When it comes to negotiating, socializing or organizing meetings with different cultures, it's important to keep the differences of all participants in mind. Read the latest Berlitz Tip to learn more: http://www.berlitz.com/berlitz-tips/Cultural-Differences-in-Communication/265/

1. CULTURAL DIFFERENCES
IN COMMUNICATION
E-MAILS AND PHONE CALLS
Example:
In order to improve communication and cooperation within
an international company, it was decided to have weekly
telephone conferences with the colleagues from Brazil,
USA, UK and China. Anyhow, the outcome was not as
expected: The Brazilians didn't provide the information
needed, the Brits made jokes, the Americans talked about
anything else but business and the Chinese did not say
anything.
Good to know:
→→ Brazilians might need some personal contact before
acting. They would also like to know the benefits of
providing information.
→→ Small talk is very important for Americans to build
relationships.
→→ British jokes might be hidden messages.
→→ Chinese colleagues might want to check with the group
or boss before responding.
Tips
• Use e-mails for communicating information (not for
sensitive issues)
• Respect cultural differences when addressing people
(e.g. first names in the US and use of titles in Austria)
• Use the "Cc" with care when writing to someone from
high power-distance cultures (e.g. China).
• Follow your e-mails with telephone or face-to-face
communication, especially when cooperating with
cultures with high person orientation.
• Telephone conferences should have a clear structure
with time to speak for everyone
• Make sure that everyone is still involved by asking for
feedback from individuals. Keep in mind that some
people may have to check with the group or boss
before expressing their opinion.
PRESENTATIONS
Example:
During an international conference people from different
countries held presentations. The German colleagues
thought the US presentation was lacking in detail. The
Americans found the German presentation boring. A British
speaker said that he doesn't know why he was invited
though he was introduced as an expert in the field.
Good to know:
→→ US presenters like to focus on the "big picture" before
going into detail, and appreciate interaction with the
audience.
→→ Detailed presentations from low-context cultures (e.g.
Germany) might be boring for those people who would
like to be convinced by the main point first.
→→ The understatement of British people can be
misunderstood by people from outside the UK.
Tips
• Presentation styles vary across cultures: consider the
aspects of communication style (e.g. gestures and
body language)
• Person-oriented cultures will appreciate being involved
in the presentation; include pictures of people (e.g.
team members) even in technical presentations
• Future or past oriented audience? For example, future
oriented audiences (e.g. United States) want to hear
about the potential benefits of a product while past-
oriented audiences (e.g. India and China) seek to gain
credibility by focusing on past achievements.

2. FACILITATING MEETINGS
Example:
An international sales meeting at a big company has
become a nightmare. Participants come late and go
early. There's not enough time for all the topics which
leads to late evening presentations and frustration. Many
colleagues don't concentrate on the presentations. Some
colleagues complain about the food, some don't go to the
meals at all.
Tips
• Clearly define the aims of a meeting and tell presenters
what is expected from them.
• Keep in mind that the meeting culture from the
participants can be very different from yours: check
what is expected.
• Consider language requirements: lunch menu in
English, interpreting and translation facilities, ....
• Be aware of dietary requirements: Asian participants
may like hot water, Americans may prefer ice.
• Plan enough time for interaction and a social program
around the meeting.
NEGOTIATIONS
Example:
An American tries to negotiate with Chinese partners. He's
been to China several times without clear results. Instead of
talking about the contract, the Chinese partners invite him
to meals and sightseeing trips.
Good to know:
→→ Chinese want to show their hospitality and get to know
their business partners better; eating together is very
important.
→→ Chinese will first of all discuss everything with their
colleagues to reach a consensus.
→→ A contract is seen more as a statement of the interest
in working together rather than a detailed plan:
changes must be possible.
Tips
• Think about the best place to negotiate: in the office,
restaurant or golf course?
• Consider who should be involved in the negotiation:
experts or the boss?
• Consider where people will sit and what clothing is
appropriate.
• Who is making decisions: individual or group?
• Do you need to build trust before starting to negotiate?
• Make sure that you know what the contract really
means.
SOCIALIZING
Example:
An Austrian salesman is always unsure about socializing
in many countries. His Russian business partners seem to
want to get him drunk, and the American hospitality is too
much for him.
Good to know:
→→ Highly person-oriented cultures find socializing very
important, because getting to know another person is
necessary to doing business together.
→→ Toasting with vodka is common in Russia.
→→ You'll be invited out in many countries by your business
partners, e.g. to a karaoke bar in Japan, to the sauna in
Finland or to the pub in Britain.
Tips
• In Russia, eat fatty food beforehand or refuse for
health reasons (but don't have a beer at the bar later).
• Take advantage of being invited out to get to know
each other and build trust.
• Americans do have a large public sphere, Germans a
large private one: don't be confused by the use of the
first name and an invitation to the barbecue in the US.
• Make small talk and show real interest in your partners.
MANAGING TEAMS
Example:
A German project manager has sent out a draft of an
important presentation to his French and Indian colleagues,
asking for their feedback and updates. No one responded.
In a video conference, the colleagues simply agreed on
supporting his proposal.
Good to know:
→→ The French felt that they have not been involved in the
process.
→→ The Indians didn't want to criticize their boss or give
feedback in a video conference.
Tips
• Identify cultural differences. Find common ground and
decide how you want to work together.
• Spend time on face-to-face relationship building before
switching to virtual communication.
• Include all team members in decision making at all
stages of the project.
• Clarify roles and expectations.
• Be aware of different communication styles, e.g.
how they would like to give feedback, directness/
indirectness.
In partnership with Business Spotlight (Spotlight Verlag GmbH)