DEFINITION

The Lewis Model was developed by linguist and leading cross-cultural

specialist Richard D. Lewis. The model divides humans into 3 clear categories,
based not on nationality or religion but on BEHAVIOUR, namely,
Linear-active, Multi-active and Reactive.

DETAILED ELABORATION OF THREE CULTURES

Linear-Active Cultures
● Communication Style: Linear-Active cultures, prevalent in many
Western countries such as the United States, Germany, and
Switzerland, emphasize direct, clear, and precise communication.
They value logic, facts, and straight-to-the-point discussions.
● Behavioral Traits:
➢ Task-Oriented: Linear-Active cultures are task-oriented and
organized. They appreciate efficiency and productivity in both
personal and professional endeavors.
➢ Punctuality: Time is considered valuable, and punctuality is
highly regarded. Meetings and appointments are expected to
start and end on time.
➢ Planning: Linear-Active cultures prefer structured planning and
follow a linear sequence of steps to achieve goals.

Multi-Active Cultures
● Communication Style: Multi-Active cultures, common in many
Mediterranean, Latin American, and African countries, prioritize
people and relationships in communication. They value emotions,
gestures, and personal connections.
● Behavioral Traits:
➢ Expressive: Multi-Active cultures are expressive, emotional, and
sociable. People often use gestures, facial expressions, and
body language to convey their thoughts and feelings.
➢ Simultaneous Activities: Individuals from Multi-Active cultures
may engage in multiple activities simultaneously, such as
talking while eating or gesturing while speaking.
 ➢ Relationship-Focused: Building and maintaining relationships
are central to Multi-Active cultures. Social connections often
influence personal and business interactions.

Reactive Cultures
● Communication Style: Reactive cultures, typical in many Asian
countries like Japan, China, and Korea, emphasize listening,
observing, and understanding the context before responding. They
value harmony, non-verbal cues, and indirect communication.
● Behavioral Traits:
➢ Good Listeners: People from Reactive cultures are attentive
listeners and observe non-verbal cues. They may read
between the lines to understand the underlying meaning in
conversations.
➢ Avoidance of Confrontation: Conflict is often avoided, and
individuals may express disagreement indirectly or subtly to
maintain harmony and save face.
➢ Patience and Respect: Reactive cultures value patience and
respect, especially for authority figures and older individuals.
They may show deference in communication and
decision-making.

⇒ VIETNAM = REACTIVE CULTURE

It's important to note that the categorization of countries into specific
communication styles in the Lewis Model (Linear-Active, Multi-Active, and
Reactive) is a generalization and a simplification. Not every individual or
culture within a specific country adheres strictly to these categories, and
there can be significant variations within a country itself. The model provides
a broad framework for understanding cultural communication tendencies,
but it does not encompass all the complexities of a culture.

That said, in the context of the Lewis Model, Vietnam is often categorized as
a Reactive culture. In Reactive cultures, communication tends to be indirect,
and individuals place a strong emphasis on listening, observing, and
understanding the context before responding. People from Reactive cultures
may avoid explicit disagreement and prefer to communicate subtly, relying
on implied meanings and unspoken understanding.
Vietnam, like many other East Asian countries, has cultural norms and
communication styles that align with the characteristics of a Reactive culture
as described in the Lewis Model. These cultural traits include an emphasis on
respect for authority, harmony in social interactions, and a preference for
implicit communication cues. However, it's essential to recognize that
individuals within Vietnam may vary in their communication styles, and there
are exceptions to these generalizations.

