Frame, A. (2012). Cultures, Identities and Meanings in Intercultural Encounters: a Semiopragmatics Approach to Cross-Cultural Team-Building. In V. Carayol & A. Frame (Eds.), Communication and PR from a Cross-Cultural Standpoint. Practical and Methodological Issues (pp. 31–42). Brussels: Peter Lang. (original) (raw)
Related papers
Among Cultures : The Challenge of Communication
2001
1. What is Meant by Intercultural Communication? 2. What is the Relationship Between Communication and Culture? 3. How Can We Learn About Our Own and Others'''' Cultures? 4. How is Culture Related to Our Identities? 5. Where Can We Look to Explain Verbal Misunderstandings? 6. Where Can We Look to Explain Nonverbal Misunderstandings? 7. Why Do So Many People Get Treated Poorly? 8. How Can We Manage Conflict in Intercultural Settings? 9. How Can We Succeed in Our Intercultural Travels? 10. What Diversity Exists in the Study of Intercultural Communication? 11. Can Judgments of Right or Wrong Be Made When Dealing with Other Cultures?
UNDERSTANDING CROSS-CULTURAL COMMUNICATION
It is an accomplished fact that today's workplace is increasingly becoming more and more global. Business environments are expanding to new geographic locations, spanning numerous cultures. In such a globalized business atmosphere, understanding how to communicate effectively with individuals, who speak different languages and come from different cultural, regional and national backgrounds, becomes imperative. It is important for people to realize that a basic understanding of cultural diversity is the key to effective cross-cultural communication. In fact it would be safe to say that culture and communication are inextricably linked to each other, as it is almost impossible to say or communicate anything that does not have an underlying cultural context. In the present paper I wish to discuss the multifarious cultural variables and their impact on communication. I would also like to deliberate on the various cross-cultural communication strategies that may help overcome potential problems and misunderstandings thus rendering communication effective.
2001
This study examined the communication styles of East Asians and Anglo-European New Zealanders (Pakeha). Results indicated that in general, Asians exhibited more sociocentric communication behavior whereas Pakeha exhibited more idiocentric behavior. In intercultural interactions, both the frequency and intensity of these behavior styles were exacerbated. Results further indicated that task accomplishment required more time in the intercultural condition as compared to homogeneous conditions. Implications for international management research and practice are discussed.
BABR 3-1 CULTURE, COMMUNICATION, CONTENT AND POWER 1. How do definitions of culture influence people's perspectives on intercultural communication? We need to specify our approach to intercultural communication. We want to apprehend that different human beings inspect quite one-of-a-kind perspectives. The robust feel of group identity is produced with the aid of culture. On the other hand, it can additionally lead to ethnocentrism, Ethnocentrism is the tendency to view one's very own culture as most fulfilling to others. Enculturation is a foremost element here. Being always instructed that you live in the worst united states in the world or that the Western nations are exquisite can lead to emotions of cultural inferiority. This includes the feeling that your way of lifestyles is worse than those of different nations, or the faith that your values are subpar to those of different ethnic groups. This is mainly manifested amongst children. It can additionally end result from a lack of contact with other cultures. If an person is solely exposed to a Western orientation, they may develop a sense of entitlement. Moreover, they may also tend to view the rest of the world from a lower perspective. Furthermore, this inability can create outlooks of ethnocentrism. Obviously, it is natural to feel at ease with human beings who are like you. It's very convenient to have interaction with humans who have same social norms and protocols. You recognize what to expect. In turn, it is normally convenient to communicate. On different other hand, it's also normal to experience uneasy when confronted with new social values, beliefs, and behaviors. Certainly, you do not know what to expect. In turn, communication can be very difficult. On the contrary, to evaluate those differences negatively is a hindrance to an effective intercultural communication. Yes, they vary from our expectations but we shouldn't view then in an ethnocentric outlook Every day we encounter an overwhelming amount of mixed motivations. We must carefully process them. We must also assign proper meanings. This process of organizing and evaluating stimuli is called perception. The capacity of stimuli is too large for us to pay attention to everything. In turn, we select only what is considered relevant. After determining, the next step is evaluation. The university library and media outlets, must give proper information to the structure before it can be interpreted.
