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Assignment 2

Taranpreet Singh Sohi

100169407

Iryna Norenko

14th July 2024

Table of Contents

Question 1: Key Differences Between Cross-Cultural and Intercultural Communication........3

Question 2: Impact of Cultural Misunderstandings on Business Negotiations..........................4

Question 3: Role of Cultural Intelligence (CQ) in Effective Intercultural Communication......5

Question 4: High-Context and Low-Context Cultures...............................................................7

Question 5: Variations in Non-Verbal Communication Across Cultures..................................8

Question 6: Strategies for Overcoming Language Barriers in International Business..............9

Question 7: Stereotypes and Ethnocentrism in Intercultural Communication.........................11

Question 8: Understanding Power Distance in Cross-Cultural Communication.....................12

Question 9: Influence of Individualism and Collectivism on Communication Styles.............13

Question 10: Impact of Globalization on Cross-Cultural Communication..............................14

References................................................................................................................................17
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Question 1: Key Differences Between Cross-Cultural and Intercultural Communication

Cross-cultural communication and intercultural communication are two distinct yet

interconnected fields that play a significant role in understanding and navigating cultural

differences.

Cross-Cultural Communication: In an overview, cross-cultural communication is a field of

studying virtually any combinations of communication practices, behaviors, and norms from

or between two or more different cultures (Aririguzoh, 2022). Namely, it studies how people

with different cultural backgrounds communicated within their cultures. This approach is

both analytical and descriptive and implies a comprehensive understanding of how cross-

cultural communication operates.

Cross-cultural communication studies different practices of communicating and greetings are

one of those. For example, there is bowing in Japan that symbolizes respect and that

country’s high social hierarchy. In contrast, in the USA one would be greeted with a

handshake, which is similar to the previous approach but appears far more egalitarian.

Consequently, different practices are viewed through cross-cultural communication to

investigate the deeper differences in cultures they may indicate. Such practices are then used

as cases to develop and study different frameworks and models that are developed to explain

how communicating differs in different cultures.

Intercultural Communication: Intercultural communication, on the other hand, encompasses

the direct contact between individuals from different cultures. It is also conversational and

more interactive as it is real-time communication across cultures. It is also more provocative

and pragmatic as its main objective is mutual understanding, cooperation, and talking to one

another effectively. In this manner, the very notion of intercultural communication

predetermines that there are some differences which a person has to consciously accept and

work upon.
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For example, during a business meeting between American and Japanese executives, the

American’s style of direct and explicit communication needs to recognize the Japanese’s

cultural style of indirect and context-sensitive communication.

Core Differences: The distinction between the two topics is, primarily, in their scope and

application. The concept of cross-cultural communication is rooted in study and comparison

of communication styles within different cultures, which is typically a more theoretical

endeavor from a slightly detached or observational perspective (Aririguzoh, 2022). To

illustrate, cross-cultural communication may entail analysis of how American and Japanese

cultures differ in their approach to conflict resolution, or how American and German cultures

differ in the nature of their decision-making. In contrast, intercultural communication is more

practical and focused on the interaction and engagement.

Question 2: Impact of Cultural Misunderstandings on Business Negotiations

Cultural misunderstandings in business can create misinterpretation, mistrust, and conflict in

critical negotiations, which may jeopardize business deals and relationships. Cultural

misunderstandings result from the varied modes styles of communication, business practices,

and norms. For instance, in a merger case between a German and chinese company, the

German organization team members embraced direct communication, efficient-powerful, and

go it alone. Hence, they had the agenda of getting straight to the point and making decisions

based on pure and clear data (Stahl & Maznevski, 2021). They would not be willing to adjust

to a faster pace of communication and decision-making as the German team would. While the

Germans focused on results and getting their points across in a direct and explicit manner, the

Chinese emphasized the importance of developing relationships with their negotiating

partners and indirectly passing the information. Therefore, the Germans found the Chinese

team’s way of communication too evasive and indirect, while the Chinese referred to the
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Germans as rude and heartless. As a result, the cultural misunderstanding was the factor that

drove the effective negotiation between the two teams out of question.

One of the examples is an American company being eager to accomplish a big deal with a

Saudi Arabian firm. The American negotiators’ plan was to concentrate on the presentation of

facts, figures and their good, logical arguments, as well as the product’s technical superiority.