PURPOSE
● Enhance understanding and communication between individuals from
different cultural backgrounds
● Provide a framework for recognizing and appreciating cultural
differences in communication styles and behaviors
Understanding these cultural differences plays a significant role in business
management in the following ways:
● Effective Communication: Understanding the communication styles of
different cultures helps business professionals communicate more
effectively. By adapting their communication strategies based on the
Lewis Model, managers can prevent misunderstandings and build
rapport with clients, partners, and employees from diverse cultural
backgrounds.
● Negotiations and Partnerships: In international business,
negotiations and partnerships often involve parties from different
cultures. The Lewis Model assists managers in tailoring negotiation
strategies based on the cultural communication styles of the involved
parties, increasing the likelihood of successful agreements.
● Team Building: In multicultural teams, the Lewis Model helps
managers navigate diverse communication styles within the group.
Understanding team members' cultural backgrounds can foster better
collaboration, reduce conflicts, and enhance teamwork.
● Marketing and Branding: Businesses use the Lewis Model to
customize marketing and branding strategies for different cultural
markets. Adapting messages and campaigns to align with specific
communication styles increases the effectiveness of marketing efforts.
● Customer Service: Recognizing cultural differences helps businesses
provide culturally sensitive customer service. Employees trained in the
Lewis Model can handle customer interactions with empathy and
respect, leading to higher customer satisfaction.
● Global Expansion: When expanding to new markets, businesses need
to understand the cultural nuances of the target audience. The Lewis
 Model guides market entry strategies, ensuring that businesses adapt
their approaches to match the communication styles of the local
culture.
● Conflict Resolution: Cultural differences can sometimes lead to
conflicts in business interactions. Managers well-versed in the Lewis
Model can address conflicts more effectively by understanding the
underlying cultural communication patterns, facilitating smoother
conflict resolution processes.
● Leadership and Decision-Making: Business leaders who comprehend
the cultural diversity within their teams can tailor their leadership
styles and decision-making approaches. The Lewis Model aids leaders
in creating inclusive environments where diverse perspectives are
valued.
● Innovation and Creativity: Cultural diversity can foster innovation
and creativity within an organization. When people from diverse
backgrounds collaborate, they bring unique perspectives and ideas.
Managers who appreciate and encourage this diversity can harness it
to drive innovation in their businesses.
● Legal and Ethical Considerations: Laws, regulations, and ethical
standards vary across cultures. Business managers need to understand
these differences to ensure compliance with legal requirements and
ethical practices in different regions.

DISADVANTAGES
The Lewis Model of Cross-Cultural Communication has faced some
controversy and criticism since its introduction. And like any conceptual
framework, the Lewis Model of Cross-Cultural Communication has its
limitations and potential flaws:
● Simplification and Generalization: The model categorizes complex
cultural behaviors into broad types (Linear-Active, Multi-Active, and
Reactive), which can lead to oversimplification. Cultures are diverse,
and individuals within a culture can vary widely in their communication
styles. Applying rigid categories may lead to stereotypes and
overlooking individual differences.
● Cultural Determinism: The model may imply that culture entirely
determines communication styles, overlooking the influence of
individual differences, personality traits, and situational factors.
People's behavior is shaped by multiple factors, not solely their cultural
background.
 ● Static View of Cultures: Cultures are not static; they evolve and
change over time due to various influences. The model might not
account for the dynamic nature of cultural communication patterns,
especially in today's globalized and interconnected world.
● Limited Predictive Power: The model may not accurately predict the
behavior of every individual within a specific cultural group. People are
complex, and their communication styles can be influenced by various
factors beyond their cultural background.
● Potential for Misinterpretation: If not used thoughtfully, the model
could lead to misinterpretations or misunderstandings. Assuming that
everyone from a particular culture fits a specific communication type
might result in overlooking individual differences and unique
communication preferences.
● Ethnocentrism: There is a risk that the model reinforces ethnocentric
views, where one's own cultural perspective is considered superior to
others. By categorizing cultures into types, there is a potential to
promote the idea that certain communication styles are more effective
or appropriate than others.
● Cultural Complexity: Human behavior and communication are
incredibly complex. Attempting to categorize entire cultures into a few
types might not capture the intricacies of individual and group
behaviors, leading to an incomplete understanding of cross-cultural
interactions.

