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Intercultural communication
What is business English ?
Loosely defined, BE refers to the Engl lg used in international trade or business. Loosely defined, BE refers to the Engl lg used in international trade or business. It is a specialized area of the Engl lg learning and teaching → largely attributed to non- native English speakers Aim to enhance their chances of doing business with companies from English speaking countries. BE can refer to the study of business Engl voc used in the fields of trade, business, finance, or international relations. If the study focuses on techniques on business presentations, negotiations, correspondence, writing and other skills needed for business communications, then it can be classified as the study of Business English communication skills in the workplace. Both are important and used usually together.
Culture. Barriers to Intercultural communication
Synergy (from Greek for “ working together”) means that the combined effect is more than the effect of the sum of the individual parts.
Culture: Could refer to literature, music, art. Here : refers to the system of shared attitudes, beliefs , values and behavior .
The iceberg model: Behaviour, clothing , food above the surface of the water. Meanings, beliefs, attitudes and values below the surface.
The onion model: layers of culture (behaviour, clothing, food) can be peeled away to reveal underlying basic assumptions (meanings, beliefs, attitudes and values).
The tree model: contrasts visible and hidden culture: the roots - the historical origin of C; the stem- meanings, beliefs, attitudes, values; the branches and leaves- food, clothing, behaviour
Communication: is the intentional transmission of ideas from one individual to one or more others . C= the exchange of meaning , involves the sending and receiving of info between a sender and a receiver. C happens through the use of words + non-verbal factors (eg facial expressions and gestures ).
Stereotype is a fixed idea or image that many people have of a prticular type of person or thing , but which is not true in reality. The word comes from printing (describes the printing plate used to produce the same image over and over again).
Culture shock: is precipitated (caused) by the anxiety that results from losing all our familiar signs and symbols of our social intercourse. Symptoms: Excessive washing of the hands . Excessive concern over drinking water, food, dishes and bedding. Fear of physical contact with attendants and servants. The absent, far-away stare (the tropical stare). A feeling of helplessness. Delay or refusal to learn the lg of the host country . Excessive fear of being cheated. Excessive concern over minor pains . Terrible longing to be back home.
Reverse CS- re- entry shock- the unexpected confrontation with the familiar.

Cultural dimensions. Non-verbal communication
Nonverbal communication is usually understood as the process of communication through sending and receiving wordless messages. Such messages can be communicated through gesture; body language or posture ; facial expression and eye contact; object communication such as clothing, hairstyles or even architecture; symbols and infographics.
Speech may also contain nonverbal elements known as paralanguage, including voice quality , emotion and speaking style, as well as prosodic features such as rhythm , intonation and stress .
Likewise, written texts have nonverbal elements such as handwriting style, spatial arrangement of words, or the use of emoticons.
Kinesics is the study of body movements, facial expressions, and gestures, as well as dress .
Kinesic behaviors include mutual gaze, smiling, facial warmth or pleasantness, childlike behaviors, direct body orientation, and the like.
Oculesics The study of the role of eyes in nonverbal communication is sometimes referred to as "oculesics". Eye contact can indicate interest, attention , and involvement.
Gaze is comprised of the actions of looking while talking , looking while listening , amount of gaze, and frequency of glances, patterns of fixation, pupil dilation, and blink rate .
Haptics is the study of touching as nonverbal communication. Touches that can be defined as communication include handshakes, holding hands, kissing (cheek, lips , hand), back slapping, high fives, a pat on the shoulder , and brushing an arm.
Proxemics is the study of how people use and perceive the physical space around them. The space between the sender and the receiver of a message influences the way the message is interpreted. The perception and use of space varies significantly across cultures and different settings within cultures
Paralanguage (sometimes called vocalics) is the study of nonverbal cues of the voice.
Various acoustic properties of speech such as tone , pitch and accent, collectively known as prosody, can all give off nonverbal cues. Paralanguage may change the meaning of words
The voice set is the context in which the speaker is speaking. This can include: the situation, gender, mood, age and a person's culture.
