How to Master Cross-Cultural Business Behavior: Tips and Tricks from an Expert
Gesteland Cross Cultural Business Behavior: A Guide for Global Managers
If you are a manager who works with people from different countries and cultures, you know how challenging it can be to communicate effectively, build trust, negotiate deals, and resolve conflicts. You may have experienced misunderstandings, frustrations, or even conflicts due to cultural differences. You may have wondered why some people behave in ways that seem strange or rude to you, or why they don't understand your intentions or expectations.
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In this article, we will introduce you to the concept of cross-cultural business behavior, which is the study of how people from different cultures interact in business settings. We will explain why it is important to understand cross-cultural business behavior, and how it can help you improve your performance as a global manager. We will also present the main dimensions of cross-cultural business behavior according to Richard R. Gesteland, a renowned expert and author of the book "Cross-Cultural Business Behavior: A Guide for Global Management". We will describe how these dimensions affect various aspects of business communication and behavior, and provide some practical tips on how to adapt to different cultural preferences and expectations.
What is cross-cultural business behavior?
Cross-cultural business behavior is the study of how people from different cultures behave in business situations. It examines how culture influences the way people communicate, negotiate, make decisions, build relationships, manage time, express emotions, and deal with conflicts in business contexts. It also explores how cultural differences can lead to misunderstandings, misinterpretations, or misjudgments that can affect the outcome of business transactions or interactions.
Why is it important to understand cross-cultural business behavior?
Understanding cross-cultural business behavior is important for several reasons. First, it can help you avoid cultural blunders that can damage your reputation, credibility, or trustworthiness in the eyes of your counterparts. For example, if you are unaware that giving a thumbs-up sign is considered offensive in some countries, you may unintentionally insult someone or create a negative impression. Second, it can help you communicate more effectively and persuasively with people from different cultures. For example, if you know that some cultures prefer indirect and subtle communication styles, you may adjust your tone, language, or body language accordingly to convey your message more clearly and respectfully. Third, it can help you negotiate more successfully and achieve win-win outcomes with people from different cultures. For example, if you understand that some cultures value relationships more than deals, you may invest more time and effort in building rapport and trust before getting down to business. Fourth, it can help you manage conflicts more constructively and harmoniously with people from different cultures. For example, if you recognize that some cultures prefer to avoid or compromise in conflicts, you may adopt a more cooperative or flexible approach to resolve issues and maintain good relations.
What are the main dimensions of cross-cultural business behavior according to Gesteland?
According to Gesteland, there are four main dimensions of cross-cultural business behavior that can help managers understand and compare different cultural patterns and preferences. These dimensions are:
Deal-focused vs relationship-focused cultures
Formal vs informal cultures
Expressive vs reserved cultures
Monochronic vs polychronic cultures
These dimensions are not absolute or fixed, but rather relative and flexible. They are based on general tendencies and observations, and do not apply to every individual or situation. They are meant to be used as guidelines or frameworks, not as stereotypes or labels. They are also interrelated and overlapping, and may vary depending on the context, the topic, the purpose, or the person.
Deal-focused vs relationship-focused cultures
This dimension refers to how people approach business transactions and interactions. Deal-focused cultures tend to focus on the task, the goal, or the outcome of the business deal. They prefer to get down to business quickly, without spending much time on socializing or building personal relationships. They value efficiency, speed, and results. They tend to be direct, assertive, and competitive in their communication and negotiation styles. They may see relationship-building as a waste of time, a distraction, or a sign of weakness.
Relationship-focused cultures tend to focus on the people, the process, or the context of the business deal. They prefer to establish rapport, trust, and mutual understanding before discussing business matters. They value harmony, respect, and loyalty. They tend to be indirect, polite, and cooperative in their communication and negotiation styles. They may see deal-making as a secondary or incidental outcome of a good relationship.
How do deal-focused and relationship-focused cultures differ in their approach to business?
Here are some examples of how deal-focused and relationship-focused cultures may differ in their approach to various aspects of business:
Aspect Deal-focused Relationship-focused --- --- --- First contact Prefer email or phone call Prefer face-to-face meeting Greeting Use formal titles and surnames Use first names or nicknames Small talk Avoid or minimize Engage or initiate Business card Exchange quickly or casually Exchange carefully or ceremoniously Agenda Follow strictly or rigidly Follow loosely or flexibly Decision making Make quickly or independently Make slowly or collectively Negotiation Use facts or logic Use emotions or intuition Contract Use detailed or written Use general or verbal Follow-up Expect promptness or clarity Expect patience or ambiguity What are some examples of deal-focused and relationship-focused cultures?
According to Gesteland, some examples of deal-focused cultures are:
The United States
The United Kingdom
Germany
Sweden
Australia
Some examples of relationship-focused cultures are:
China
Japan
Brazil
Saudi Arabia
Mexico
How can managers adapt to deal-focused and relationship-focused cultures?
