Time After Time

When you tell an American co-worker that you need something ASAP, it’s generally understood you need it "right now." When working with a colleague from another country, however, you might not get the same results, as different cultures have different concepts of time.

In general, there are two classifications of how cultures process time: monochronic, which is common in Anglo-Saxon cultures, and polychronic, commonly associated with Latin American, Middle Eastern and African cultures.

In monochronic cultures, workers like to plan and schedule things and are usually goal-oriented. They usually focus on one thing at a time, concentrating on time and efficiency and minimizing distractions. They tend to be careerist and optimistic in nature ("I can do that"). Appointment times are rigid, and is measured by hours and minutes. Monochronic cultures are often described as those in which its workers "live to work, rather than work to live."

By contrast, polychronic cultures are more fatalistic in nature and often pursue more than one priority at a time. They have a relaxed attitude about time, believing it to be enjoyed, not controlled. Time is measured in tasks, rather than in hours and minutes. Appointment time is flexible, not rigid. Polychronic cultures are often described as those in which its workers "work to live, rather than live to work."

When scheduling appointments or setting deadlines, consider whether your colleague is working within a monochronic or polychronic time frame. It will save a lot of misunderstanding and frustration for everyone involved.

Sources:
IABC

Say What?

While English is the language most used in business communication (the total population of countries using English as either a first or a second language amounts to about 49 percent of the world's population), there are several forms and varieties of English used worldwide. Even between America and the U.K., one finds various differences in word usage, meanings, idioms, etc.

Many English words have various meanings. For example, there are 56 meanings alone for the verb "set" in Webster’s Third International Dictionary.

In addition, English has a significant ongoing expanding vocabulary, with more than 5,000 new words per year. These new items include a mix of slang, jargon and idioms from many different sources.

The result can be misinterpretation by those for whom English is a second language.

"World English" (also known as Global English or Common English) is the result of efforts to reduce the burden on non-native readers/listeners by applying a set of writing and editing principles to create a simplified, highly intelligible international dialect. More simply, it’s an international standard for English usage that reaches toward cultural neutrality.

There are four principles of World English:

1. Eliminate slang and jargon. Think of all the business terms we use regularly: "cash-effective," "close the loop," "push back," "comfort zone," "core competency," "win-win." While we may know what those terms mean, your message might be lost on non-native speakers.

2. Avoid ambiguity. Be sensitive to words with multiple meanings or a wide range of meanings, and choose another word with a narrower range of meaning.

3. Eliminate words that contain hidden metaphors and other figurative speech. For example, "a deeper look at" can be changed to "greater attention to."

4. Eliminate idioms, or phrases that must be understood as a whole but the elements of which provide little or no clues as to the meaning. Examples: "Don’t shoot yourself in the foot" translates more clearly to "Don’t unintentionally harm yourself"; "He is licking his chops" can be reworked to "He is clearly gloating"; "Employers often lump in benefits with salary" can be changed to "Employers often combine benefits with salary."

When doing business with a non-native speaker, try to cultivate a higher level of sensitivity to the use of certain language in your communications. Put yourself in the place of the non-native speaker, and think about the hidden meanings and ambiguities to have better clarity and precision in your communications around the world.


Sources:
AskOxford.com
CW Bulletin
Wikipedia

The Gesture Heard 'Round the World

As a culture, Americans tend to be physically expressive. For example, we give our “thumbs up” to signal approval, or the “OK” sign when we agree with something.

However, as we do business internationally, we need to consider how those gestures translate to our audiences, as some gestures mean radically different things to different cultures. For example, did you know that the “thumbs up” gesture is obscene in Iran? Or that the OK sign signals quite the opposite in Brazil? Or that pulling down on one eye in France tells the person that you don’t believe them?

While most people will likely understand that you did not mean to offend them, try to limit your physical gestures to avoid miscommunication.

More examples:

• In Asia, squinting and sucking air through your teeth shows disagreement.
• In Chile, slapping your right fist into your left palm is obscene, and an open palm with the fingers separated means “stupid.”
• In Islamic countries, it’s insulting to show the soles of your feet.
• In Japan, tapping one’s finger repeatedly on the table signifies agreement or support of a speaker’s statement.

