Intercultural Communication and Negotiation Skills - Case Study Example

Intercultural Communication and Negotiation Skills ID Word count: 1464 Executive Summary This is a report about understanding intercultural communication. Intercultural communication involves communication of any kind between two parties that belong to two different cultures. A case study describing an interaction between two businessmen from two different nations, illustrates the problems that arise when two parties from two different cultures interact. There are various models and frameworks that can be used to explain the communication process between two parties from two different cultures. In this report, the culture and communication model has been used to explain the issues identified in the case study. A recommendation based on an analysis of the issues is given. Introduction This is a report on a case study analysis based on the culture and communication model. The culture and communication model explains the role of culture in the communication process, and how such knowledge is important understanding in intercultural communication. Issues identified are such as talking business matters during dinner, and taking out one’s coat during business meetings. These are behaviours that communicate conflicting messages the French national who believes these should not be done. They are issues of lack of understanding between two different cultures in a communication process. The report provides recommendations at the end of the analysis, on how to avoid such problems. 1.0 Identification of Problems/Issues Issues identified within the case study concern lack of recognition of French business etiquette by Picard and his team. During an international trade show, Picard met Durand, a French business man who expressed interest in his products. The two then scheduled a meeting in France, for Durand to get to know more about Picard’s business. As a French man, there are certain qualities and behaviours that Durand expected from Picard, but it seems Picard failed to notice this. Picard just took his team, and one member’s wife who was able to speak French, and thought that was enough. French business etiquette entails and communicates a lot about one’s interest in business. Business executives should, therefore, learn about the French culture, history, and customs are considering the specific areas that they intend to visit. These issues within the case study are intercultural issues, but can be categorised under intercultural verbal communication issues, and intercultural non-verbal communication issues (Sabath, 2005). 1.1 Intercultural non-verbal communication issues Picard failed to inquire about French business etiquette and gave the wrong impression to the potential business partner. During the meeting, for example, Picard took off his coat. In France, executives do not takeoff their coats, or jackets, or even loosen their ties while at the office, or even in restaurants. Doing business in France should be guided by an executive’s cultural adaptation and flexibility. Picard failed to recognize the importance of such principles. As a sign of respect and recognition for the French business etiquette, Picard should also have printed business cards with a French translation on the card’s flip side. Durand and his team had their cards in French but translated in English on the other side. Since Picard failed to do this, the impression received by the French business executive was obviously not good, because they did not accept the offer to expand their business through Southern Candles Inc (Alston & Saillet, 2003; Chaney & Martin, 2007). Another issue: after the presentation, Picard felt satisfied and gave a quick, okay sign to his team members. He may have used the right finger, and communicated the right information, but this is something he should have avoided. In France, okay is only represented by a ‘thumbs up’ sign. An okay sign shown using an index finger and thumb means zero. Picard should, therefore, have restrained from using such confusing signs. Also during a dinner party at Durand’s house, Picard made a mistake and “graciously accepted Durand’s wife’s hand and gave her a beautiful bouquet of roses” (case study). The French do not appreciate people who are over friendly (Alston & Saillet, 2003; Chaney & Martin, 2007). 1.2 Intercultural verbal communication issues Another mistake was talking about business during the dinner party. French cultural rules and etiquette demand exclusive refrain from talking business during dinner. They appreciate social discussion, and enjoyment of wine, and good food. Picard does not speak French, yet he failed to mention, and even try to apologize for not knowing the language to Durand and his team. This could have prevented any misunderstandings about Picard’s behaviour and improved the business relationship (Alston & Saillet, 2003; Chaney & Martin, 2007). 