Interculture communication CCC Pragmatics presentatiom .pptx

Document abou Interculture communication

1. ICC & CCC Pragmatics Cultural Differences by Fons Trompenaars

2. OUTLINE Fons Trompenaars , intercultural and cross-cultural communication theorist and consultant for management and business 7 cultural dimensions model by Trompenaars Cultural dimensions models: Hofstede vs. Trompenaars Trompenaars : National cultural dimensions’ impact on organizational communication, policy, structure

3. Fons Trompenaars

4. Fons Trompenaars

5. Cultural Dimensions Model: 7 dimensions of cultures

6. 7 dimensions of cultures Universalism vs Particularism (What is more important, rules or relationships?) Individualism vs Communitarianism (Do we function in a group or as individuals?) Neutral vs Emotional (Do we display our emotions?) Specific vs Diffuse (How separate we keep our private and working lives?) Achievement vs Ascription (Do we have to prove ourselves to receive status or is it given to us?) Sequential vs Synchronic (Do we do things one at a time or several things at once?) Internal vs External direction (Do we control our environment or are we controlled by it?)

7. Trompenaars

8. Trompenaars vs Hofstede : cultural dimensions’ impact on organizational communication, policy, structure Trompenaars’s Cultural Dimensions Universalism vs Particularism Individualism vs Communitarianism Neutral vs Affective Specific vs Diffuse Achievement vs Ascription Sequential vs Synchronic Internal vs External direction Hofstede’s Cultural Dimensions Individualism vs Collectivism Power Distance Masculinity-Femininity Uncertainty Avoidance Long-Term vs Short-Term Orientation Indulgence vs Restraint

9. Trompenaars ’ Dimensions of Culture This model differs from other classifications, but there are some similarities with Hofstede’s cultural dimensions. e.g. Communitarianism is similar to Collectivism Ascription is similar to high Power Distance Sequential Planning and Internal Control are similar to Long-term orientation

10. Hofstede’s vs Trompenaars ’ Dimensions of Culture Hofstede focuses on the role of deep lying values . Trompenaars gathers data on perceptions of behaviour at an organizational level.

11. Trompenaars ’ Model As with other dimensional models, this model relies on the pre-conceived notion of the existence of national cultures ascribed to fixed territories and homogeneous populations.

12. Universalism vs Particularism as cultural orientations In universalist cultures people believe that what is right or good can be clearly defined and applied . They adhere to specific standards governing norms of behaviors (rules) and codes of conduct , and strongly believe that these rules and codes can be applied universally. In particularist cultures people pay greater attention to relational obligations and contexts . They value the nature of relationship they share and evaluate a situation based on the strength of that relationship , as well as on the relative status of participants .

13. Universalism vs Particularism in organizational contexts A universalist is deal-focused: considers a deal a deal a trustworthy person is the one who honors and keeps his (her) word A particularist is relationship-focused: believes that reality is relative legal contracts may need to be modified they place their trust on those individuals who honor changing circumstances

14. Individualism vs Communitarianism as cultural orientations C ultures are defined as individualist or communitarian depending on the extent to which people in those cultures consider themselves as part of a collective or community of people , or focus primarily on the “I” value and encourage freedom of thought and expression , and take responsibility for their own actions

15. Individualism vs Communitarianism in business In individualistic cultures individual decision-making is authorized p eople may conduct business alone Organizations provide individual performance assessments and incentives and actively seek out higher performers or champions for special rewards In communitarian cultures decisions are made in groups with joint responsibility with high status people intervening and contributing to those discussions Organizations give attention to teamwork and cohesiveness value building of lasting relationships with business partners and coworkers

16. Neutral vs Affective Cultures The differences between neutral and affective cultures specify the nature of their interactions and t he desire to exhibit or separate emotions

17. Neutral vs Affective Cultures People in neutral cultures refrain from visibly showing their inner emotions . The amount of emotion they show is a matter of convention . People in affective cultures are more openly emotive and rely on non-verbal communication (laughing , smiling, frowning) expressing their thoughts .

