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Communicating across cultures is challenging. Each culture has set rules that Rapport building asian cultures members take for granted. Few of us are aware of our own cultural biases because cultural imprinting is begun at a very early age. And while some of a culture's knowledge, rules, beliefs, values, phobias, and anxieties are taught explicitly, most of Xxx sexy girl indian Rapport building asian cultures is absorbed subconsciously.

The challenge for multinational communication has never been greater. Worldwide business organizations have discovered that intercultural communication is a subject of importance—not just because of increased globalization, but also because their domestic workforce is growing more and more diverse, ethnically and culturally.

We are all individuals, and no two people belonging to the same culture are guaranteed to respond in exactly the same way. However, generalizations are Rapport building asian cultures to the extent that they provide clues on what you will most likely encounter when dealing with members of a particular culture. All international communication is influenced by cultural differences.

Even the choice of communication medium can have cultural overtones. The determining factor may not be the degree of industrialization, but rather whether the country falls into a high-context or low-context culture. High-context cultures Mediterranean, Slav, Central European, Latin American, African, Arab, Asian, American-Indian leave much of Rapport building asian cultures message unspecified, to be understood through context, nonverbal cues, and between-the-lines interpretation of what is actually said.

By contrast, low-context cultures most Germanic and English-speaking countries expect messages to be explicit and specific. Some cultures think of time sequentially, as a linear commodity to "spend," "save," or "waste. In sequential cultures like North American, English, German, Swedish, and Dutchbusinesspeople give full attention to one agenda item after another.

In synchronic cultures including South America, southern Europe and Asia the flow of time is viewed as a sort of circle, with the past, present, Rapport building asian cultures future all interrelated. This viewpoint influences how organizations in those cultures approach deadlines, strategic thinking, investments, developing talent from within, and the concept of "long-term" planning.

Orientation to the past, present, Rapport building asian cultures future is another aspect of time in which cultures differ. Americans believe that the individual can influence the future by personal effort, but since there are too many Rapport building asian cultures in the distant future, we favor a short-term view.

Any important relationship Rapport building asian cultures a durable bond that goes back and forward in time, and it is often viewed as grossly disloyal not to favor friends and relatives in business dealings. In international business practices, reason and emotion both play a role. Which of these dominates depends upon whether we are affective readily showing emotions or emotionally neutral in our approach. Members Rapport building asian cultures neutral cultures do not telegraph their feelings, but keep them carefully controlled and subdued.

In cultures with high affect, people show their feelings plainly by laughing, smiling, grimacing, scowling, and sometimes crying, shouting, or walking out of the room. This doesn't mean that people in neutral cultures are cold or unfeeling, but in the course of normal business activities, neutral cultures are more careful to monitor the amount of emotion they display. Emotional reactions were found to be least acceptable in Japan, Indonesia, the U.

Reason and emotion are part of all human communication. When expressing ourselves, we look to others for confirmation of our ideas and feelings. If our approach is highly emotional, we are seeking a direct emotional response: "I feel the same way. It's easy for people from neutral cultures to sympathize with the Dutch manager and his frustration over trying to reason with "that excitable Italian. That just makes sense—doesn't it? Well, not necessarily to the Italian who felt the issue was deeply personal and who viewed any "rational argument" as totally irrelevant!

When it comes to communication, what's proper and correct in one culture may be ineffective or even offensive in another. In reality, no culture is right or wrong, better or worse—just different. In today's global business community, there is no single best approach to communicating with one another. The key to cross-cultural success is to develop an understanding of, and a deep respect for, the differences. This article is reprinted from the website of the American Management Association at www.

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High-Context vs. Low-Context All international communication is influenced by cultural differences. Sequential vs. Synchronic Some cultures think of time sequentially, as a linear commodity to "spend," "save," or "waste. Affective vs.

Neutral In international business practices, reason and emotion both play a role. Related Content. Continue Browsing View Cart.

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