While it’s impossible to learn the idiosyncrasies of every culture, some basic knowledge will help you go a long way to building good working relationships.

Sources:
Culture Connect
Exploring Nonverbal Communication
International Society for Gesture Studies
Rick Steves’ Europe

Country Spotlight: Japan

Japan, an island country in East Asia, is the 10th largest in the world, with a population of about 128 million. A major economic power, Japan has the world’s second largest economy, after the U.S. It is a member of the United Nations, G8, G4 and APEC, is a major exporter and importer, and a world leader in technology and machinery.

Japan can be defined as a high-context culture, where social behavior is still quite formal. Generally speaking, Japanese people tend to be shy, and it is customary to be respectful to elders. Drinking and smoking is acceptable, and they enjoy dining in large parties or groups. Also, because they value relationships, they tend to ask personal questions – about family, education, social life, etc. – as a way of getting to know you better.

Business Etiquette: Do and Don’ts

DO:

• Be punctual; lateness is a sign of disrespect. Arrive five minutes prior to the appointment.
• Exchange business cards by presenting them with both hands (cards should have both English and Japanese on them).
• Engage in small talk before negotiations. Because this is a high-context culture, relationships are highly valued.
• Give gifts to your hosts (remember to present the gifts with both hands). A small souvenir that represents your hometown is appropriate.
• Take notes during meetings. It shows you’re interested in, and paying attention to, the discussion.
• Make decisions quickly and efficiently. The old concept of the "unhurried" Japanese negotiation process no longer applies.

DON’T:

• Sit just anywhere. As the guest, you will be directed to the appropriate seat.
• Sit until the meeting head tells you to be seated, and don’t stand up before he does.
• Address your Japanese counterparts by their first name, unless you are invited to do so.
• Show negative emotions during business negations. Express opinions openly, but avoid direct or aggressive refusals.
• Engage in physical contact. Personal space is highly valued in Japan. Physical contact, other than a handshake, is never displayed in public.
• Use large hand gestures, unusual facial expressions or dramatic movements.
• Be discouraged by silence; it is often used as a strategy.

In terms of appearance, casual American style is still uncommon in Japan. Men should wear dark business suits, and beards and shaved heads are discouraged. Women should wear minimal accessories, and should be mindful of the height of the heels on their shoes.

Sources:
Communicaid
Japan-Guide.com
Wikipedia

To Translate or Not to Translate?

When preparing documents for international use, one of the first things you’ll need to consider is whether the documents should be translated.

One of the benefits of translating documents into the country’s native language is that it shows respect for its culture. And, as we saw with our exploration of high-context cultures, that can make a huge difference in terms of gaining the person’s loyalty, interest and, ultimately, business. It can also increase understanding and communication.

However, key messages can be lost in translation. Translating is about more than replacing a set of words in one language with a set of words in another. Documents convey a message to the reader, and a document created for one audience is not necessarily appropriate for another. Also, translating can be costly, especially if more than one language is needed.

Furthermore, not all materials need to be translated. The decision should be based on the nature of the audience. A technical manual, for example, is more likely to be understandable in English because most technical personnel have been trained in English. However, if you’re targeting a Spanish woman who does the cooking for the home, then materials should be available in Spanish.

When deciding whether to translate a document, ask yourself the following questions:

• Which countries will you be operating in? (Translation needs can be prioritized by country.)
• What are your future expansion plans? (If future needs will overlap, that can bring the expected cost down.)
• What types of material are you working with? (Technical material lends itself to the application of translation memory and other cost-reducing technologies, but marketing material less so.)
• What is your budget? (The translation schedule can be tailored to your budget, with higher-impact materials given higher priority.)

In many cases, you’ll benefit from bilingual communications, but it ultimately depends on the nature of your project and your audience.

Sources:
http://www.hablamosjuntos.org/sm/default.to_translate.asp
http://www.cheskin.com/blog/blog/archives/000474.html
http://www.elanex.com/EN/articles_whytranslate.aspx

High Context vs. Low Context

In order to communicate effectively with people in other countries, it’s important to know the business hierarchy and how people relate to each other. One way to understand this is in terms of "high context" and "low context," a classification based on how people in different cultures communicate.

