf. Take it upon yourself to reach out to people of different backgrounds and, at the very least, to read about other cultures.

While most people will appreciate your interest in their customs, keep your inquiries broad-brushed and generic. Members of some cultures are uncomfortable with questions that seem to pry into their personal lives. And be sure to explain your reasons for asking questions. Show that you are genuinely interested and that you want to know more about their history, religion, or traditions.

Most people, however, are happy to talk about subjects that are familiar and important to them. Your willingness to listen in an appreciative and nonjudgmental way will make a significant impact on someone who may feel set apart and who may see you as a “stranger” or “foreigner.”

Make sure that you adopt a position of inquiry rather than advocacy. Avoid creating a tit-for-tat situation in which you counter every statement or piece of information with a “This is how we do it” comeback. Let the speaker hold center stage unless he or she asks you about your own situation, and, as Bienvenu suggests, be patient. “Americans interrupt too easily,” she notes. “When we understand the question, we jump to answer it. Most other cultures will wait patiently for the speaker to finish, and we should return that respect.”

Avoid sending a message of cultural superiority. Being proud of our ethnic, national, religious, or racial origins is healthy and helps define who we are. Our self-esteem often connects closely with the communities in which we trace our roots. However, national or ethnic pride should not translate to arrogance or superiority (although we know that it often does). When you explain aspects of your culture, make sure that you do it in a way that informs rather than attempts to convert or persuade someone about the particular virtues of your own conventions.

Remember that different doesn’t mean better or worse. Traditions usually develop because of a particular society or group’s needs, given their circumstances and challenges, and we should accept rather than criticize those differences. Sharing should be descriptive rather than evaluative—a way to bring about awareness rather than to debate values. A genuine respect for others includes valuing cultural differences.

BECOMING A CONSTANT LEARNER

Companies today know that they must bridge cultural and language barriers in order for their organizations to succeed. Likewise, individuals who improve their intercultural savvy and lessen their tendency to ethnocentrism will enhance their acceptance by others.

Opportunities for learning abound. Members of corporations who are being sent to work in an office in another country have access to extensive training to alleviate much of the discomfort and uncertainty of working in an unfamiliar place. But even if you are working in your home country, you still have many occasions for strengthening relationships and reducing miscommunication and misunderstandings by taking the initiative to read, discuss, and observe. A colleague’s refusal to partake of certain food at the company picnic may be based on a religious observance rather than a lack of appreciation for the event planners’ efforts.

Understanding differences and points of similarity among us, as people of different cultures and backgrounds, can facilitate decision making, negotiations, and the way we conduct meetings and make commitments. The more we know about each other, the more we can become proficient at dealing with each other in an affirming way.

Remember also that cultures are dynamic. Just as your own society is constantly shifting and changing, so are others throughout the world. Keeping current, developing an inquisitive attitude, and continuing to conduct meaningful dialogue with those in neighboring cubicles or on the next continent will pay dividends in your own effectiveness and make doing business less difficult and more productive for everyone.

THE BOTTOM LINE

Both our verbal and nonverbal messages create pitfalls in our intercultural interaction.

In dealing with people from other cultures, show an interest and avoid any appearance of sending a message of cultural superiority.

Bridging cultural and language barriers is essential for organizational and personal success in today’s global marketplace.