18. Neutral vs Affective Cultures In the workplace people of neutral cultures may be motivated to dismiss as unprofessional expressions of extreme joy or grief . The fact that they mask their emotions control their facial expressions lack emotional variety does not mean that they are disinterested or bored . In the workplace people of affective cultures easily reveal their thoughts and feelings , both verbally and non - verbally . This enthusiasm or readiness to communicate should not be taken for agreement of a negotiated contract or decision.

19. Specific vs Diffuse Cultures Specific cultures engage others only in specific areas of life and single levels of personality. Managers in the workplace are not bosses for their staff members in other contexts of communication. The role of a boss goes to a person with more experience . Diffuse cultures engage others in multiple areas of life and at several levels of personality at the same time. Managers are always bosses in all contexts and under all circumstances.

20. Specific vs Diffuse Cultures In specific cultures private spaces are highly valued and hard to enter into without the other’s permission. In diffuse cultures private spaces are large allowing for one person to be admitted into various facets of an individual’s life . Once trust is established , a co-worker will also be a friend for life , participating in all your life, family, and other personal events.

21. Achievement vs Ascription In achievement -oriented cultures success is a result of individual attainment. In ascription -oriented cultures success is a consequence of birth or kinship.

22. Achievement vs Ascription In achievement - oriented cultures people show respect for superiors based on the quality and effectiveness of their knowledge and expertise. Typical work groups are made up of people of varying gender and age . Titles are used sparingly and only if absolutely required. In a scription -oriented cultures people show respect for superiors based on their age and gender. They are usually older, well-qualified males. This is done to show commitment and loyalty to the organization. Titles are used extensively to establish status and seniority.

23. Orientation toward time Time orientation differences structure organizational life and communication. Time orientation patterns : p ast – present – future monochronic – polychronic time f ormal – informal time

24. Orientation toward time by Trompenaars Trompenaars explicates time orientation differences as sequential – synchronic cultures.

25. Time orientation differences Sequential cultures (F. Trompenaars ) Monochronic cultures (E. Hall) Linear-active cultures (R. Lewis) Synchronic cultures (F. Trompenaars ) Polychronic cultures (E. Hall) Multi-active cultures (R. Lewis)

26. Sequential vs Synchronic Cultures In s equential cultures successfully completing one task before turning attention to the next one keeps people focused and organized . In s ynchronic cultures doing a number of activities parallel to each other enables people to get more things accomplished in a specific period.

27. Sequential vs Synchronic Cultures In sequential cultures people view time as a limited commodity, an exhaustible resource, and a value. They refer to it as: “time is money” “ managing time” “ saving time” “ wasting time” “having a good time” In synchronic cultures the value of time is lower . It is not viewed as a resource and a competitive advantage for business.

28. Sequential vs Synchronic Cultures In sequential cultures people do one act in sequence strictly follow their planned schedules and timetables are punctual mind their own business work specific hours like fixed agendas respect formality avoid interrupting are reluctant to accept favors stick to plans and facts In synchronic cultures people believe in the abundance of time are extroverted and talkative do not hesitate to ask personal questions of others a re people-oriented frequently interrupt conversations are not punctual seek and fulfill favors easily use open body language are comfortable with last-minute changes of plans and unpredictable schedules

29. Internal vs External Direction In internal direction cultures people believe that they can control environment to achieve their goals. The focus is selfish (one’s self, one’s team, and one’s organization). Winning is important in these cultures and aggressive personalities are prevalent. In external direction cultures people believe that they must collaborate with the environment to achieve their goals . The focus is on environmental factors (e.g., relationships to achieve the goals). Winning is not as important as maintaining a strong relationship.

30. Home assignment Pick up examples of countries as cultures to illustrate the 7 dimensions of national cultures by Fons Trompenaars Which characteristic does your national culture refer to within each of the 7 dimensions ? Provide evidence for your choice