Results of Poor Cross Cultural Awareness

Results of Poor Cross Cultural Awareness. Having a poor understanding of the influence of cross cultural differences in areas such as management, PR, advertising and negotiations can eventually lead to blunders that can have damaging consequences.

It is crucial for today’s business personnel to understand the impact of cross cultural differences on business, trade and internal company organisation. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a break down in communication can occur.

The need for greater cross cultural awareness is heightened in our global economies. Cross cultural differences in matters such as language, etiquette, non-verbal communication, norms and values can, do and will lead to cross cultural blunders.

To illustrate this we have provided a few examples of cross cultural blunders that could have been avoided with appropriate cross cultural awareness training:

An American oil rig supervisor in Indonesia shouted at an employee to take a boat to shore. Since it is no-one berates an Indonesian in public, a mob of outraged workers chased the supervisor with axes.

Pepsodent tried to sell its toothpaste in Southeast Asia by emphasizing that it "whitens your teeth." They found out that the local natives chew betel nuts to blacken their teeth which they find attractive.

A company advertised eyeglasses in Thailand by featuring a variety of cute animals wearing glasses. The ad was a poor choice since animals are considered to be a form of low life and no self respecting Thai would wear anything worn by animals.

The soft drink Fresca was being promoted by a saleswoman in Mexico. She was surprised that her sales pitch was greeted with laughter, and later embarrassed when she learned that fresca is slang for "lesbian."

When President George Bush went to Japan with Lee Iacocca and other American business magnates, and directly made explicit and direct demands on Japanese leaders, they violated Japanese etiquette. To the Japanese (who use high context language) it is considered rude and a sign of ignorance or desperation to lower oneself to make direct demands. Some analysts believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians.

A soft drink was introduced into Arab countries with an attractive label that had stars on it--six-pointed stars. The Arabs interpreted this as pro-Israeli and refused to buy it. Another label was printed in ten languages, one of which was Hebrew--again the Arabs did not buy it.

U.S. and British negotiators found themselves at a standstill when the American company proposed that they "table" particular key points. In the U.S. "Tabling a motion" means to not discuss it, while the same phrase in Great Britain means to "bring it to the table for discussion."

In addition to interpersonal cross cultural gaffes, the translation of documents, brochures, advertisements and signs also offers us some comical cross cultural blunders:

Kellogg had to rename its Bran Buds cereal in Sweden when it discovered that the name roughly translated to "burned farmer."

When Pepsico advertised Pepsi in Taiwan with the ad "Come Alive With Pepsi" they had no idea that it would be translated into Chinese as "Pepsi brings your ancestors back from the dead."

American medical containers were distributed in Great Britain and caused quite a stir. The instructions to "Take off top and push in bottom," innocuous to Americans, had very strong sexual connotations to the British.

In Italy, a campaign for Schweppes Tonic Water translated the name into "Schweppes Toilet Water."

In a Belgrade hotel elevator: To move the cabin, push the button for wishing floor. If the cabin should enter more persons, each one should press a number of wishing floor. Driving is then going alphabetically by national order.

In a Yugoslavian hotel: The flattening of underwear with pleasure is the job of the chambermaid.

In a Bangkok dry cleaner's: Drop your trousers here for best results.

In an East African newspaper: A new swimming pool is rapidly taking shape since the contractors have thrown in the bulk of their workers.

Detour sign in Kyushi, Japan: Stop--Drive sideways.

At a Budapest zoo: Please do not feed the animals. If you have any suitable food, give it to the guard on duty.

In conclusion, poor cross cultural awareness has many consequences, some serious others comical. It is imperative that in the global economy cross cultural awareness is seen a necessary investment to avoid such blunders as we have seen above.

For more information on how Kwintessential can aid you in your cross cultural needs please visit http://www.kwintessential.co.uk/cross-cultural/cross-cultural-awareness.html

Neil Payne is Director and consultant of London based company http://www.kwintessential.co.uk

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Hurdles to Cross Cultural Business Communication

International businesses are facing new challenges to their internal communication structures due to major reforms brought about through internationalization, downsizing, mergers, acquisitions and joint ventures.