Here are some tips on how managers can adapt to deal-focused and relationship-focused cultures:
If you are from a deal-focused culture and working with a relationship-focused culture, try to:
Spend more time on socializing and getting to know your counterparts personally.
Show interest in their culture, history, values, and customs.
Avoid being too direct, blunt, or aggressive in your communication style.
Be prepared to compromise or concede on some issues for the sake of maintaining good relations.
Respect their decision-making process and hierarchy.
Be patient and flexible with the timeline and the outcome of the deal.
If you are from a relationship-focused culture and working with a deal-focused culture, try to:
Spend less time on socializing and getting to the point of your business proposal.
Show interest in their goals, objectives, and expectations.
Avoid being too indirect, vague, or passive in your communication style.
Be prepared to negotiate hard and stand your ground on some issues for the sake of achieving a fair deal.
Respect their time and efficiency.
Be prompt and clear with the follow-up and the contract.
Formal vs informal cultures
This dimension refers to how people communicate and behave in business settings. Formal cultures tend to follow strict rules and protocols of communication and etiquette. They prefer to use formal titles, surnames, or honorifics when addressing others. They value hierarchy, status, and authority. They tend to be reserved, polite, and respectful in their interactions. They may see informality as a lack of professionalism, courtesy, or competence.
Informal cultures tend to follow flexible or relaxed norms of communication and etiquette. They prefer to use first names, nicknames, or slang when addressing others. They value equality, openness, and friendliness. They tend to be casual, direct, and humorous in their interactions. They may see formality as a barrier, a burden, or a sign of distance.
How do formal and informal cultures differ in their communication style and etiquette?
Here are some examples of how formal and informal cultures may differ in their communication style and etiquette:
Aspect Formal Informal --- --- --- Language Use standard or correct grammar and vocabulary Use colloquial or slang expressions Tone Use polite or respectful expressions Use casual or friendly expressions Addressing Use titles, surnames, or honorifics Use first names, nicknames, or slang Greeting Use handshake or bow Use hug or kiss Eye contact Maintain moderate or low eye contact Maintain high or frequent eye contact Body language Use minimal or restrained gestures Use expressive or expansive gestures Personal space Keep large or comfortable distance Keep small or close distance Humor Avoid or limit humor Use or initiate humor What are some examples of formal and informal cultures?
According to Gesteland, some examples of formal cultures are:
France
Japan
Turkey
India
Thailand
Some examples of informal cultures are:
The United States
Australia
The Netherlands
Canada
New Zealand
How can managers adapt to formal and informal cultures?
Here are some tips on how managers can adapt to formal and informal cultures:
If you are from a formal culture and working with an informal culture, try to:
Spend less time on following protocols and rules of etiquette.
Show interest in their personal lives, hobbies, or interests.
Avoid being too distant, cold, or aloof in your communication style.
Be prepared to use humor or jokes to break the ice or lighten the mood.
Respect their egalitarianism and openness.
Be flexible and spontaneous with your plans and actions.
If you are from an informal culture and working with a formal culture, try to:
Spend more time on learning and following protocols and rules of etiquette.
Show interest in their culture, history, values, and customs.
Avoid being too casual, blunt, or rude in your communication style.
Be prepared to avoid humor or jokes that may be inappropriate or offensive.
Respect their hierarchy and authority.
Be punctual and organized with your plans and actions.
Expressive vs reserved cultures
This dimension refers to how people display and respond to emotions in business settings. Expressive cultures tend to show their feelings openly and vividly. They prefer to use verbal and non-verbal cues to convey their emotions. They value enthusiasm, passion, and sincerity. They tend to be warm, friendly, and expressive in their interactions. They may see reservedness as a lack of interest, engagement, or honesty.
Reserved cultures tend to hide or control their feelings. They prefer to use facts and logic to convey their messages. They value calmness, rationality, and professionalism. They tend to be cool, formal, and reserved in their interactions. They may see expressiveness as a lack of maturity, stability, or competence.
How do expressive and reserved cultures differ in their emotional display and feedback?
Here are some examples of how expressive and reserved cultures may differ in their emotional display and feedback:
Aspect Expressive Reserved --- --- --- Voice Use loud or high-pitched voice Use soft or low-pitched voice Facial expression Use frequent or exaggerated facial expressions Use rare or subtle facial expressions Eye contact Use intense or prolonged eye contact Use brief or intermittent eye contact Body language Use animated or dramatic gestures Use calm or minimal gestures Feedback Give positive or negative feedback directly Give positive or negative feedback indirectly Emotion Show emotion openly or vividly Hide emotion discreetly or politely What are some examples of expressive and reserved cultures?