They were sure that such a professional discussion of the given problem would help them to

secure the deal. Unfortunately, they forgot that the Saudi business culture is concentrated on

relationships and trust, and that the representatives of this culture prefer to conclude an

informal acquaintanceship before beginning their conversations. The pushy behaviour of

Americans made the situation even worse: in Saudi Arabian culture, they are perceived as

disrespectful. In the end, Americans lost the deal.

These two examples demonstrate that cultural awareness and sensitivity are absolutely

essential in international business negotiation. They illustrate that failing to understand a

culture may lead to missed opportunities, strained relationships, and substantial financial

losses. To that end, companies should focus on cultural training of their employees. Such

training must focus on the specifics of a chosen culture, including differences in

communication, negotiations strategies, adherence to different concepts of etiquette, and so

on.

Question 3: Role of Cultural Intelligence (CQ) in Effective Intercultural

Communication

Cultural intelligence (CQ) is the capacity to understand the different cultural norms, values, a

nd practices concepts and to leverage this understanding to interact appropriately with people

from other cultures. Being among the most important factors in facilitating intercultural com

munication, CQ is divided into four dimensions: cognitive, metacognitive, motivational, and

behavioral.
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CQ of this dimension refers to the knowledge about a culture, that is, the norms, practices,

and conventions of different cultures (Wawrosz & Jurásek, 2021). It deals with learning the

idiosyncratic ways a culture is run. For example, learning about the business card in Japan

being exchanged with both hands and received without dropping. In contrast, in the USA,

they are given using one hand and received in a casual way.

Metacognitive CQ is control over one’s cultural assumptions. This involves being aware of

one’s cultural premises when these are brought into question for adjustment. It includes

reflecting and planning for the future with intercultural communication in mind. For example,

when preparing to meet with the Chinese in a business meeting, the conclusion would be that

Chinese care so much about group harmony and, therefore, when queering in a meeting, I

would try to put an effort and not challenge anyone.

The motivational CQ is one’s interest, drive, and confidence to adapt cross-culturally.

Motivational CQ would thus refer to the inherent passion within an individual to

geographically shifts and work accordingly. Behavioral CQ, on the other hand, tries to

establish one’s ability to change modes of behavior to fit into varying cultural contexts.

Equally include the ability to alter non-verbal action to fit into varying types of culture

(Majda et al., 2021). For instance, behavior CQ would refer to an employee’s ability to shift

from direct communication evident in most western organization to indirect communication

within an Asian country meaning that the motivational CQ of the employee should have been

lacking.

There are several ways on how to learn and increase a person’s CQ. Firstly, a high level of

CQ can be developed thanks to different kinds of travelling and international trips, work, and

education in various parts of the world. Also, individuals can benefit from different cultural

training programs and courses, learning new languages, and getting cultural immersion

experiences.
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Question 4: High-Context and Low-Context Cultures

Edward T. Hall introduced the concepts of high-context and low-context cultures to represent

differences in communication. High-context cultures rely on implicit messages, namely,

human interactions, and external appearance. Thus, the meaning is hidden in the context and

shared experiences. In Japan, for instance, people rely on body language, tone of voice, and

situation to understand the message (LEOTESCU, 2023). The communication thus is rather

subtle and often not understandable. Low-context cultures are very straightforward.

Therefore, in the Middle East, the degree of directness and formality in communication

depends on the relationship between communicators.

Low-context cultures, on the other hand, value explicitness and direct interactions. Given the

use of words to convey messages, people from these cultures rely on verbal rather than non-

verbal communications. Americans, for example, use a direct manner of communication for

businesses. In this case, instruction details are precise while feedback is direct. Germany and

Scandinavian countries also follow low-context styles, which means that people

communicate explicitly and in detail. At the workplace, a formidable influence, which

concerns various communication styles typical for both high and low context cultures, should

be noted. Low-context culture managers are used to giving their subordinates direct and clear

instructions, whereas Japanese employees require symbols and aural hints from their

authorities to cope with duties. Such a practice becomes an obstacle in the high context and

low context interaction.

Undoubtedly, comprehension of all these cultural distinctions appears to be vital for

communication in global business. In case representatives of low-context cultures come

across high-context communication, they may not understand it clearly and, therefore,

miscommunicate, just like representatives of high-context cultures may regard low-context

communication as too blunt and impolite (Ho et al., 2020). In any case, it is difficult to

succeed in communication without cross-cultural training.

