CROSS-CULTURAL

COMMUNICATION BARRIERS
Presented By
Nidhi Singh
 ETHNOCENTRISM

• Look other cultures through our own lenses.

• Ethnocentrism happens when we implicitly believe our way of doing
things and seeing things is the right and only way.
• We negatively judge behaviours that don’t conform to our world vision.
• We perceive other’s behaviours as odd and improper.
• Ethnocentrism also creates an “us versus them” mentality that can be
detrimental.
 Stereotypes

• In Stereotypes we rely on oversimplified clichés about people from

different cultures and preconceived interpretations based on culture
• It required cross-cultural trainings that are focused on memorizing cultural
differences and can reinforce stereotyping
• Learning about differences can be useful as a starting point.
• Treating individuals on their own merits, not as cultural representatives
• Recognizing the fluidity of culture
 Psychological Barriers
• Flexibility in management style is essential for successfully managing cross-
cultural teams.
• Going against natural preferences can make people feel unauthentic and
incompetent.
• A case study: A French manager in the United States discovered his typical
French style of giving feedback, focusing on what was "wrong" rather than on
positives, undermined his team's confidence. The manager realized the issue but
felt artificial when trying to adopt the "American" way of feedback. He ultimately
returned to France due to discomfort with the required adaptation.
 Language Barrier

• Common language in teams can create social distance due to varying fluency levels.
• In global teams, less fluent English speakers may withdraw from communication,
limiting input.
• Fast speech and excessive slang usage can make understanding difficult.
• Perceptions of competence and performance can be influenced by language barriers.
• Non-English native speakers in an organization felt that their career progression
opportunities were impacted by their language fluency.
 Geographical Barrier
• Global virtual teams lack opportunities for personal interaction and relationship building.
• Limited knowledge about team members leads to reduced information sharing.
• Collaboration in virtual teams is more challenging compared to traditional office
environments.
• Teams outside the head office may feel excluded.
• Members in the head office might perceive colleagues in other locations as not contributing.
• Time zone differences present additional challenges for collaboration.
• A case in point: A highly talented woman left a global senior leadership role due to the
burden of frequent nighttime meetings.
 Conflicting Values
• Culture is analogous to an iceberg: visible behaviors are influenced by
invisible underlying values.
• Cultural clashes occur when others' behaviors conflict with our own
values.
• Misunderstandings or disagreements with behaviors often indicate
underlying value conflicts.
 Reasons for Conflicting
• Task-oriented vs. Relationship-oriented
 In the US, conversations are viewed as opportunities to exchange information, leading to quick business
discussions.

 In Latin American countries, conversations aim to enhance relationships, with a slower start to business matters.

• Direct vs. Indirect Communication

 In Germany, direct communication is valued for its clarity and professionalism.

 In Korea, indirect communication is preferred, using vague references to approach problems.

 Reasons for Conflicting

• Open vs. Subtle Disagreement

 In China, there's an aversion to confrontation to preserve "face" and group harmony.

 In the Netherlands, open disagreement is seen as a sign of trust, with varying degrees of emotional expression
in professional conversations (e.g., Italians show more emotion, while the British are more composed).

• Informality vs. Formality

 Australians tend to be casual, while Japanese culture emphasizes formality.

 Informality might seem unprofessional to those accustomed to formality, and vice versa.
 Reasons for Conflicting
• Structured vs. Flexible Scheduling

 Adherence to schedules varies, with some cultures seeing them as strict, while others view them as flexible.

 In Brazil, starting meetings exactly on time is seen as disrespectful to latecomers, whereas in the UK, punctuality
is respected.

• Egalitarian vs. Hierarchical

 In egalitarian cultures like Sweden, team members freely voice opinions.

 In hierarchical cultures, speaking up often occurs after senior colleagues, with behavior visibly changing based
on the presence of superiors, as observed in Morocco.
 Nonverbal Communication

• The role of gestures, posture, and demeanor in communication

• Potential for misunderstanding across cultures
• Importance of understanding nonverbal cues in different cultures
 Cultural Bias

• Assessing behavior without cultural predisposition

• Avoiding comparisons and accepting cultural differences
• The value of viewing culture from a distance for broader understanding
 Anxiety

• Common feelings of stress and anxiety in unfamiliar cultural situations

• Embracing uncertainty and maintaining the scope for error
• Developing tolerance and vocalizing expectations to build trust
 Overcoming Barriers

• Actively working to relinquish stereotypes

• Engaging with other cultures to gain awareness
• Tolerating ambiguity to reduce anxiety
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