CROSS CULTURAL

COMMUNICATION

CROSS CULTURAL
COMMUNICATION
Komunikasi yang dilakukan oleh dua
kebudayaan atau lebih.
Komunikasi yang dilakukan sebagai
akibat dari terjalinnya komunikasi antar
unsur kebudayaan itu sendiri, seperti
komunikasi antar masyarakatnya.
Proses di mana dialihkan ide atau
gagasan suatu budaya yang satu
kepada budaya lainnya dan sebaliknya.

What is
Culture???
Provides patterns
of acceptable
behavior &
beliefs.
May be based
on.
Nationality
Race and
Religion

Good Intercultural
Communicators Are.
Aware values
& behaviors
not always
right.
Flexible &
open to

And..

Sensitive to
verbal &
nonverbal
behavior.
Aware of
values,
beliefs,
practices of
other cultures.
Sensitive to
differences
within

HIGH CONTEXT VS. LOW CONTEXT

CULTURES

COMMON CULTURAL
DIFFERENCES

Perception of Time
Perception of Space
Fate and Personal Responsibility
Importance of Face
Nonverbal
Communication

CROSS-CULTURAL VALUES
Americans

Freedom
Independence
Self-reliance
Equality
Individualism
Competition
Efficiency
Time
Directness
Openness

Japanese

Belonging
Group harmony
Collectiveness
Age/seniority
Group consciousness
Cooperation
Quality
Patience
Indirectness
Go-between
Elashmawi &
Harris 1993

EDWARD T. HALL'S MODEL

High-context
cultures
Long-lasting
relationships
Exploiting context
Spoken
agreements
Insiders and
outsiders clearly
distinguished

Low-context cultures
Shorter relationships
Less dependent on
context
Written agreements
Insiders and outsiders
less clearly
distinguished
Cultural patterns
change faster

CULTURAL CLASSIFICATION--HALL
Low-Context Cultures - What Is Said Is
More Important Than How or Where It Is
Said
U.S.
Germany

High-Context cultures - What Is Said and

How or Where It is Said Are Significant
Asia
Latin America
Middle East

LOW-CONTEXT IN
BUSINESS

Business before friendship

Credibility through expertise
& performance
Agreements by legal contract
Negotiations efficient

High-context in business

No business without friendship

Credibility through
relationships
Agreements founded on trust
Negotiations slow & ritualistic

COMMUNICATION BARRIERS
ETHNOCENTRISM

STEREOTYPE

ETHNOCENTRISM
Etnosentrisme yakni kecenderungan untuk
mengevaluasi nilai, kepercayaan dan perilaku
dalam kultur sendiri sebagai lebih baik, lebih logis,
dan lebih wajar ketimbang dalam kultur lain.
Persepsi yang dimiliki
individu yang menganggap
bahwa budayanya adalah
yang terbaik di antara
budaya-budaya yang
dimiliki oleh orang lain.

STEREOTYPE
Keyakinan / belief tentang
karakteriistik dari anggota
kelompok tertentu, bisa
positif dan negatif.
Walau jarang sekali
stereotip itu sepenuhnya
akurat, namun beberapa
penelitian statistik
menunjukkan bahwa
dalam beberapa kasus
stereotip sesuai dengan
fakta terukur.

Belajar Budaya Negara lain

Di Spanyol, orang berjabat
tangan paling lama antara
lima sampai dengan tujuh
ayunan; melepas jabat
tangan segera dapar
diartikan sebagai suatu
bentuk penolakan. Di
Prancis, orang berjabat
tangan cukup dengan hanya
sekali ayunan atau gerakan.

Jangan memberi hadiah

beralkohol kepada
orang-orang yang hidup
di negara Arab

Ungkapkan usia
perusahaan kita, jika
kita sedang berbisnis
dengan orang-orang
Jerman, Belanda dan
Swiss

Lanjutan

Some Cultural
Scenarios
Japan

China

India

Mexico

JAPAN
To help her American Company establish a
presence in Japan, Mrs. Torres wants to hire a
local interpreter who can advise her on business
customs. Ms. Tomari has superb qualifications
on paper, but when Mrs. Torres tries to probe
about her experience, Ms. Tomari just says, I
will do my best. I will try very hard. She
never gives details about any of the previous
positions she has held. Mrs. Torres begins to
wonder if Ms. Tamari's rsum is inflated.

CHINA
Stan Williams wants to negotiate a joint venture
between his American firm and a Beijing-based
company. He asks Tung-Sen Lee if the Chinese
people have enough discretionary income to afford
his product. Mr. Lee is silent for a time, and then
says, Your product is good. People in the West
must like it. Stan smiles, pleased that Mr. Lee
recognizes the quality of his product, and he leaves
a contract for Mr. Lee to sign. Weeks later, Stan
still hasnt heard anything. If China is going to be
so inefficient, he wonders if his company should try
to do business there.

INDIA

Gloria Johnson is proud of her participatory

management style. Assigned in Bombay on
behalf of her U.S.-based company, she is careful
not to give orders but to ask for suggestions.
But the employees rarely suggest anything.
Even a formal suggestion system she established
does not work. Worse still, she doesnt sense the
respect and camaraderie that she felt at the plant
she managed in Texas. Perhaps the people in
India just are not ready for a woman boss.

MEXICO
Alan Caldwell is a U.S. sales representative in
Mexico City. He makes appointments with Senr
Lopez and is careful to be on time, but his host is
frequently late. To save time, Alan tries to get right
to business, his host wants to talk about sightseeing
and about Alans family. Even worse, the meetings
are interrupted constantly with phone calls, long
conversations with other people, and even
customers children who come into the office. Alans
first report to his home office is very negative. He
hasnt yet made a sale. Perhaps Mexico just isnt the
right place to do business.