For example, being an American manager working in Japan, one has to consider the Japanese

peculiarity related to communicating: to pay a lot of attention to body language used by the

interlocutor and the context of this communication. On contrary, as a Japanese manager

working in America, it is necessary to strive to be more instructive and provide one’s

American employees with more understandable and direct instructions. Generally, by

changing communication style based on one’s cultural identity, a person can better

understand other people and make their communication more effective.

Question 5: Variations in Non-Verbal Communication Across Cultures

Non-verbal communication, which entails the use of body language, gestures, facial

expressions, and eye contact, among others, is crucial when sending a message across

cultures (Uzun, 2020). Unfortunately, these signals tend to vary significantly across cultural

contexts, which implies that they might be misinterpreted unless properly understood.

Eye Contact: While maintaining eye contact can be perceived as a sign of politeness,

confidence, and honesty in Western cultures, it is highly inappropriate, disrespectful, and

even overly aggressive in most Asian cultures. Indeed, professionals should be aware of the

fact that in such culturally inimical environments as Japan and Korea, the extended periods of

eye contact between people who are not related in any way are usually aggressive and specify

the intent of one individual to challenge and potentially harm another one.

Gestures: Touching is another way of nonverbal communication which is perceived

differently in different regions. For instance, in many Asian countries, a friendly touch among

colleagues or friends is acceptable, hugs and kisses as a form of endearment are common, and

touching even strangers without any negative reaction is a norm. In Europe, on the other

hand, people are not as receptive to the touch of those they do not know, and they will not
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touch strangers. To all appearances, in the United States people consider the so-called buffer

zone, insomuch as they are unlikely to touch anyone who would not be their close friend or

relative.

Facial Expressions: Although it commonly is known that facial expressions carry the same

basic meaning and, therefore are universally accepted, the interpretation and appropriateness

can be slightly different (Tonguç & Ozkara, 2020). For instance, in many Asian cultures

openly showing any emotions, including anger or grievance is seen as wash of face for the

individual. It signifies disrespect for one’s self-control and dignity.

Body Language: Body language, the posture, and the physical distance are also a matter of

culture specific. In Middle Easter cultures, people usually come closer to one another while

speaking compared to their Western counterparts. However, the Western people may refer to

that gesture as a show of trust and friendship.

Understanding these cultural variations in non-verbal communication is crucial for effective

intercultural interactions. It requires being attentive, asking for explanation when needed, and

familiarizing one's behavior to align with the cultural norms of the people one is interrelating

with.

Question 6: Strategies for Overcoming Language Barriers in International Business

It is critical for international business because they are one of the stereotypical images of the

modern world. However, language barriers might present serious obstacles to

communication, transfer of important information, communication patterns, and overall

effectiveness of the business. Some effective strategies could help you in overcoming these

barriers.

Language Training: Offering language training for employees is one of the basic steps to

overcome the communication barrier. Language courses, language exchange programs, and

language learning mobile applications like Duolingo or Rosetta Stone; formal training can
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help employees use essential languages confidently (Ghauri et al., 2021). This approach

provides a better opportunity for direct communication and shows respect for international

partners’ and customers’ language diversity.

Hiring Multilingual Staff: Hiring people who speak several languages to the needed extent

is another strategy to use. This possibility could become a successful solution to facilitate the

process of communication with international partners or customers because multilingual staff

could act as an interpreter or assistant. In this way, all messages can be delivered properly,

and it is especially beneficial during negotiations or client relations.

Translation and Interpretation Services: Properly using translation and interpretation

services is of significant importance for achieving communication accuracy (Vieira et al.,

2021). It is particularly vital for dealing with legal, technical, and other official documents

where precision is paramount. Thus, it would be appropriate to rely on such services

providers as Lionbridge and TransPerfect to ensure the right type of translation or

interpretation.

Cultural Training: Apart from linguistic training, it would be beneficial to encourage

cultural training for employees, which would help them to understand communication style,

values, and perceptions typical of other cultures. Cultural training programs can include

workshops, seminars, and interactive learning modules.

Technology: Utilizing digital communication tools may help outsourced partners and other

stakeholders engage with CCF and achieve an advantage in this respect. Features, such as

real-time translation via Google Translate or translation options in communication restaurant

platforms like Microsoft teams, enable parties to understand each other immediately.

