Question: Explain the intercultural business communication issues in the case, according to Hall's (1976) insights into high and low context cultures. Use case evidence to justify your response
In this case, the intercultural business communication can be analyzed through the lens of Edward T. Hall's concept of high and low context cultures. (Kim, Pan & Park, 1998) stated that high and low context are on either extreme, it elucidates how individuals within a culture establish connections, exhibit social bonds, foster social harmony and engage in communication.
TechX, a multinational company, is currently facing challenges in intercultural communication between its employees from the US, representing a low context culture, and Japan, representing a high context culture. The cultural differences have led to problems in decision making and discussions within the organization. This essay will explore the specific challenges and propose potential strategies to improve intercultural collaboration.
By applying Hall's insights to the case, we can gain a deeper understanding of the challenges that company TechX are presented with. Cultures can be classified based on the level of context they employ in communication. High context cultures rely heavily on implicit communication, nonverbal cues and shared cultural understanding. In comparison low context cultures place greater emphasis on explicit communication and rely on direct, precise language. (Dwyer,2019)
Most nonverbal communication is clear and easy to understand, but on occasions the nonverbal part of the message may be ambiguous and confusing. (Dwyer,2019). The Japanese team recognized a significance in nonverbal communication and the cultivation of connections. Their preference for nonverbal cues and implicit language suggest a high context communication style. The case demonstrates the Japanese relied heavily on facial expressions, body language to convey their messages.
In contrast, while the American team preferred clear and succinct modes of communication, their emphasis on explicit communication aligns with the low-context communication style.
Consequently, the American team perceived the Japanese team's communication as lacking sufficient information and clarity, resulting in increased confusion and dissatisfaction.
Hall's insights regarding high context cultures, which place greater distinction between insiders and outsiders can be seen in the case. According to (Kim, Pan & Park, 1998), the Japanese saying " A nail that stands out gets hammered down" reflects the emphasis on conformity and the importance of group harmony in high context cultures (Hall, 1976, p113). In contrast, low context cultures have more fragile social bonds, leading to individuals to withdraw if things are not going well.
Overall, the Chief operating officer observed that the Japanese team members prioritize building personal relationships. This emphasis on maintaining harmonious relationships aligns with the characteristics of high context cultures, where indirect and polite communication is highly valued. The Japanese team's reliance on implicit language and nonverbal cues can be attributed to their desire to avoid direct confrontation.
As a result, the Chief Operating Officer identified a cultural conflict between the Japanese team's preference and American straightforward approach. These differences in communication styles reflect divergent perspectives between the two cultures, contributing to the disparities observed in their interactions.