There are many challenges when conducting global business. If you raise your voice, laugh passionately, touch your counterpart on the arm, or put a friendly arm around him – is this intrusive/lack of professionalism or entirely appropriate?
The answer is that it depends on where you are.
First, there are different norms of communication, and unspoken signals are difficult to accurately understand. Frequently misreading signals, foreigners reach erroneous conclusions.
Second, when there is a disagreement–in some cultures–it’s appropriate to say, “I totally disagree” or to tell the other party they’re wrong. In Russia, this isn’t bad; instead, it is the beginning of a lively discussion. Yet in Mexico, that could shut down the discussion. There, one should say, “I do not understand your point” or “Please explain more why you think that.” Emotionally expressive cultures (Brazil, Mexico, Saudi Arabia) may also avoid open disagreement. German, Denmark and Netherlands want calm and factual disagreement.
The word “yes” may be used for “no”… or “no” means “let’s discuss further.” In Indonesia, it is rude to SAY “no,” so it is done through body language/voice tone. Also, they may say, “we will try our best” (yet it means that it is not possible).
Regions use verbal cues differently: upgraders (totally, completely, absolutely) are used by Russians, French, Germans, Israelis, Dutch; whereas, downgraders (partially, little bit, maybe) are used by Mexicans, Thai, Japanese, Peruvians and Ghanaians.
When negotiating in China, transactions are approached from a relationship instead of a business perspective. Building an affective bond and emotional connection is emphasized, and is accomplished through investing time in meals where one should not talk about the deal.
The Japanese pause to think before speaking, and they don’t find silence uncomfortable the way Americans do. One should ask the question and then wait patiently and quietly for an answer, instead of talking to fill the silence. Also, Japanese make group decisions. Potential conflicts are ironed out in one-on-one information discussions before the formal group meeting, which is held to put a stamp on decisions already made.
Meeting notes–a better practice in America for effective management–do not work well in Africa or Asia. If meeting notes are sent afterwards, it is interpreted as a sign that the other side is not trusted. Going further, a written contract is perceived as being trapped.
In emerging markets, everything is dynamic and no deal is ever really 100% final. Americans rely on written contracts, more than any other culture in the world. In other countries the legal system is less reliable (not that it is good in America) and relationships carry more weight in business, so written contracts are less frequent (Source: HBR).
What global communication challenges have you encountered?