Clear and Simple Communication: An important part of the no-error policy is

management’s approach to information exchange. Poor word choice is one cause of potential

misunderstanding on the part of outsourced personnel. Lack of familiarity with English slang
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and intricacies on the part of overseas employees or partners requires that companies use

simple and understandable language.

Question 7: Stereotypes and Ethnocentrism in Intercultural Communication

It is seen that both stereotypes and ethnocentrism can be a big problem in terms of

communicating in a multicultural environment, First and for most, the use of stereotypes,

which are oversimplified and generalized views on members of a specific group or culture,

may lead to misjudgement in the first place (Mgogo & Osunkunle, 2020). Furthermore, this

issue can also cause bias, which is developed based on stereotypes. Talking about

ethnocentrism, it is often used to describe the tendency to view people and things from the

perspective of one’s own culture. Moreover, a person with ethnocentric views evaluates other

people’s cultures, values, and beliefs in terms of his or her specific culture.

It is essential to say that such attitudes often prevent people from effective communication

with others in the multicultural environment. First of all, people are more likely to

misunderstand one another due to the peculiarities of their different world-views.

Furthermore, another problem associated with the given attitudes is that a person with

ethnocentric views may underestimate, dismiss, or be disrespectful towards different cultural

beliefs, values, and traditions which, in turn, may hurt or insult representatives of a particular

culture.

To mitigate these barriers, individuals and organizations can take several steps:

Cultural Awareness Training: Providing training on cultural awareness and sensitivity. Such

training could help individuals recognize and challenge their own biases and assumptions

(Eden et al., 2024). It is likely to be based on learning about different cultural norms, values,

and communication styles for now that is all I can suggest on the topic.
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Encouraging Open Dialogue: Open and respectful discussions about cultural differences

will make it easier to debunk stereotypes and ensure mutual understanding. Enough about

what you say, let me tell you about my own cultural experiences and all that.

Active Listening: It involves listening to present a full attention of the speaker, avoid

misunderstanding and premature judgments, and ask clarifying questions if necessary.

Promoting Diversity and Inclusion: Ways in which an organization can create a more

inclusive multicultural working environment, as ethnocentrism and stereotypes work to erect

barriers to a more inclusive and thus more cohesive atmosphere, include policy statements on

diversity, inclusive leadership training and the celebration of diversity. As a result of these

processes, an organization can effectively challenge stereotypes and the ethnocentrism that

underpins it in order to improve communication and work more effectively in a multicultural

environment.

Question 8: Understanding Power Distance in Cross-Cultural Communication

Power distance means the extent to which the less powerful member of a society accepts and

expects that power is distributed unequally. It is one of the significant ideas from Geert

Hofstede’s culture dimensions. To start with, it can help people who work and manage in

high power distance. High power distance cultures typically include Malaysia, Mexico, and

the Philippines (Travaglino & Moon, 2020). There are the following features of the high-

power distance culture. Firstly, everyone has a place. It means that hierarchical structures are

dominant. Secondly, authority is not to be questioned, and it is respected. Thirdly, there are

clear directives given to the employees and the subordinates, who, in turn, wait to be told to

commit some actions. However, in low power distance cultures, such as Denmark, Sweden,

and Australia, power is distributed more evenly. Hierarchies are typically flatter. Employees

are encouraged to be involved in decision-making, to express many opinions, and to

questions authority.
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Managers can adapt their communication styles to accommodate different levels of power

distance by:

Recognizing Cultural Norms: Managers can adopt strategies based on the understanding of

their employees’ culture with regards to authority, hierarchy and power distance. In high

power distance cultures, managers should ensure that strict instructions are followed and

strong leadership is demonstrated. The importance of the manager – employee power

distance is to support individual influence and open conflict. The manager encourages

dialogues with the employees to form partnerships.

Building Trust: The low power distance routes align to the employees’ culture. The manager

shares responsibilities with the employees (Travaglino & Moon, 2020). The issues of the high

and low power distance can be managed effectively by establishing rapport and trust with the

employees. The employees help the manager to accommodate the power distance by

maintaining respect to the managers, group harmony and decry the retention of illegal sports

betting.

