Business communication 3

developed by tromenaars /H.T. 

In an internal direction culture, people believe that they can control their environment to achieve their goals. The focus is selfish (one's self, one's team, and one's organization). ... In an external direction culture, people believe that they must work with their environment to achieve their goals.

developed by meyer

Application-first: Individuals are trained to begin with a fact, statement, or opinion before adding concepts to back up or explain the conclusion as necessary. Principle-first: Individuals are trained to first develop the theory or complex concept before presenting a fact, statement, or opinion.

Low context  to high context

1. US
2. Australia
3. Canada
4. Netherlands
5. Germany
6. Switzerland
7. Denmark
8. UK
9. Finland
10. Poland
11. Brazil
12. Argentina
13. Spain
14. Mexico
15. Itali
16. Peru
17. France
18. Russia
19. Singapore
20. India
21. Iran
22. Saudi Arabia
23. Kenya
24. China
25. Japan
26. Korea
27. Indonesia

Low-context = good communication is precise, simple and clear. messages are expressed and understood at face value. repetition is appreciated if it helps clarify the communication. 

High-context = good communication is sophisticated, nuanced, and layered. Messages are both spoken and read between the lines. Messages are often implied but not plainly expressed. 

direct negative feedback

1. Israel
2. Netherlands
3. Russia
4. germany
5. france
6. denmark
7. norway
8. italy
9. australia
10. spain

Indirect negative feedback

1. Japan
2. thailand
3. indonesia
4. Saudia Arabia

Direct negative feedback = negative feedback to a colleague is provided frankly, bluntly, honestly. negative messages stand alone, not softened by positive ones. absolute descriptors are often used (inappropriate, completely unprofessional) when criticizing. criticism may be given to an individual in front of a group. 

Indirect negative feedback = negative feedback to a colleague is provided softly, subtly, diplomatically. positive messages are used to wrap negative ones. qualifying descriptors are often used (sort of inappropriate, slightly unprofessional) when criticizing. criticism is given only in private. 

principles first

1. italy
2. france
3. russia
4. spain

application first

1. US
2. canada
3. australia
4. uk

application-first: individuals are trained to begin with a fact, statement, or opinion and later ad concepts to back up or explain the conclusion as necessary. the preference is to begin a message or report with an executive summary or bullet points. discussions are approached in a practical, concrete manner. theoretical or philosophical discussions are avoided in a business environment.

principles-first: individuals have been trained to first develop the theory or complex concept before presenting a fact, statement, or opinion. the preference is to begin a message or report by building up a theoretical argument before moving on to a conclusion. the conceptual principles underlying each situation are valued. 

Egalitarian

1. denmark
2. netherlands
3. sweden
4. isral
5. australia

Hierarchical

1. Japan
2. Korea
3. Nigeria
4. Arabia
5. India
6. China

Egalitarian = the ideal distance between a boss and a subordinate is low. the best boss is a facilitator among equals. organizational structures are flat. communication often skips hierarchical lines.

Hierarchical: the ideal distance between a boss and a subordinate is high. the best boss Is a strong director who leads from the front. status is important. organizational structures are multilayered and fixed. communication follows set hierarchical lines. 

consensual

1. japan
2. sweden
3. netherlands
4. germany

top-down:

1. nigeria
2. china
3. india
4. russia
5. italy

consensual= decisions ar made in groups through unanimous agreement.

top-down = decisions are made by individuals (usually the boss)

task-based:

1. us
2. netherlands
3. denmark
4. australia
5. germany
6. finland

relationship-based

1. saudi arabia
2. india
3. nigeria
4. china

task-based= trust is built through business-related activities. work relationships are built and dropped easily, based on the practicality of the situation. you do good work consistently, you are reliable, I enjoy working with you, I trust you

relationship based= trust is built through sharing meals, evening drinks, and visits ar the coffee machine. work relationships build up slowly over the long term. I've seen who you are at a deep level, I've shared personal time with you, I know others well who trust you, I trust you.

confrontational

1. israel
2. france
3. germany
4. russia
5. netherlands

avoids confrontation

1. japan
2. indonesia
3. thailand
4. ghana

confrontational = disagreement and debate are positive for the team or organization. open confrontation is appropriate and will not negatively impact the relationship.

avoids confrontation= disagreement and debate are negative for the team or organization. open confrontation is inappropriate and will break group harmony or negatively impact the relationship. 

linear-time

1. switzerland
2. germany
3. japan
4. sweden
5. netherlands
6. denmakr
7. us

flexible-time

1. saudi arabia
2. nigeria
3. kenya
4. india

linear-time = project steps are approached in a sequential fashion, completing one task before beginning the next. one thing at a time. no interruptions. the focus is on the deadline and sticking to the schedule. emphasis is on promptness and good organization over flexibility.

flexible-time = project steps are approached in a fluid manner, changing tasks as opportunities arise. many things are dealt with at once and interruptions accepted. the focus is on adaptability and flexibility is valued over organization. 

- proxemics

- high context versus low context

- monochronic versus polychronic

• individualism vs collectivism
• masculinity vs feminity
• power distance (high vs low)
• uncertainty avoidance (high vs low)
• long-term vs short-term orientation
• indulgence vs self-restraint

High individualism

• US
• Netherlands
• Germany
• France

moderate individualism

• japan
• russia

low individualism /high collectivism

• india
• hong kong
• indonesia
• west africa

1. communicating (high-context vs. low context)
2. evaluating (direct vs. indirect feedback)
3. persuading (principles-first vs. applications-first)
4. leading(egalitarian vs. hierarchical -> power distance)
5. deciding(consensual vs. top-dow -> power distance)
6. trusting(task-based vs. relationship-based -> individualism vs collectivism)
7. disagreeing(confrontational vs confrontation avoidance)
8. scheduling(linear vs flexible -> monochronic vs. polychronic)