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Culture Clash When a Danish Ministry of Education official who turned up for a meeting in London wearing casual dress, he was kept waiting for two hours in reception while they checked it was really him. Culture, it seems, may prove more of a barrier to understanding than language in the 21st century. And, expatriates who can communicate sensitively across cultures will have an edge on the competition. More importantly it may make the difference between a projects success or failure abroad. In China, for instance, as well as the re-awakening Tiger economies of South East Asia, using the wrong colours on packaging, or a chance mistaken remark could lead to a local partner losing face. And it may be useful to know that while in Africa raising the voice may engender respect, in Japan sneezing loudly in public merits serious apology. Understanding how your culture has moulded you helps in spotting potential communication problems, and learning about cultural differences helps, but cultural competence is mainly about putting yourself in another person's shoes. After all, it is handy to be able to distinguish a 'yes' from a Japanese, which means 'I heard what you said', from an Indian, 'I am saying what you want to hear', from a Arab, 'I am giving you my word'. Mind your manners in meetings Up to 90% of a managers time consists of meetings and negotiations, offering plenty of opportunity for misunderstandings. When presenting yourself, stick to formal, dark suits, you can always tone them down. This may avoid cultural misinterpretation. In the Ukraine, for instance, light colours denote a lazy person and flamboyant tailoring may put off Swiss or Germans. As an article in Lufthansa's inflight magazine sternly warns us: 'Short sleeves lack chic, short socks are silly, shorts, ridiculous and jeans quite out of the question unless of course your appointment is at a chicken farm.' When being introduced, don't greet people by their first name unless invited, and in status conscious cultures, make sure you include appropriate titles. Body blunders are common. Although a smile is usually the most immediate link between people, in Thailand, it may mean anything from embarrassment to nervousness. Holding eye contact with the Japanese will be interpreted as intrusive and slouching an indication of character. Taking off your jacket in a meeting with Germans, indicates that you're not serious about doing business. Pointing at people is rude in Arab countries and in South East Asia, pointing the soles of your feet towards anyone offensive. A few years ago a shoe company had to withdraw an advert showing trainers lined up at a temple doorway next to an image of the Buddha, as it was considered sacrilegious. British social niceties are not universal. In the Czech Republic, 'How are you?' is considered an over personal question and 'What do you do?' may offend in France. By contrast, Greeks, open and inquisitive, ask personal questions and Dutch frankness may border on rude. While lengthy greetings are appropriate with an African businessman, in Scandinavia, prolonged small talk is not appreciated. The Finns prefer long silences to talking and proving your manhood by toasting with vodka is important in Russia and Eastern Europe. Open to debate In relationship-centred, flexible cultures, business is accepted or rejected based on personal sentiment. People are interested in who you are, not what you say. Meetings are a formality, and arranged and cancelled at the last minute, as the real business is conducted outside. Long lunches in Spain and the Latin world, are the norm. There may be an agenda, but keeping to it is another matter. Frequent interruptions characterise meetings in Africa and Arab countries. The French, who see everything as linked, will jump between items in no particular order. The Portuguese state their position and defend country honour. Decisions may be stated as absolutes by leaders, but they often make concessions over coffee later. Coy and cautious In Asia and the Orient business is also based on personal relationships, but within a traditional hierarchy. The Japanese see meetings as relationship building exercises, so don't expect decisions. In China, 'auspicious' days are chosen, so a second meeting may not be immediate. You'll deal with the group so expect three smiling faces instead of one and the decision maker will be one of the silent partners, in Japan, the one who gets his tea first. Ceremony is important in these cultures. Never pour your own sake in Japan, or throw someone's business card into a pocket without studying it. This causes great offence, even in westernised Singapore. Certain days, colours, numbers and symbols are deemed unlucky throughout Asia. A foreign furniture retailer operating in Hong Kong couldn't figure out why his promotion of a free alarm clock with each bed ordered resulted in a drop in sales. But in Chinese culture, a clock symbolises impending death! Once you understand the central themes of a culture's style, it is easier to anticipate how they are likely to behave and how to respond. An American company tendering for a contract in Spain learned this the hard way. With a higher tech, better quality and lower priced product, they couldn't understand why they'd lost out to a European competitor. But, knowing that the Spanish are relationship oriented, the European company had simply spent two weeks in the country getting to know everyone. Points affecting business style
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Publication: Nexus Expat News.
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