The Art of Business Conversation

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The Art of Business Conversation

• in an increasingly diverse and global business
  world

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WELCOME
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Top Ten Countries with which the U.S. Trades
TOTALS IN BILLIONS U.S.
Values given are for Imports and Exports added
together
Countries represent 64.77 of U.S.
Imports 56.47 of U.S. Exports
http//www.census.gov/foreign-trade/top/dst/2008/
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Top Ten Countries with which the U.S trades by
region
TOTALS IN BILLIONS U.S.
Values given are for Imports and Exports added
together
Countries represent 64.77 of U.S.
Imports 56.47 of U.S. Exports
http//www.census.gov/foreign-trade/top/dst/2008/
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Cross Cultural Communication Process
The cultural field shown represents culturally
based elements in the sender's and in the
receiver's background, such as their language,
education and values. The cultural field creates
the codes used in the encoding and decoding
process and the cultural conventions that affect
the communication process.
Adapted from Cultural Intelligence by D.C.
Thomas and K. Inkson
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Cross Cultural Communication Process
Cultural Field
Cultural Field
Sender
Encoding
Decoding
Channel
Receiver
The cultural field shown represents culturally
based elements in the sender's and in the
receiver's background, such as their language,
education and values. The cultural field creates
the codes used in the encoding and decoding
process and the cultural conventions that affect
the communication process.
Adapted from Cultural Intelligence by D.C.
Thomas and K. Inkson
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Dimensions of Cultures
HIERARCHY POWER DISTANCE INDEX The extent to
which the less powerful members of institutions
and organizations within a culture expect and
accept that power is distributed unequally.
IDENTITY INDIVIDUALISM/COLLECTIVISM Individualis
t cultures are those where the ties between
individuals are loose everyone is expected to
look after themselves and their immediate family.
Collectivism as its opposite pertains to
cultures where people are integrated into strong,
cohesive in-groups which protect them in exchange
for unquestioning loyalty.
Culture is more often a source of conflict than
of synergy Dr. Geert Hofstede
GENDER MASCULINITY/FEMININITY In masculine
cultures emotional generational roles are clearly
distinct men are supposed to be assertive, tough
and focused on material success, whereas women
are supposed to be more modest, tender and
concerned with the quality of life. A culture is
called feminine when emotional gender roles
overlap both men and women are supposed to be
modest, tender and concerned with the quality of
life.
TRUTH UNCERTAINTY AVOIDANCE Uncertainty
avoidance is the extent to which the members of a
culture feel threatened by ambiguous or unknown
situations.
VIRTUE ORIENTATION LONG-TERM/SHORT-TERM
Cultures with long-term orientation foster
virtues oriented toward future rewards, in
particular perseverance and thrift. Its opposite
pole, short-term orientation, stands for virtues
related to the past and present. In particular
respect for tradition, preservation of face and
fulfilling social obligations.
Geert Hofstede is the trademark of Dr. Geert
Hofstede, Velp, Netherlands
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Dimensions of Cultures
HIERARCHY POWER DISTANCE INDEX The degree of
equality, or inequality, between people in the
culture's society. A High Power Distance ranking
indicates that inequalities of power and wealth
have been allowed to grow within the society.
These societies are more likely to follow a caste
system that does not allow significant upward
mobility of its citizens. A Low Power Distance
ranking indicates the society de-emphasizes the
differences between citizens power and wealth.
In these societies equality and opportunity for
everyone is stressed.
Cultural differences are a nuisance at best and
often a disaster." Dr. Geert Hofstede
IDENTITY INDIVIDUALISM The degree the society
reinforces individual or collective achievement
and interpersonal relationships. A High
Individualism ranking indicates that
individuality and individual rights are paramount
within the society. Individuals in these
societies may tend to form a larger number of
looser relationships. A Low Individualism ranking
typifies societies of a more collectivist nature
with close ties between individuals. These
cultures reinforce extended families and
collectives where everyone takes responsibility
for fellow members of their group.
GENDER MASCULINITY The degree the society
reinforces, or does not reinforce, the
traditional masculine work role model of male
achievement, control, and power. A High
Masculinity ranking indicates the culture
experiences a high degree of gender
differentiation. In these cultures, males
dominate a significant portion of the society and
power structure, with females being controlled by
male domination. A Low Masculinity ranking
indicates the culture has a low level of
differentiation and discrimination between
genders. In these cultures, females are treated
equally to males in all aspects of the society.
Geert Hofstede is the trademark of Dr. Geert
Hofstede, Velp, Netherlands
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Dimensions of Cultures
TRUTH UNCERTAINTY AVOIDANCE The level of
tolerance for uncertainty and ambiguity within
the society - i.e. unstructured situations. A
High Uncertainty Avoidance ranking indicates the
culture has a low tolerance for uncertainty and
ambiguity. This creates a rule-oriented society
that institutes laws, rules, regulations, and
controls in order to reduce the amount of
uncertainty. A Low Uncertainty Avoidance ranking
indicates the culture has less concern about
ambiguity and uncertainty and has more tolerance
for a variety of opinions. This is reflected in a
society that is less rule-oriented, more readily
accepts change, and takes more and greater risks.
To be fully effective you must know well what you
are talking about you must make yourself
understood you must hold the attention of your
listener, and create in him a desire to act as
you wish. Originally Published Early 1900's
VIRTUE LONG-TERM ORIENTATION The degree the
society embraces, or does not embrace, long-term
devotion to traditional, forward thinking values.
High Long-Term Orientation ranking indicates the
culture prescribes to the values of long-term
commitments and respect for tradition. This is
thought to support a strong work ethic where
long-term rewards are expected as a result of
today's hard work. However, business may take
longer to develop in this society, particularly
for an "outsider". A Low Long-Term Orientation
ranking indicates the culture does not reinforce
the concept of long-term, traditional
orientation. In this culture, change can occur
more rapidly as long-term traditions and
commitments do not become impediments to change.
Geert Hofstede is the trademark of Dr. Geert
Hofstede, Velp, Netherlands
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Hofstede Rankings - Top 10 Foreign Trade
Countries with U.S.
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Hofstede Rankings U.S. Ranking
9th
1st
6th
4th
3rd
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Masculinity versus Individualism

• Venezuela

• China

• South Korea

collectivist

• Mexico

• Saudi Arabia

Individualism

• Japan

• India

• Germany

• France

individualist

• Canada

• Great Britain

• U.S.

feminine
masculine
Masculinity
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Summary of Synthetic Cultures
Adapted from Exploring Culture by Hofstede,
Pedersen and Hofstede
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The Golden Rule
treat others as you would like to be treated
Isocrates (436-338 b.c.)
Do not do to others what would anger you if done
to you by others
What you wish your neighbors to be to you, such
be also to them
Sextius (406 b.c.)
http//en.wikipedia.org/wiki/Ethic_of_reciprocity
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How would you establish the first contact ?
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What should you do?
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What would you do?
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What do you talk about ?
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What should you do?
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What should you do?
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What should you do?
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What do you do?
Your client tells you he does not want to work
with the female manager you assigned to his
account, even though she is fluent in his
language. Without directly saying so, he
intimates that he would be more comfortable
working with a man.
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How do you establish your credibility and
authority?
Your arrive at a meeting to pitch a significant
piece of new business. The top decision maker who
you have never met before is rude, interrupts and
is a foot and a half taller than you are.
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THANK YOU FOR JOINING US TODAY!
Please be generous when completing your evaluation
Jane Snoddy Smith jsmith_at_fulbright.com Ann-Margar
et Vann amvann_at_qavconsulting.com Deborah
Quok djquok_at_qavconsulting.com