2.0 Literature Review 2.1 A Model of Culture And Communication This is a model that explains the relationship between culture and communication. The model perfectly fits and explains the communication process in the case study. It is a model that shows the role of culture in shaping the communication process. In the case study presented, culture plays the most important role in ensuring a common ground is reached by the two business executives (Beeton, Weiler & Ham, 2005; Steers, Sanchez-Runde & Nardon, 2010). When businessmen from two different countries come together in a meeting, their aim is to seek out information, ideas, customers or even partnerships. They always seek a common ground. For the executives to reach a common ground, they have to exploit each other’s ability and willingness to convey meaning. Culture, however, shapes the ability and willingness to convey meaning. This model explains the elements of the communication process, and their interaction with culture in the work environment (Holliday, Hyde & Kullman, 2010). According to this model, the intrinsic characteristics of each participant’s cultural environments help determine the common enduring normative beliefs which form the basis of the communication process. In across cultural environment, like in the case study where two different cultures interact, the cultural drivers shape the communication process. They, for example, influence the degree of confrontation, openness of communication, if open conflict is acceptable and so on. In the case study, for example, the cultural drivers influence the non-verbal signs acceptable in a formal conversation. From the normative beliefs, specific culturally compatible communication strategies develop. These include; objectives in responding to or initiating a message, people’s expectation, choice of direct or indirect communication, transmission strategies, and choice of language (Steers, Sanchez-Runde & Nardon, 2010). The cultural influence on communication process is as follows; (Steers, Sanchez-Runde & Nardon, 2010) 3.0 Case Analysis As noted above, culture influences the interaction between the business executives. The sender in this case is the Frenchman. His normative belief about appropriate behaviour is that they should conform to cultural rules. This then leads to the culturally compatible communication style. These are now the specific cultural rules guiding behaviour, for example, a business etiquette. According to French business etiquette, business cards should be issued after introductions, and they should have a translation of an individual’s details in French on one side. This defines the communication style, and as seen in the case study, Durand and his team issued business cards after introductions and included a translation of the details in English. This is a show of courtesy. The cultural guidelines influence the expectations of an individual from the other. The receiver’s normative belief about appropriate behaviour did not agree with the sender’s belief creating conflict and lack of understanding during communication. The receiver in this case study is Picard whose compatible communication style would not express the same meaning as what is expected of him by the sender. Picard made several mistakes during his interaction with Durand. He removed his court during a formal business meeting, an indication of lack of courtesy to the French, which he did not intend. The French do not like over friendly behaviour. They like restrained and modest behaviour when dealing with official relationships. This unfriendly behaviour is guided by their etiquette, for which they expect other people appreciate and respect. When greeting someone, for example, one is not supposed to extend such relations to the extent of offering flowers as Picard did. Picard’s normative belief about appropriate behaviour, however does not find anything erroneous with what he did during the dinner party. The same applies to other actions that were against the French etiquette. Other influences on the communication process are the settings in which communication takes place, as in the case study, there was dinner, and an office setting. 4.0 Recommendation People get involved with, and work together with others from different cultures. In most cases, interactions with people from different cultures go on well with no problems. Sometimes, however, problems rise, and people fail to understand each other. One of the rationales explaining why people are short of appreciation is the lack of knowledge and understanding of the other person’s culture (Piller, 2011). In order to understand the difference between cultures, it is essential to be aware of the elements of culture in the communication process. An individual should be able to recognize the verbal, non verbal and virtual elements, specific to a culture, of a communication process in a specific setting. This way there will be no misrepresentation or misinterpretation of an individual’s actions. In the case study, for example, Picard should have assessed the cultural elements that the French hold to be of value when in business meetings. References Alston, J. P. and Saillet, S. (2003). A Practical guide to French business. Lincoln, NE: iUniverse. Beeton, S., Weiler, B. and Ham, S. (2005). Contextual Analysis for Applying Persuasive Communication Theory to Managing Visitor Behaviour. Retrieved from: http://www.crctourism.com.au/wms/upload/resources/bookshop/Manage%20Visitor%20Behaviour_Port%20Campbell%20NP.pdf Chaney, L.H. and Martin, J.S. (2007). The essential guide to business etiquette. Westport, CT: Greenwood Publishing Group. Holliday, A., Hyde, M. and Kullman, J. (2010). Intercultural communication: An advanced resource book for students. London: Routledge. Piller, I. (2011). Intercultural communication: A critical introduction. Edinburgh University Press. Sabath, A. M. (2005). International business etiquette: Europe. Lincoln, NE: iUniverse. Steers, R. M., Sanchez-Runde, C. J. and Nardon, L.(2010). Management across cultures: Challenges and strategies. Cambridge: Cambridge University Press. Read More