between cultures. For instance, the new capitalists in Russia may have difficulty com-
municating with their English-speaking counterparts because English terms such as effi-
ciency, free market,and regulationcannot be translated directly into Russian.
Second, there are barriers caused by word connotations.Words imply different things in
different languages. The Japanese word haitranslates as “yes,” but its connotation may
be “yes, I am listening,” rather than “yes, I agree.” Western executives may be hampered
in their negotiations if they do not understand this connotation.
Third are barriers caused by tone differences.In some cultures language is formal, and
in others it’s informal. In some cultures, the tone changes depending on the context:
People speak differently at home, in social situations, and at work. Using a personal,
informal style in a situation where a more formal style is expected can be embarrassing
and offensive.
Fourth, there are barriers caused by differences in perceptions.People who speak differ-
ent languages actually view the world in different ways. The Inuit perceive snow differ-
ently because they have many words for it. They also perceive “no” differently from
English speakers because the Inuit have no such word in their vocabulary.
Overcoming Cross-Cultural Difficulties
When communicating with people from a different culture, what can you do to reduce
misperceptions, misinterpretations, and misevaluations? Following these four rules can
be helpful:^42
- Assume differences until similarity is proven.Most of us assume that others are
more similar to us than they actually are. But people from different countries
often are very different from us. So you are far less likely to make an error if
you assume others are different from you rather than assuming similarity until
difference is proven. - Emphasize description rather than interpretation or evaluation.Interpreting or eval-
uating what someone has said or done, in contrast with describing, is based
more on the observer’s culture and background than on the observed situa-
tion. As a result, delay judgment until you have had sufficient time to observe
and interpret the situation from the differing viewpoints of all the cultures
involved.
Chapter 6 Communication, Conflict, and Negotiation 199Ottawa-based Donna Cona made
history when it designed and
installed the computer network
for the Government of Nunavut.
Two-thirds of the firm’s software
engineers are Aboriginal. Peter
Baril, Nunavut’s director of infor-
matics services, notes: “Donna
Cona’s quiet and knowledgeable
approach was perhaps the most
important skill brought to our
project. No other style could have
worked in this predominantly
Aboriginal environment.”