HYPOTHETICAL EXAMPLE
Case Study: XYZ Corporation Expanding Internationally
Background:
XYZ Corporation, a technology company based in the United States, is
planning to expand its operations internationally. The company has decided
to enter new markets in both Latin America and Asia. Understanding the
cultural differences in communication styles is crucial to successful market
entry and building effective partnerships in these regions.
Application of the Lewis Model:
● Cultural Sensitivity Training:
XYZ Corporation conducts cultural sensitivity training sessions for its
employees, focusing on the communication styles prevalent in the
target regions. Employees are educated about the Multi-Active
communication style in Latin America and the Reactive communication
style in Asian countries.
● Adaptation of Communication Styles:
 In Latin American countries with Multi-Active communication styles,
XYZ Corporation's representatives emphasize relationship-building
during negotiations and business meetings. They engage in social
activities, invest time in getting to know their partners personally, and
show genuine interest in their lives. In contrast, when dealing with
partners in Asian countries with Reactive communication styles, the
company's representatives pay attention to non-verbal cues, listen
actively, and avoid confrontational or overly direct communication.
● Negotiations and Business Transactions:
During negotiations in Latin America, XYZ Corporation focuses on
building trust and personal connections. They understand that business
decisions might be influenced by the strength of the relationship. In
Asia, the company emphasizes careful listening and subtle
communication, respecting the importance of face-saving and
harmony in relationships.
● Marketing and Advertising:
XYZ Corporation tailors its marketing campaigns for each region. In
Latin America, advertisements emphasize community, family, and
social interactions, aligning with the Multi-Active cultural style. In Asia,
the company uses subtle and respectful messaging, avoiding overly
assertive or direct language, in line with the Reactive communication
style.
● Team Building and Collaboration:
Within the company, multicultural teams are encouraged to
understand and appreciate each other's communication styles.
Team-building activities are designed to foster mutual understanding
and respect, allowing employees to adapt their communication
approaches when working together.
● Leadership and Management Styles:
Company leaders adapt their management styles when interacting
with teams from different cultural backgrounds. They recognize the
need for flexibility and understanding, ensuring that leadership
approaches align with the cultural expectations of team members.
Outcome:
Best scenario: By applying the Lewis Model of Cross-Cultural Communication,
XYZ Corporation successfully establishes its presence in the new markets.
The company forms strong partnerships, effectively communicates its brand
messages, and builds a diverse and inclusive organizational culture. The
respectful adaptation to cultural communication styles leads to positive
relationships with local partners, employees, and customers, contributing to
the company's international success.

SUMMARY AND CONCLUSION

Summary
The Lewis Model of Cross-Cultural Communication categorizes cultures into
three main types: Linear-Active, Multi-Active, and Reactive. These categories
represent different communication styles and behavioral patterns found in
various cultures.
● Linear-Active Cultures: These cultures, common in Western countries,
value direct, clear, and precise communication. They prioritize
individual achievements, efficiency, and structured planning. Examples
include the United States and Germany.
● Multi-Active Cultures: Cultures like those in many Mediterranean, Latin
American, and African countries emphasize people and relationships in
communication. They are expressive, sociable, and value personal
connections. Multi-Active cultures often engage in multiple activities
simultaneously and prioritize social interactions.
● Reactive Cultures: Reactive cultures, typical in many Asian countries,
focus on listening, observing, and understanding context before
responding. They value harmony, indirect communication, and avoid
confrontations. Respect, patience, and non-verbal cues play significant
roles in these cultures.

Conclusion
Apart from the Lewis Model, there are many cultural frameworks people
apply into their business to prepare their employees for successful
interactions in diverse cultural environments.

These companies recognize the importance of cultural awareness and often

provide training to their employees, especially those working in international
teams or dealing with global clients and partners. Such training helps
employees understand cultural differences, adapt their communication
styles, and build effective relationships, leading to improved business
outcomes and enhanced collaboration.
It's worth noting that the specific models and approaches used may vary
from one company to another, and some companies might develop their own
customized frameworks based on a combination of established cultural
theories. For the most accurate and up-to-date information on which
companies specifically use the Lewis Model or similar frameworks, it would
be necessary to consult company-specific training materials, internal
communications, or directly inquire with the companies themselves.