Lack of investment in cross cultural training and language tuition often leads to deficient internal cohesion. The loss of clients/customers, poor staff retention, lack of competitive edge, internal conflicts/power struggles, poor working relations, misunderstandings, stress, poor productivity and lack of co-operation are all by-products of poor cross cultural communication.

Cross cultural communications consultants work with international companies to minimise the above consequences of poor cross cultural awareness. Through such cooperation, consultancies like Kwintessential have recognised common hurdles to effective cross cultural communication within companies.

Here we outline a few examples of these obstacles to cross cultural co-operation:

Lack of Communication

It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.

Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which information can be withheld from staff. This will eventually result in an alienated staff base that feels divided from management and superiors.

If managers are too selective in providing information, this can cause suspicion and jealousy among staff and will eventually result in internal strife instead of cohesion.

A management which does not and will not communicate and interact physically with staff demonstrates a lack of interest, trust and respect.

In the West it is often the case that communication lines are vertical. Staff report up to managers and managers up to senior levels and so on. Ideally lines of communication should run both ways. Those with a subordinate place in the communication process tend to feel estranged, indifferent and possibly even belligerent.

Lack of communication in all its forms is unhealthy. Companies and managers must be aware of how, what and to whom they are communicating.

Language

Communication difficulties through language come in two forms:

Use of inappropriate language

Language carries with it subliminal meanings and messages transmitted through vocabulary, stress and tone. The wrong use of words or emotions hidden behind phrases can send messages that affect staff self-perception, confidence and attitude. Critical language causes poor interpersonal relationships and low self-confidence whereas supportive language and tones has the opposite effect.

Foreign Languages

These days, offices may have native speakers of over 50 languages all under one roof. It is important that the main language of the office is established, whether it be English, French or Spanish. Once this is constituted all employees should only converse in the main language. This avoids exclusion of staff who can not understand other languages. In addition, a company should ensure that all its employees are fully conversant in the main language. Language tuition should be seen as a necessity not a luxury.

Culture

International businesses with a highly diverse workforce in terms of nationality and cultural background face challenges from the differences in language, values, belief systems, business ethics, business practices, behaviour, etiquette and expectations.

Cross cultural differences can negatively impact a business in a variety of ways, whether in team cohesion or in staff productivity. As we have seen above, different methods of communication are just one area in which cross cultural differences are manifested.

In such multicultural companies, objective help may be needed through a cross cultural consultant who will show teams and individuals how to manage communication and work together more cohesively and productively.

Company Culture

Company culture pertains to the internal culture of a company in terms of how it is managed. For example, does the company view its different departments such as sales, production, administration and HR as closed or open systems? A closed system is one in which a total lack of synergy exists between a sales and production department due to the structure and communication lines between the two. A consequence of such compartmentalization is that managers of departments have a tendency to become territorial. It is vital that team work, team building and team spirit are encouraged in order to create open systems.

Such measures are especially valid in joint ventures and mergers whereby co-operation between two or more companies requires their total commitment to an open system.

Understandably many companies are primarily focused on the financial and strategic side of company operations. International businesses are now realising that many of their business problems have roots in man-management and communication.

In summary, we can conclude that the biggest hurdle to effective cross cultural communication is a reluctance to invest in the expertise and resources needed to overcome the problems as outlined above. Cross cultural hurdles are easily negotiable with some objective and well-qualified assistance.

For more information please visit http://www.kwintessential.co.uk

Neil Payne is Director of London based consultancy http://www.kwintessential.co.uk



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Culture and Website Localization

Culture and Website Localization

With the rise in ownership of computers and internet usage growing daily, the internet is fast becoming the primary port of call for information, shopping and services. In addition, those computer and internet users are increasingly from non-English speaking countries. At the end of 2002, it was estimated that 32% of internet users were non-native English speakers. This figure is constantly rising. In response, businesses have quickly become aware of the benefits of website localization.