The voice qualities are volume , pitch, tempo, rhythm, articulation, resonance, nasality, and accent.
Characterizers are emotions expressed while speaking, such as laughing, crying, and yawning.
A voice qualifier is the style of delivering a message - for example, yelling , as opposed to whispering Vocal segregates such as "uh-huh" notify the speaker that the listener is listening.
Posture can be used to determine a participant ’s degree of attention or involvement, the difference in status between communicators, and the level of fondness a person has for the other communicator. Posture is understood through such indicators as direction of lean , body orientation, arm position , and body openness.
A gesture is a non-vocal bodily movement intended to express meaning. They may be articulated with the hands, arms or body, and also include movements of the head, face and eyes, such as winking, nodding, or rolling one's eyes.
Emblems are gestures with direct verbal translations, such as a goodbye wave ;
Illustrators are gestures that depict what is said verbally, such as turning an imaginary steering wheel while talking about driving ;
an affect display is a gesture that conveys emotions, like a smile ;
regulators are gestures that control interaction;
an adaptor is a gesture that facilitates the release of bodily tension, such as quickly moving one's leg.
Speech-independent gestures are dependent upon culturally accepted interpretation and have a direct verbal translation. A wave hello or a peace sign are examples of speech-independent gestures.
Speech related gestures are used in parallel with verbal speech; this form of nonverbal communication is used to emphasize the message that is being communicated
Communication style
low vs high context cultures
In high context countries (like Japan) meaning does not always have to be put into words; non-verbal clues are important+ the context where the situation takes place . In HCC you have to get to know your partner , build a relationship . In LCC meaning is made explicit and put into words. LCC tend to be task centered vs relationship-centered.
polychronic vs monochronic cultures
In polychronic cultures- many things are done at the same time, approach to deadline is flexible. In monochronic ones , one thing at a time, great stress on meeting deadlines and schedules
Cyclical concept of time:
Inspired by the daily and yearly routines of agricultural life. Time is not a scarce resource, it keeps coming all the time. People should adapt to natural cycles.
Event-related concept of time:
Time is when sth happens. Eg the roof starts leaking- you take action - but not before - even if you know it is going to happen any minute . The event (roof) triggers the action (repair). Time cannot be wasted or saved
Linear concept of time:
Time is a line- the product of an industrial society which required precise measurement of time, planning and discipline.
Cultures with short- term orientation: Respect for traditions . People prepared to overspend to keep up with the Jones ’. Small amount of savings. People expect quick results
Cultures with long-term orientation: Traditions adapted for modern context. People are thrifty (managing money and resources in a cautious and sensible way so as to waste as little as possible). Large amount of savings. People persevere (keep carrying on despite dificulties) for slow results
Power distance - the extent to which less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally
In large power distance cultures: subordinates expect to be told what to do, wide range of salaries exist
In low power distance cultures subordinates = supervisors, salary ranges rather small
Individualist cultures stress self-realization, collectivist ones require that the individual fits the group
Individualist cultures- people look after themselves and their immediate family
In collectivist ones they look after a wider group in exchange for loyalty
Uncertainty avoidance- the extent to which the members of a culture feel threatened by uncertain or unknown situations. Lower in Britain than Germany
Weak uncertainty avoidance cultures - Uncertainty is a normal feature of life. People are comfortable in unambiguous situations. There should not be more rules than necessary. Tolerance of innovatiove ideas. Motivation by achievement
Strong uncertainty avoidance cultures - Uncertainty is a threat . People fear unambiguous situations. There is an emotional need for rules. Resistance to innovation. Motivation by security .
In masculine cultures: men are to be assertive, tough, focused on material success , women should be modest, tender , concerned with the quality of life. Material success is dominant value . Things are important. Men are assertive. Women deal with feelings . People live to work . Managers are expected to be decisive. Competition and performance are important at work. Conflicts are fought out.
