3.2. DEALING WITH CULTURAL INFLUENCES ON COMMUNICATION

When we communicate with others, we are continuously observing their behavior and reactions, interpreting what they mean, then acting on our interpretation. In cross-cultural interactions, the chance for misinterpretation is high because, without awareness and knowledge, we interpret and act through our own cultural lenses, based on our own programming. With awareness and knowledge, we can make more accurate interpretations and choose more appropriate and effective actions.

Helping individuals and workgroups deal with these differences is critical to productivity and teamwork. To deal effectively with these differences, we need a conscious awareness of them and how they play out. Second, we need to understand our own cultural programming and how it influences our behavior and interpretation of others' behavior. Finally, we need to understand others' programming that may be different from ours. Once we have this added awareness and knowledge, we have the capacity to make more appropriate choices about how to act.

The "Cultural Orientation Questionnaire" can help you and your employees gain this awareness and understanding by providing an opportunity to clarify both your and their own cultural programming, learn about others' software in a nonjudgmental way, and finally negotiate ways of working together to resolve any difficulties, misunderstandings, or conflicts these differences may cause. After completing the questionnaire, fill out the Profile form.

The profile range gives you an indication of your orientation on each of these dimensions of culture. Analyze your results with regard to your communication effectiveness. How does this profile work for you? Where does it help you and where does it hinder your communication? You might want to have a colleague or friend give you feedback to help in your analysis. Where do you need to develop your ability be more flexible and expand your range in order to increase your effectiveness in communicating across cultures?

3.2.1. Suggestions for Using the "Cultural Orientation Questionnaire"

Objectives

• To clarify one's own cultural programming

• To understand differences in cultural programming among co-workers

• To stimulate discussion and negotiation of differences

Intended Audience

• Members of a global multinational work team, task force, or department

• Managers of international or multicultural teams

Time

• 45 to 60 minutes

Materials

• Copies of the "Cultural Orientation Questionnaire," scoring sheet, and profile

• Enlargements of the "Cultural Orientation Profile" (optional)

Directions

• Discuss and define the dimensions on each continuum.

• Ask team members to respond to the questionnaire and score responses, following directions.

• Have members share profiles and discuss similarities, differences, and implications for the team, either by showing each other their worksheets or by putting their marks with a colored marker or stick dots on an enlarged chart of the profile sheet posted on the wall. (One for the whole team, or one chart for each group of five to six people.)

Cultural Orientation Questionnaire Directions: In each pair of statements below, distribute 10 points between the two choices, based on how much each describes you, for example, 7 points for the a. statement, 3 points for the b. statement. If both describe your orientation equally, you would give each 5 points. ____ a. I like specific directions that tell me exactly what is expected. ____ b. I like more general, open-ended directions that give me some leeway and autonomy. ____ a. When feedback is vague, I'm confused and frustrated. ____ b. When feedback is direct, I'm embarrassed and upset. ____ a. I'm perplexed when I don't receive specific, to-the-point information. ____ b. I feel limited and micromanaged when I receive very specific communication. ____ c. I like to know who will take responsibility. ____ d. I like feeling that we all have shared responsibility. ____ c. Knowing someone's in charge gives me a sense of security. ____ d. Titles, status, and formality create barriers for me. ____ c. I work best when there's order from a chain of command. ____ d. I work best when I can rely on information and ideas from anywhere in the organization when levels are disregarded. ____ e. It's embarrassing to me to be singled out for praise. ____ f. I feel best when I'm responsible only for my own work. ____ e. What's best for me is what's best for the group. ____ f. Each individual's needs must be respected and considered. ____ e. I work best in a team or group setting. ____ f. I work best independently on my own. ____ g. I need to get to know people in order to work productively with them. ____ h. Spending time talking and socializing interferes with productivity. ____ g. Teamwork is enhanced when there are strong interpersonal bonds. ____ h. Productivity is enhanced when people focus on getting the job done. ____ g. I enjoy socializing with my co-workers in and out of work. ____ h. I keep my work life and social life separate. ____ i. I rarely look at the clock or a watch. ____ j. I run my day by a schedule. ____ i. What happens at the meeting is more important to me than when it starts. ____ j. I like to be on time and expect others to do the same. ____ i. For me, a schedule and appointments are guidelines not rules. ____ j. It's frustrating for me when others are late. ____ k. I become tense and upset when there is conflict at work. ____ l. When there is a conflict at work, I want to get to the bottom of it. ____ k. Differences are best dealt with quietly, behind the scenes. ____ l. Differences are best dealt with when the issues are discussed openly. ____ k. I try to avoid conflict wherever possible. ____ l. I generally confront the issue when I perceive there is conflict brewing. Scoring Write the points for each statement, then add the total points for each letter and divide by three to find an average score for the three items with the same letter.

Cultural Orientation Profile Directions: Circle the average for each letter. Draw a vertical line connecting the circled numbers on the left and another line to connect the circled numbers on the right side of the chart. The space between the two lines represents your cultural-orientation range, while the position of your profile, left, right, or center, will give you an indication of your cultural orientation on each of these dimensions.

Questions for Discussion/Consideration

• What similarities and differences do you see among group members?

• How does your profile reflect a preferred national or organizational profile?

• How does your own profile help and hinder you in communicating?

• How flexible are you in adapting to others who have different cultural orientations on these dimensions?

• How do the differences play out in work behaviors and team interactions?

• How does your combined profile help and hinder you as a team?

• Where are there potential "hot spots" that may lead to misunderstanding or conflict?

• What adaptations do you need to make to communicate more effectively with one another?

• How can you make your combined profile work in your group's favor?

Cultural Considerations

• Talking about differences openly may be uncomfortable for some team members. In such cases, have team members turn in their profiles anonymously and draw a composite group profile for the team to discuss.

Caveats, Considerations, and Variations

• Have each team member mark his or her profile on a separate transparency printed with the profile scoring sheet. Then juxtapose transparencies on an overhead to show differences and similarities in profiles.

• If there are distinct cultural groups, have each group mark profiles using a different colored marker for each group. First show collected profiles of each national or civilizational group together, discussing similarities and differences within a group. Then combine all profiles. (Variation suggested by the work of Mila Hernán Alvarez, Business Communication Consultant, Madrid, Spain.)

• Have members pair or group with those on the team they most need to communicate with to share profiles and negotiate adaptations.