Website localization is the process of modifying an existing website to make it accessible, usable and culturally suitable to a target audience. Website localization is a multi-layered process needing both programming expertise and linguistic/cultural knowledge. If either is missing, the chances are that a localization project will encounter problems.

In the majority of cases it is the lack of linguistic and cultural input that lets a website localization project down. In order to give an insight into the impact culture has on website localization the following examples depict areas in which a solid understanding of the target culture is necessary.

Language in Website Localization

Translating a website from English into another language is not as simple as it may appear. There are numerous factors that have to be taken into consideration when translating a websites’ content. Do all the words, phrases, sayings and metaphors translate directly to the target language? Would it be wise to translate the phrase “everyman for himself” in text describing a company or product if this is going to be read by a highly collectivist culture? Does the content of your website use humour and if so will the target culture appreciate or even understand it? Native alternatives should always be sought and used in any website localization.

When translating into another language carefully consider the variants. If it is to be an Arabic website then is aimed at Tunisians or Iraqis, Egyptians or Yemenis? If you are targeting all Arabic speakers then ensure Modern Standard Arabic has been employed by your translator.

One must analyse the style of the language and the target audience. If the audience is foreign business personnel, the vocabulary, grammar and punctuation must reflect this. If the audience is informal or youth orientated then a more relaxed language must used. Just as we in the UK would identify the difference between a site using ‘posh English’ and ‘street English’, other cultures will have the same perceptions of language. Using the wrong language for the wrong reader in your localization project will lead to a misunderstanding of the site or company.

It is essential to assess what information is necessary to carry over into the new site. Do not assume that all information on the English site is automatically transferred over. One must evaluate the target culture and society. Is it a culture that relies on information rich writing to fully understand a concept or product or is a culture that relies more on images or one that needs little text to grasp ideas and concepts? If your English site employs a lot of technical language then consider how best to transfer these concepts without the use of language.

Pictures in Website Localization

Images carry many subtle cultural messages within them. These can speak volumes about your company or product. Pictures or images may have certain negative connotations that may repel viewers. This is now an area that thankfully is receiving attention in website localization.

For example, if a travel site in a Muslim populated country used pictures of scantily clad women in bikinis, disco dancing and beer drinking, the chances are that they would not be very successful.
When including pictures of personnel it is wise to tailor these to what the target audience will look positively upon. A picture of the Director behind a desk in an office will be fine for a seniority respecting society, but for an egalitarian society it is better to show the Director mixing with staff.

It is through pictures that websites can either relate to an audience or repel them.

Symbols in Website Localization

As with pictures, symbols can cause problems in localization. Icons using fingers such as an OK sign or V-sign may mean different things to different cultures. Our Western symbols do not always mean the same abroad. An oft cited example is the representation of the house referring to a home page, or a letterbox to mail. The use of animals in logos can cause embarrassment and further problems. For example, pigs are considered unclean in the Middle East and cows as holy in India.

Colours in Website Localization

Colours are also loaded with cultural meanings that need to be analysed in website localization. Choosing the wrong colour for your logo or background will not always have disastrous consequences, but avoiding them is always advisable.For example, in Japan white is commonly associated with mourning. In China red is auspicious. In Africa certain colours represent different tribes.

Navigation in Website Localization

It is even the most taken for granted aspects of website layout that must be analysed properly for a successful localization project. In the West we assume that how we present websites is how it naturally should be done. This is far from the truth.

A common problem experienced in localization is the effect on layout through translation. Foreign scripts can make your pages need more room or less room depending on the target language in the localization. Not all languages read from left to right. Arabic is from right to left and both Japanese and Chinese are from top to bottom.

Access to certain pages is also a factor that can be considered as relevant. Highly hierarchical cultures may view a site positively if it is ‘member only’ access, whereas an egalitarian culture may find it disagreeable.