According to Gesteland, some examples of expressive cultures are:
Italy
Brazil
Spain
Mexico
Egypt
Some examples of reserved cultures are:
Finland
Japan
Norway
China
Switzerland
How can managers adapt to expressive and reserved cultures?
Here are some tips on how managers can adapt to expressive and reserved cultures:
If you are from an expressive culture and working with a reserved culture, try to:
Spend less time on showing your emotions and more time on presenting your facts and logic.
Show interest in their opinions, perspectives, or arguments.
Avoid being too loud, emotional, or dramatic in your communication style.
Be prepared to read between the lines or interpret the subtle cues of their feedback.
Respect their calmness and professionalism.
Be careful and respectful with your gestures and eye contact.
If you are from a reserved culture and working with an expressive culture, try to:
Spend more time on showing your emotions and less time on presenting your facts and logic.
Show interest in their feelings, experiences, or stories.
Avoid being too quiet, cold, or boring in your communication style.
Be prepared to give direct and honest feedback.
Respect their enthusiasm and passion.
Be expressive and engaging with your gestures and eye contact.
Monochronic vs polychronic cultures
This dimension refers to how people manage time and schedule activities in business settings. Monochronic cultures tend to view time as a linear, sequential, and fixed resource. They prefer to do one thing at a time, follow a strict agenda, and meet deadlines. They value punctuality, efficiency, and productivity. They tend to be organized, disciplined, and focused in their work. They may see polychronicity as a sign of chaos, disorder, or incompetence.
Polychronic cultures tend to view time as a flexible, circular, and relative resource. They prefer to do many things at once, change plans frequently, and prioritize relationships over tasks. They value adaptability, spontaneity, and creativity. They tend to be multitasking, versatile, and holistic in their work. They may see monochronicity as a sign of rigidity, boredom, or impersonality.
How do monochronic and polychronic cultures differ in their time management and scheduling?
Here are some examples of how monochronic and polychronic cultures may differ in their time management and scheduling:
Aspect Monochronic Polychronic --- --- --- Planning Plan ahead and stick to the plan Plan as you go and change the plan Agenda Follow the agenda strictly or rigidly Follow the agenda loosely or flexibly Deadline Meet the deadline at all costs Negotiate the deadline if necessary Punctuality Arrive on time or early Arrive late or whenever possible uption Avoid or minimize interruption Accept or welcome interruption Focus Focus on the task or the goal Focus on the people or the context Work style Work independently or individually Work interdependently or collectively What are some examples of monochronic and polychronic cultures?
According to Gesteland, some examples of monochronic cultures are:
Germany
Switzerland
The United States
The United Kingdom
Canada
Some examples of polychronic cultures are:
Mexico
India
Brazil
Egypt
Greece
How can managers adapt to monochronic and polychronic cultures?
Here are some tips on how managers can adapt to monochronic and polychronic cultures:
If you are from a monochronic culture and working with a polychronic culture, try to:
Spend less time on planning and more time on improvising.
Show interest in their personal lives, hobbies, or interests.
Avoid being too rigid, impatient, or stressed in your work style.
Be prepared to deal with interruptions, changes, or delays.
Respect their flexibility and creativity.
Be multitasking and versatile with your activities and tasks.
If you are from a polychronic culture and working with a monochronic culture, try to:
Spend more time on planning and less time on improvising.
Show interest in their goals, objectives, or expectations.
Avoid being too chaotic, distracted, or relaxed in your work style.
Be prepared to stick to the agenda, meet the deadline, and arrive on time.
Respect their efficiency and productivity.
Be organized and focused with your activities and tasks.
Conclusion
In this article, we have introduced you to the concept of cross-cultural business behavior, which is the study of how people from different cultures behave in business situations. We have explained why it is important to understand cross-cultural business behavior, and how it can help you improve your performance as a global manager. We have also presented the main dimensions of cross-cultural business behavior according to Richard R. Gesteland, a renowned expert and author of the book "Cross-Cultural Business Behavior: A Guide for Global Management". We have described how these dimensions affect various aspects of business communication and behavior, and provided some practical tips on how to adapt to different cultural preferences and expectations.
We hope that this article has given you some useful insights and guidance on how to deal with cross-cultural business behavior. We encourage you to learn more about the cultures you work with, and to respect and appreciate their diversity and uniqueness. We believe that by doing so, you will be able to communicate more effectively, negotiate more successfully, manage conflicts more constructively, and build relationships more harmoniously with your counterparts from different cultures. We wish you all the best in your cross-cultural business endeavors!
FAQs
Here are some frequently asked questions about cross-cultural business behavior:
Q: What are some sources or tools that can help me learn more about cross-cultural business behavior?
A: There are many sources or tools that can help you learn more about cross-cultural business behavior. Some examples are:
The book "Cross-Cultural Business Behavior: A Gui