To What Extent are Cultural Differences a Hindrance to Effective Communication? How Can They be Overcome?

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To What Extent are Cultural Differences a Hindrance to Effective Communication? How Can They be Overcome?

By Greg Bullock December 2002

“One's own culture provides the ‘lens’ through which we view the world; the ‘logic’... by which we order it; the ‘grammar’ ... by which it makes sense1.”

This discussion will address the issue of cultural differences, the extent to which they hinder effective communication and how such difficulties can be overcome.

We must first ascertain what is meant by ‘culture’?  Culture has been defined as “the customary beliefs, social forms, and material traits of a racial, religious, or social group2.” The concept of culture is complex, and encompasses a broad range of influences upon a given individual. Any group or community to which an individual belongs will shape their values and their identity and hence affect their ‘culture’. For example, groups into which we are born such as age, gender, race and nationality all form part of our cultural fabric. Whilst such attributes (usually) remain static, other cultural components are dynamic and change as we live our lives. Moving house or becoming disabled would therefore constitute acquiring a new culture.

Without exception, all people are to some extent, subject to their own particularized set of biases or prejudices towards certain groups of individuals, sometimes without even being aware of it. Complimentary to this exists an individual’s private collection of doubts, misgivings and hopes pertaining to interacting with a group different from one’s own. Typically, such fears consist of being judged by others, encountering miscommunication, unintentionally causing offence or appearing condescending. Conversely, an individual’s aspirations for interacting with culturally diverse people may include extending one’s knowledge and worldliness, developing comradeship or simply entering into a dialogue of some sort.

Why should we concern ourselves with the impact of cultural differences upon effective communication? Almost without exception, communication is ubiquitous in people’s daily lives. It is also a truism that culture is at the root of many misunderstandings and conflicts at many different levels, ranging from interpersonal to international. In the face of continuing globalisation and today’s international environment, increasing numbers of businesses and organisations work across borders - not just geographic borders but ethnic, religious, organisational and functional borders. Managers are consequently faced with an escalating variety of ‘cultural challenges’. In order to communicate effectively it is crucial to understand the need to rise above cultural stereotyping as well as ethnocentric and discriminatory behaviour. Even when both parties share the same mother tongue, their differing cultures can lead to the same words having different meaning.

For example, ‘Yes’ can mean anything from ‘definitely, without fail’ to ‘I have considered that but rejected it’. Its meaning is largely dependant upon the speaker’s tone of voice but when communicating inter-culturally, the delicate nuances of vocal expression are often inadvertently overlooked. Where two or more differing languages are used, the process of translation affords the opportunity for yet more miscommunication.

Since the mid-20th century, it has become commonly accepted that communication is about feedback (as well as planning and representation) and hence effective communication is attributable to a coherent dialogue, which serves as a vehicle in which information is continually exchanged between the sender and receiver. For example, TCP/IP, the ‘language spoken’ by computers communicating across the Internet, works by the recipient continually acknowledging the information it receives in a dialogical stream. All information is however composed of both syntax and semantics and is inextricably bound up with meaning and / or metaphor. If a computer were to receive a syntactically correct piece of information, even though it was correctly constructed and seemed sensible to the sender, the receiver would not know what to do if the information was sent at the wrong time. This is because no common ground has been established between them. Typically, two computers would enter a negotiation phase before a transfer of information takes place to ascertain how fast the information is to be sent, to clarify the meaning of certain codes and other such technicalities. Without this commonality being shared by both sender and recipient, the result is inevitably a miscommunication. The same is true of all communication but in the case of humans, the ground which is common to both parties is affected by their respective cultures. This leads to erroneous inferences being made. Negotiating common ground also takes significantly longer for us humans, since there exists so much common ground to establish and so many sources from which this commonality may be derived e.g. perception, cognition or experience.

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Vygotsky theorised that human psychological process are mediated through artefacts such as tools, gestures or language and accumulated over generations. Based on this, Michael Cole went on to argue that culture is to be understood in terms of artefacts. He extends the idea of an artefact to anything which is simultaneously material, in the sense that it exists as a distinct entity, and ideal, in the sense that it’s existence is the product of purposive human behaviour3. For example, consider the typically British gesticulated means of swearing through the raising of the first two fingers. Objectively, an outsider would ...

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