Content in Website Localization

Examining your written content in any localization process in critical to its success. This is not only important for proper transfer of aspects such as dates, currencies, and units of measurement but for the presenting the correct image.

For example, will the site focus on a product or a company? Both bring with them certain considerations dependent on the target culture. If a company is marketing itself in a culture that respects seniority and hierarchy, readers will want to see information on senior members. Along with their titles and rank they will also want to evaluate them through information on their professional qualifications, experience and contacts. These areas in the UK may generally be avoided as in our culture it is bordering on self-indulgence and boasting.

Conclusion

Culture affects everything we do, say, read, hear and think and even websites cannot escape the influence of culture.

The impact of culture on website localization is huge. The above few examples are literally the tip of the iceberg. The number of variables that have to be taken into consideration requires the expertise of both a website designer along with a cross cultural communications consultant. In tandem they can identify the issues that will impact on the successful localization of a site.

At a time where the internet is entering more and more houses it is crucial that companies involved in the internationalization of their business consider website localization and take care to use effective cross cultural analysis.

Neil Payne of http://www.kwintessential.co.uk is the Director of cross cultural communications consultancy Kwintessential.

Permission is granted to reproduce the article in full on the condition I am made aware of any intention to use it. npayne@kwintessential.co.uk

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Cross Cultural Communication Consultants

Cross Cultural Communication Consultants

Cross cultural communication consultants have come a long way in the short period of time such specialists have been in demand. No longer are they expatriates with a few years overseas experience and the capability to impart their knowledge onto others. Cross cultural consultants now bring expertise that is founded upon a number of key factors.

Cross cultural consultants generally have a broad knowledge and experience of two or more different cultures. This knowledge is then employed to assist companies and individuals overcome challenges brought about through cross cultural differences in business. Areas in which assistance is needed may range from relocation briefings to company mergers or management techniques. The ability to diagnose and treat cross cultural problems is developed through their experience in a number of different fields.

Academic Knowledge

Cross cultural consultants will generally have an academic background either in specific courses such as ‘Cross Cultural Communication and Trade’ or ‘Cross Cultural Psychology’ or in related courses such as ‘International Relations’ or ‘Business Studies’. Their studies will equip them with the academic skills and knowledge of the field that will later be applied in the business context.

Business Know-how

It is critical for cross cultural consultants to have considerable business experience. If this is lacking then academic knowledge is not usually sufficient to understand the mechanics of business operations. In order to understand how things work and the different challenges facing managers and staff it is critical to have experienced it first hand.

Training Experience

Through courses and practical experience a cross cultural consultant will have knowledge of training techniques. This will include communication skills, presentation methods, the use of activities and utilization of different technology and media.

Living Abroad

Experience of living abroad, mixing with different cultures, speaking different languages and working in foreign offices is vital for any cross cultural consultant. Without having been exposed to a different culture how can one advise on working effectively with that culture? It is important that this emersion in the target culture has been to the extent that the cross cultural consultant can totally empathise with the culture and understand its dynamics.

Speaking a Foreign Language

Language carries with it cultural coding. All experts, commentators and linguists are unanimous that without knowledge of the language the culture can never be appreciated. A cross cultural consultant will therefore have this insider knowledge not only through living and working in a country but also by using and understanding the language.

The complexity and diversity of cross cultural challenges in the international business world is reflected in the broad knowledge and skills of cross cultural consultants. Drawing on expertise gained through a variety of interrelated fields, the cross cultural consultant is now truly a specialist of great importance.

For more information on cross cultural communications visit http://www.kwintessential.co.uk

Neil Payne is Director of London based cross cultural communications consultancy http://www.kwintessential.co.uk

Permission is granted to reproduce thi article in its entirety on the condition an courtesy e-mail is sent, npayne@kwintessential.co.uk

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Cross Cultural Solutions for International Business

Globalisation, the expansion of intercontinental trade, technological advances and the increase in the number of companies dealing on the international stage have brought about a dramatic change in the frequency, context and means by which people from different cultural backgrounds interact.