Adapting Leadership Style: Managers should be flexible in their leadership style. They can

adjust their leading approach in accordance with power distance variation. For instance, in

high power distance cultures, a directive leadership style may be effective. In turn, in low

power distance cultures the participative leadership style will be more suitable. Overall, this

flexibility can help attract employees and communicate more effectively across different

cultures.

Question 9: Influence of Individualism and Collectivism on Communication Styles

Individualism and collectivism, cultural dimensions recognized by Geert Hofstede,

profoundly inspiration communication styles and preferences. These dimensions shape how

people interact, collaborate, and make decisions, impacting both personal and expert

contexts.
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Individualistic Cultures: First, let us define what individualistic cultures are. Examples of

such are the USA, Canada, the United Kingdom. Here, the emphasis is on personal goals, and

people are encouraged to fight for their autonomy and rights. Consequently, communication

in these countries is direct and explicit (Setyaningrum et al., 2022). People are expected to

express their thoughts and satisfy their needs. As a result, they tend to be more open and

assertive, and this is why the given pattern of behavior can be defined as clear and assertive

communication. For instance, if a group of employees in the USA holds a business meeting

to discuss the strategy, they will openly challenge each other’s opinions and engage in a

debate. From their perspective, this behavior can promote innovation and help them find the

best solution.

Collectivist Cultures: In collectivist cultures such as Japan, China, and South Korea, for

example, the focus is put on group goals and collective well-being. As a rule, communication

is more indirect, context-sensitive, and aimed at preserving relationships and social harmony.

In such a situation, people do not want to hurt other members of the team, thus, they will

often prefer performance considering the subjective wording of the instruction. For example,

A Japanese team will use indirect language and body language to show that the person

disagrees with the opinion, and her desire to maintain peace in the workplace overweighs her

subjective opinion and respect for seniority.

Impact on Teamwork and Collaboration: The Hofstede’s cultural dimensions significantly

affect teamwork and collaboration too (Setyaningrum et al., 2022). For instance, in

individualistic cultures, the members of the given team are more likely to concentrate on their

own ideas and proposals.

Adapting Communication Styles: Adapting communication styles is one of the instances

where understanding these cultural dimensions allows managers and team members to use it

in such a way that it contributes to better collaboration and results while also creating a
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satisfying environment. For multicultural teams, it is important to ensure that communication

process respects and integrates both individualist and collectivist preferences, which may

involve linking a need for autonomy and self-expression with group balance and consensus.

Question 10: Impact of Globalization on Cross-Cultural Communication

Globalization has significantly transformed cross-cultural communication, increasing

interactions between individuals from diverse cultural backgrounds (Boussebaa, 2021).

Cultural Awareness and Sensitivity: One of the most powerful effects of globalization

involves the increasing need for cultural awareness and sensitivity. As a result of

globalization, individuals from diverse cultures get to work together. However, as they have

different values and behaviors, it is important to take notice of this fact and meet these

individuals. For example, a global team had employees from the United States, India, and

Germany. In the context of cross-cultural communication, the differences in communication

styles, work ethics, and decisions making should have been taken into consideration to ensure

cooperation and respect.

English as a Global Lingua Franca: Since the world is becoming borderline global due to

technological advancements, there has been a shift in how languages are perceived.

Technology and globalization have popularized English as a universal lingua franca, ensuring

speakers of all native languages can communicate. Moreover, it may create numerous

problems because individuals will have to adapt to the second language. There may be

inconveniences related to varying levels of proficiency or misinterpretation, but they all need

to be dealt with facilely.

Digital Communication Tools: Digital communication tools have influenced cross-cultural

cooperation. For instance, such devices as email, video and teleconferencing, and instant

messaging allow people to communicate with each other instantaneously regardless of the

time zone and the distance (Boussebaa, 2021). At the same time, these instruments may have
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some pitfalls. People from different cultures may interpret written information in various

manners. They also may feel unease while using technologies or lose some nonverbal cues.

For example, tone and mood can be understood incorrectly in an email as a person does not

observe the face of an interlocutor.

Strategies for Effective Cross-Cultural Communication: To deal with the complexities of

cross-cultural communication in a modern globalized world, people and organizations in

particular, need to rely on cultural training, and the develop intercultural communication

skills. It may sometimes involve learning as much as possible about a different culture, its

norms, values, and communication style, and taking into consideration available technology,

like translation tools or video-calls. Building a culture of cultural competence and diversity

will help global businesses work together more effectively, efficiently and innovatively.
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