In feminine cultures, the roles of men and women overlap and both are supposed to be modest, tender and concerned with quality of life. Caring for others is a dominant value. Relationships are important. People should be modest. Both men and women deal with facts and feelings. People work to live. Managers aim for consensus . Equality, solidarity and quality are important at work. Conflicts are solved by compromise .
Business communication. Managing people.
Some cultures value formal qualifications. Others stress interpersonal skills. In Brazil ‘charisma’ is seen as important by many people.
GB: low power distance, weak uncertainty avoidance, favors the ‘ village market’ type of structure; problems are solved by managers and staff working together as they arise .
Germany: low power distance and strong uncertianty avoidance, favors the ‘well-oiled machine ’ with a more bureaucratic structure than the British , and a professionally trained staff. Have a highly developed system of vocational training
France: large PD and strong UA, favors a ‘ pyramid of people’ with a hierarchical bureaucracy and standardized work process.
China: large PD and weak UA, favors the ‘family approach’, with direct supervision by the owner of the company and relatives.
USA: in the middle , favors organization into divisions, with a standardization of output
Def: when you delegate sth to a subordinate you give the same (but not all) authority to complete tha task as if you had done it yourself. The aim: to lighten your load so you can focus on more important issues and to help the subordinate learn and grow .
Stereotypes: older workers are hard workers vs they are difficult to train to use new methods
Communication style
Germans: communicate at work to demonstrate their knowledge and gain respect
USA: communicate to be liked. USA presentations focus on main points, less analysis into details than Germans. USA: “ sandwich technique” in criticizing: The negative part is btw 2 positive statements: Germans consider it unabmiguous or dishonest
Problem-solving
Germans: analyze in depth before taking action, USA call it “analysis paralysis ”
US approach: try things out, see if they work: “ trial and error ”
Planning a negotiation
Negotiating
Putting yourself into the other’s shoes
Adopting a “poker face”
Outcomes: win/win; win/ lose ; lose/lose. Although a win/win outcome is most desirable, a win/lose result may not always be too bad.
Keep the end of the N as open as possible- try to avoid being put in the position of having to reach a conclusion at a particular time. People tend to rush into unwise concessions if they are faced with a deadline. Preparation skills- it is rarely possible to be over-prepared. Defining objectives- preparation includes writing down measurable objectives for the N. Objectives must be SMART : specific, measurable, achievable, realistic, timely.
Setting priorities- some objectives are always more important, both for you and the other party. Summarize, restate ideas. Never interrupt.
Four stages: Prepare , Discuss , Propose and respond , Close
Define your boundaries: the best possible outcome to be desired to the worst result you could accept.
Concessions- not a sign of weakness but a signal that you are looking hard for a compromise to suit both parties.
The role of the minute-taker: they must be able to quote what has been discussed and agreed.
The nearer the notes are to a verbatim minute, the more convincing the record of events. To practice : Ask people to repeat. Highlight agreements (+ who takes responsibility, deadline). Summarize at the end to get agreement.
Managing the negotiation
To give the N a positive start: Begin discussions with any issues agreed in the minutes of the previous meeting, or with those that you believe will be relatively easy to settle. Then move to your most important objectives- people are most alert at this stage of the meeting. Try to leave the other side’s key issues until later or even better- if there is a planned lunch break- after that as people will be at their lowest energy for an hour or so after lunch- so they don’t have energy to argue with you! Try not to reveal your entire position at once
When you prepare a response in your head, you tend to leave loose ends BUT role play forces you to find a solution!
Avoid language that leads to deadlock
Mirroring - A key skill in non-verbal communication. It is based on the fact we are more at ease, subconsciously, with people who are similar to ourselves. Creates an impression of empathyMaking concessions
Making concessions:
Whenever possible, hold them back
When concessions are being offered and argued about, it can be useful to remind the other side of the progress you are making/have made.
Ploys are negative tactics that some people use at the end of a N. They are aimed at wrong-footing you and your team on a personal level.
Document the agreement in detail!
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