Cross cultural solutions to international business demands are increasingly being viewed as a valid and necessary method in enhancing communication and interaction in and between companies, between companies and customers and between colleagues.

Cross cultural consultancies are involved in aiding companies to find solutions to the challenges cross cultural differences carry.

International and national businesses are ultimately the result of people. As with incompatible software, if people are running on different cultural coding, problems can occur. Cross cultural consultancies therefore concentrate their efforts on interpersonal communication.

Different cultures and cultural backgrounds between a highly diverse staff base brings with it obstacles, challenges and difficulties. Cross cultural differences manifest in general areas such as in behaviour, etiquette, norms, values, expressions, group mechanics and non-verbal communication. These cross cultural differences then follow on through to high level areas such as management styles, corporate culture, marketing, HR and PR.

In order to overcome potential pitfalls, specialist attention is required in the form of a cross cultural consultant. As one would approach a doctor for a medical diagnosis or an accountant to examine finances, cross cultural consultants offer the expertise, experience and know-how to diagnose problems and provide solutions to interpersonal cultural differences.

Within companies there are many facets in which cultural differences manifest. Some key areas which cross cultural consultants deal with include, but are not exclusive to, the following:

Cross Cultural HR: HR covers a wide range of business critical areas that need cross cultural analysis. Consultants may offer advice on a number of areas including recruitment, relocation, international assignments, staff retention and training programmes.

Cross Cultural Team-Building: in order to have a well functioning business unit within a company, communication is critical. Cross cultural consultants will provide tools and methods to promote staff integration, reduce cross cultural conflicts and build team spirit. This is essentially done through highlighting differences and building on strengths to ensure they are used positively.

Cross Cultural Synergy: international mergers, acquisitions and joint-ventures require people from different cultural backgrounds to harmonise in order to succeed. Cross cultural consultants counsel on group mechanics, communication styles, norms, values and integration processes.

Cross Cultural Awareness Training: working with colleagues, customers or clients from different cultural backgrounds, with different religions, values and etiquettes can occasionally lead to problems. Cross cultural awareness training is usually a generic introduction into a culture, country, region or religion. The aim is to equip the trainee with the adequate knowledge to deal comfortably with people from different cultures, avoiding misunderstandings and mistakes.

Cross Cultural Training for Expatriate Relocation: staff that travel overseas need to understand the cultural basics of the host country or region. Knowledge of the country’s history, culture, laws, traditions, business practices and social etiquettes all help to minimise the impact of culture shock and hence smooth their transition overseas.

Cross Cultural Negotiations: equipped with their knowledge of the two or more cultures that can be meeting around the negotiation table, a cross cultural consultant advises on areas such as negotiation strategies, styles, planning, closure and etiquette in order to increase the chance of a successful outcome, free from misunderstandings, suspicions and general cross cultural communication breakdown.

Cross Cultural PR Consultancy: brand image, public relations and advertising are all areas companies must be careful of when moving out of the national context. Tastes and values change dramatically from continent to continent. It is crucial to understand whether the brand name, image or advertising campaign is culturally applicable in the target country. Cross cultural consultants examine words, images, pictures, colours and symbols to ensure they fit well with the target culture.

Cross Cultural Language Training: Language training is an area where little investment is made by companies, but where the business advantages are great. Linguistic knowledge goes a long way in bridging cultural gaps and smoothing lines of communication. Cross cultural consultancies provide language training to business staff, moulding their learning to the business environment in which they work.

In conclusion, clearly the role and expertise of cross cultural communication consultants is important for today’s international business. The potential pitfalls cross cultural differences present to companies are extensive. In essence a cross cultural consultant’s primary objective is integration. This integration, between colleagues, clients and customers is crucial for business success. Equipped with experience, knowledge and above all objectivity, a cross cultural consultant creates bridges of understanding and opens lines of communication.

For more information on cross cultural communication please visit http://www.kwintessential.co.uk

Neil Payne is Director of cross cultural communications consultancy Kwintessential.

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