How Do You Prevent Cultural Clashes Relating To Roles And Responsibilities?
- Brainz Magazine
- Apr 25, 2023
- 5 min read
Written by: Liu Liu, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
We all have roles at work, with the job titles and responsibilities goes with them. These roles have different meanings to people of different cultural backgrounds, affecting how people work together in a cross-culture team.
High-context culture and indirect communication
In order to talk about the cultural influences on roles and responsibilities, we need to introduce another pair of cultural concepts, that is high context culture and low context culture. This refers to how people from these cultures conduct themselves and communicate with each other.
In a high-context culture, it is about history, tradition, and who you are related to or connected with. Formality, respect, and honor are important, too casual can be viewed as impolite or even insulting.
People dress formally and apply appropriate behavior. There are many social codes and rules one needs to follow, and these rules are not found in rule books, instead, they are passed on through generations and the locals learn them from childhood.
How does this affect the roles and responsibilities at the workplace?
This means people from high-context cultures tend to see their roles and responsibilities as a sign of social standing that either commands respect or carries negative meanings. The functionality of the roles and responsibilities is given less value or attention. This could mean they are not always clear about what is expected from them, and the level of responsibilities they need to carry out, and this is very likely linked to the way they communicate.
In a high-context culture, communication focuses on underlying context, meaning, and tone in the message, and not just the words themselves. It is deeply linked with the long-running culture and history of the country. Many idioms or proverbs from ancient literature are used in communication to imply meanings. It’s all about being friendly and avoiding embarrassing people.
This could mean high context culture people “expect you” to understand it without them having to say it out loud. This doesn’t just happen to outsiders it can happen to themselves as well. This then leads to misunderstanding and confusion.
Low-context culture and direct communication
In a low-context culture, it seems nothing matters apart from facts and functions, and everything goes in terms of dress code and the way people relate to each other. Well, within reason. Different from being formal in high context culture, people in low context culture relate to each other more casually. There are not many social rules and codes when relating to each other.
I remember colleagues from African countries were surprised to discover our previous CEO comes to work by bicycle and the current CEO doesn’t have an office and people call him Nigel directly. In their mind, a big boss like the CEO must have a car, a chauffeur, and a big office. And this is true if you visit organizations in these countries.
They see roles and responsibilities at work as functions for completing tasks, nothing more. People behind different roles and responsibilities are all equal. They will call each other directly by their given names, not titles or surnames. For them, you leave social rules at home, not bring them to work.
Linked with low context culture is direct communication. Facts are more important and need to be accurate, words are more important than body language, and messages are explicit, direct, and concise. An honest, direct answer is information only. It does not reflect how the person feels about you. You can express your view freely and it will usually not be taken personally.
Potential clashing points
There could be a potential clashing point here between the two cultures. When high-context people don’t get the respect they feel they “deserve” relating to their roles and responsibilities from colleagues from low-context cultures, they could get offended and feel disrespected and not willing to cooperate as a result. So, it is very important for the low context people to observe and express a certain level of formality and respect in order to build relationships, or at least avoid unnecessary conflict.
This means when direct low context people ask for clarification on roles and responsibilities, it can be viewed by high-context culture people as confrontation and disrespect. So, it is worth considering some degree of diplomacy.
But for the high-context people, please don’t take everything too personally, it really doesn’t mean disrespecting you. Your colleagues just want to have clear and precise information to work with.
How to prevent clashes between high and low-context cultures
Educate yourself about cultural differences: Learn about the cultural norms, communication styles, and values of the cultures you are interacting with. This can help you better understand and appreciate their perspective.
Avoid assumptions: Avoid making assumptions about the other culture's values, attitudes, and behaviors. Instead, ask questions and seek clarification to gain a better understanding of their perspective.
Use clear and direct language: If you are from a low-context culture, use clear and direct language to convey your message. Avoid using idioms, slang, or another language that may not be familiar to the other culture. If you are from a high-context culture, try to be more explicit and clear in your communication.
Be aware of nonverbal cues: In high-context cultures, nonverbal cues such as facial expressions, tone of voice, and body language are often used to convey meaning. Be aware of these cues and try to interpret them in the context of the other culture.
Practice active listening: Listen carefully to what the other person is saying and pay attention to their tone of voice, body language, and other nonverbal cues. Repeat back to what you heard to confirm your understanding.
Show respect: Show respect for the other culture's norms, values, and communication style. Avoid criticizing or judging their behavior, and instead, try to understand and appreciate their perspective.
Clarify misunderstandings: If there is a misunderstanding or a clash in communication, take the time to clarify the message and ensure that both parties have a clear understanding of the situation.
Practice empathy: Try to put yourself in the other person's shoes and understand their communication style. This can help you adjust your own communication style and prevent clashes.
Also, check out this related Brainz article:
By Dr. Wendy Norfleet, Executive Contributor
Liu Liu, Executive Contributor Brainz Magazine
Liu Liu is a coach and manager with decades of experience, as a Cross-Cultural Intelligence Coach who specializes in helping international organizations and businesses to improve communications and cooperation among staff for better individual and team performance. He coaches managers and leaders working in a cross-cultural context to build trust, communicate effectively, and deliver results. He also coaches people on management, leadership, and career development. He is someone who helps you to imagine a greater possibility for yourself and supports you in achieving it.
As a senior manager in an international relief and development organization, he has worked with people in over 30 countries over his two-decades-long career. He uses a coaching approach to manage cross-country teams and complex programs to deliver results and impacts.
He is also an experienced trainer and facilitator who has delivered training on management-related and other subjects in over 30 countries.
With a cross-country marriage, developing a career in a second country, and working in an organization that has a reach of 50 countries, Liu Liu understands the importance and pitfalls of working cross-culturally and developing a career in an unfamiliar environment.
Liu Liu is an Associated Certified Coach(ACC), a member of the International Coaching Federation (ICF), and an Executive Contributor to Brainz Magazine.
He holds a BA(Hon) in International Studies and an MSc in Development Management.