Global Communication and Cross-Cultural Competence: Twenty-First Century Micro-Case Studies
2017
Sensitivity to diversity now demands a strategic understanding of the importance of crosscultural communication competence in every action in organizations, communities, and nations throughout the world. Employers cannot under value global business communication and cultural competencies. Cross-cultural misunderstandings can be tricky in the best of circumstances and literally explosive in the worst. To prevent misunderstanding requires awareness of as many aspects of the other's culture as possible to avoid trespassing on someone's beliefs or cultural sensitivities. Being blind to the global communication and cross-cultural implications is no excuse once an incident has happened. According to Victor (1992), "Few things…are more important in conducting business on a global scale than skill in communication, because few other areas of business practice depend so much on an understanding of the cultural heritage of the participants" (p. xiii). The emphasis here should be placed on the concept that "communication and culture are inextricably intertwined. Indeed, culture itself is one form of communication…. Consequently, the study of cultural differences and similarities so essential to international business success is largely inseparable from the study of international business communication" (Victor, 1992). Collaboration is a strategic imperative. "Cultural synergy in today's global economy requires individuals with multinational organizations to be culturally aware and competent in cross-cultural communication" (Schmidt, Conaway, Easton, & Wardrope, 2007). Managing what Rogers (2015) identified as the "necessity of multi-tasking, compromise, and competitiveness, challenged by information overload and misrepresentation, attention deficit, and cross-cultural impatience," the authors have developed these seven micro-cases which are designed to create cross-cultural awareness on multiple levels, spark discussions, and prevent unintended faux pas. They are examples of how global communicators and global organizations must "process information, decipher falsehood, speak truthfully, seek understanding, reach consensus, and discipline self-centeredness" (Rogers, 2015). Conaway (2015) reinforced Roger's point: "today's firms will not succeed without effective business communication. Global firms today depend on their managers' ability to communicate, whether across cultures, within the organization, or with competitors who are challenging the company's very existence." To assist with this process, at the end of each case, discussion points and questions are included. Case discussions can be held in many settings-teams, organizational committees, classrooms, and community gatherings. One unique feature of these cases is the "bumper sticker" summary which captures the essence of each case. While each incident is real, names and identifying details have been changed to preserve confidentiality. Micro Case One. A Reluctant Handshake This case was prepared by Deanna L. Day and Christine R. Day. Case One, "A Reluctant Handshake," highlights the global communication, cultural, and sub-cultural issues related to touching in a professional setting. One additional point made by the 1 Barker et al.: Global Communication and Cross-Cultural Competence Micro-cases
Managing cross-cultural communication challenges Toward a more perfect union in an age of diversity
We all have an internal list of those we still don't understand, let alone appreciate. We all have biases, even prejudices, toward specific groups. We need to try thinking about their hopes and fears in relating to people of a group different from their own. Fears usually include being judged, miscommunication, and patronising or hurting others unintentionally; hopes are usually the possibility of dialogue, learning something new, developing friendships, and understanding different points of view. At any moment that we are dealing with people different from ourselves, the likelihood is that they carry a similar list of hopes and fears in their back pocket. 11 We all communicate with others all the time – in our homes, in our workplaces, in the groups we belong to, and in any community. No matter how well we think we understand each other, communication is hard. " Culture " is often at the root of communication challenges. Our culture influences how we approach problems, and how we participate in groups and in communities. When we participate in groups we are often surprised at how differently people approach their work together. Intercultural communication includes diversity and global communication within different cultures Culture is a complex concept, with many different definitions. But, simply put, " culture " refers to a group or community with which we share common experiences that shape the way we understand the world. It includes groups that we are born into, such as gender, race, or national origin. It also includes groups we join or become part of. We can acquire a new culture by moving to a new region, by a change in our economic status, or by becoming disabled. When we think of culture this broadly, we realise we all belong to many cultures at once. In a world as complex as ours, each of us is shaped by many factors, and culture is one of the powerful forces that acts on us. Culture is central to what we see, how we make sense of what we see, and how we express ourselves. As people from different cultural groups take on the exciting challenge of working together, cultural values sometimes conflict. We can misunderstand each other, and
Book Review: Intercultural interaction: A multidisciplinary approach to intercultural communication
International Journal of Cross Cultural Management
This book is focussing on intercultural interaction and brings a new perspective into the field of intercultural management and intercultural communication handbooks. Both authors are British researchers in applied linguistics with an experience of teaching English as a foreign language and a deeper knowledge of the Chinese (Spencer-Oatey) and the German (Franklin) cultural environments. The book is published within a series on "Research and Practice in Applied linguistics" but the authors defend a multidisciplinary approach integrating conceptual frameworks from different disciplines. The book is divided into four parts and twelve chapters. The first chapter is an introduction presenting the backgrounds and the intentions of the authors, giving first definitions of interaction, culture and intercultural communication.