High context refers to societies in which people have close connections. High-context people are generally defined as:

• Less verbally explicit. Instead, they rely more on indirect verbal interaction and are proficient at reading non-verbal cues.
• Having less written/formal communication. High-context cultures are more interested in fostering trust than in signing contracts.
• Having strong boundaries. They have more clearly defined roles of authority, and differences in status are valued. They rarely call people by their first names.
• Relationship-focused. Decisions and activities are focused around personal, face-to-face relationships.
  

Examples of high-context cultures: Brazil, China, India, Japan, Mexico, Russia and Singapore.

In low-context cultures, people tend to have many connections but of shorter duration. Low-context people can be generally defined as:

• More accessible. Status/authority is not as valued as experience and knowledge.
• Task-centered. Decisions and activities focus around what needs to be done, and there is more division of responsibilities.
• Informal. Calling people by their first names is not considered disrespectful.
• Direct. They often say what they feel and don’t avoid saying "no."
  

Examples of low-context cultures: Germany, United Kingdom, United States.

When dealing with people from different cultures, it’s helpful to know beforehand whether they come from a high-context or low-context culture. This will make you more aware of the reasons behind their words and actions, help you avoid misunderstandings and, ultimately, make you a better communicator.

Sources:
Business Cultures
Communicating Across Cultures
Cross-Cultural Training
Culture and Non-Verbal Communication

Country Spotlight: Brazil

In Brazil, doing business is essentially another form of social interaction. Deals are won and lost upon the strength of relationships and the ability to nurture a sense of chemistry. When first starting out, it’s important to work through a local contact, a “despachante,” who has the ability to introduce you to the right people, set up meetings and deal with paperwork. Ask your corporate communications department for help in finding one.

Brazilians are essentially looking for two things: someone they like and trust, and someone who is competent in business. It’s important to build a strong relationship first, which will then naturally lead to trust. You must invest time in getting to know people on a personal level, in order to allow for open and honest discussions in business.

Brazilians like to take their time when it comes to closing deals, so don't expect business deals to be rushed. “Getting straight down to business” can be seen as offensive, even aggressive. Indulge in small talk, whether it’s asking about their children or chatting about the latest news or futbol (soccer) results. Don't be surprised if you are asked seemingly personal questions, as this is part of the getting-to-know-you process. Reciprocate such questions and show an interest in their lives and background.

The same goes when calling someone on the phone: chat first, talk business second. Don't sound like you're so pressed for time that you don't have time to be social. You're likely not to hear from them again if you do.

Also, the American custom of using first names in the workplace is disconcerting to Brazilians, who are accustomed to very defined ways of addressing each other according to social status, age, rank and position. Use formal names, when possible: Senhor Silva (Mr. Silva) or Senhora Silva (Mrs. Silva).

And don’t be surprised if meetings start and run late. While Americans are used to rigid schedules, the concept of punctuality is very different in Brazil. In general, when scheduling meetings, allow for some degree of tardiness.

Appearance is important to Brazilians. They are very fashion-conscious and follow European styles. Women can either wear a stylish business suit or a dress with a jacket. Sandals are OK, and panty hose is optional. Men should invest in the best suit they can afford, with a European design and cut and a good-looking silk tie. Do not wear a tie with a short-sleeved shirt – it screams “tourist.” Likewise, avoid undershirts, white socks or socks with sandals. Also, make sure you have a good haircut and look well-groomed, including your fingernails.

Also, do not wear green and yellow together: those are the colors of the Brazilian flag, and are not appropriate for clothing, unless you’re going to a “futbol” game.

Fun fact: The American hand symbol for OK (holding your index finger to your thumb while keeping the other three fingers straight) is obscene in Brazil. Instead, use the "thumbs up" sign.

Sources:
Brazil Business Etiquette
Brazilian-American Chamber of Commerce
Kwintessential Cross-Cultural Solutions
Maria-Brazil.org