The Hindu Business Line : Understanding cultural contexts

No culture can survive if it attempts to be exclusive," said Gandhiji. The communication gap caused by cultural differences is one that we all need to bridge. While for many Westerners there is only black or white, we Easterners have our shades of grey.

We were working with an executive from a German company that was going to set up a large manufacturing facility in India. The executive's family was in the process of moving into their new home in India. Deadlines for completing the house had long passed and the delays went on and on. "We have never faced this lying and cheating and taking our money before. We were not prepared for this side of India," our German client remarked.

My immediate reaction was "These are harsh terms to bandy around when all that happened is that a project has been delayed." But when I re-examined the background the client came from I realised the difference

In the scenario there

You said yes if you could do something.

You said no if you couldn't.

If you said yes and couldn't do it, you then forewarned people.

Next, you said by when you could finally do it.

And you jolly well did it.

If you said yes and didn't do it, then you were a liar and could not be trusted.

In the scenario here

You said yes if you planned to do something.

You said no or more likely "I will try" if you were not sure or couldn't.

If you said yes and couldn't, then you said sorry when the deadline arrived and asked for more time.

Next, you said by when you could now do it.

You tried to really deliver this time.

If you said yes and didn't do it, you didn't keep your word. So you may or may not get another chance, but you were not branded for it.

Hall's theory of cultural context is in play in the above scenario. In India, we are a high context culture. People develop close connections over a long time and know each other well. They value relationships more than the business at hand. People know what to expect of others and so don't really state everything explicitly. It is akin to the situation in a family where we know what to do and what to think from years of interaction.

Many Western countries like the US, the UK and Germany belong to a low context culture. In this society, people may have many connections, but they will be of shorter duration or only for some specific purpose. Here, cultural behaviour may need to be spelt out explicitly so that those coming into this environment know how to behave. Here, it is similar to a sports group where rules are clearly spelt out and adhered to.

In high context cultures, communication is indirect and what is said may have multiple interpretations based on body language, tone and words used. In low context cultures, communication is direct and what you say is what you mean.

When cultures collide

What happens when people from these two opposite cultures meet? There is bound to be a culture clash.

The Indian is offended when his American boss tapping his finger on the desk, says, "This delay is ridiculous. I want that report on my desk at 4 pm." He would have heard his Indian boss say "With this delay you have let me down, considering you usually do such a good job on projects. I expect the report on my desk by 4 pm."

In India, the relationship is given importance even in admonishing someone . In a direct culture, no thoughtlessness is intended, but no thought is given to the relationship. Period.

So too, when the protagonist of the story did not deliver the house on time, the German felt that he had been lied to and cheated. An Indian on the other hand, would probably have reacted with a feeling of "Here we go again, I hope they have got the date right at least now." Both will complain, but the latter will hesitate to use harsh judgemental words as that is not what his culture expects and also not what he would appreciate either when at the receiving end.

So goes the world of culture contextual communication. We live in a world that is increasingly becoming flat. We have to understand this difference and take off our cultural lenses when we look at a situation. It is only then, that we will not take things personally, and that we will be careful about remarks that could be taken personally. This will ensure that jobs are done well, resulting in win-win situations for both parties.

Here's to a new year of many-hued polite cultural communication!

(The writer is Founder-CEO of Global Adjustments, the India focused cross-cultural and destination services company)