Entrepreneur Journal

Scenario You are preparing a business trip to Italy for your Human Resource Managers. Prepare a five minute briefing about cultural differences and how important it is for them to take the cultural differences into account if they want to succeed on their business trip.

Cultural differences and cultural sensitivity will hold strong importance on business trips across cultures. Recognizing the difference through the following concepts will allow the team to effectively communicate information and build strong relationships:

1) Understanding the difference between high-context cultures and low context cultures;

2) Applying Hofstede’s power distance theory when comparing cultures;

3) Complying with the proper business etiquette in the new target market

Eighty-five percent of communication is non-verbal. Haptics, posture, and kinesics all contribute to the manner in which a message is conveyed and how an audience may perceive the message. Non-verbal communication can be intentional or unintentional. Different communication styles require consideration when communicating across cultures. Through building solid foundations on different cultural differences, one can become more successful in social interactions when in a new cultural environment. As you prepare for a business trip in a foreign country, it is essential the team acknowledges the cultural differences in order to fully take advantage of this market. Failing to recognize and adapt to differences may result in miscommunication, leading to incorrect assumptions. Miscommunication may also lead to your party unintentionally disrespecting your counterparts, or your party appearing overly aggressive or uninterested. Such interpretations may occur through the use of the use of slang, excessive use of gestures, poor dress sense, and indirect language. Exploring the targret market’s high-context culture or low-context culture will shed light on the major differences between the two countries’ communication styles. Understanding Hofstede’s main cultural dimensions, focusing on power distance will make certain differences more prevalent. The knowledge of common business etiquette will ensure operations flow smoothly during the business trip, allowing our team to build a strong relationship with your counterparts.

It is important to understand how the target market’s culture differs from that of the Canadian culture in terms of how ideas and thoughts are most effectively shared. Canada possesses a low-context culture. Low-context cultures tend to communicate in a manner which is concise and direct. Generally, the presentation of information will include well-researched facts to support a position, it will be clear, and will include limited use of gestures, long-winded explanations or examples, and indirect or implied messages. Evidence and support will include technical information and be based on logic and mathematical theories. Low-context cultures are associated with the western world. In comparison, high-context cultures will appear to look at situations through the perspective of a relativist. High-context cultures tend to communicate in a manner which may involve more indirect messages and implied messages. When the presenter is sharing information they may tend to share information with no clear implication. Positions will be supported on evidence which is based on emotions and feeling that are non-rational. The high-context culture is associated with the east. Seeing that there are major differences in the delivery of information, the Management Team will require to understand the perspectives their counterparts will have. As technical evidence involving mathematics and logic may not be as appreciated, therefore; less valuable, when presenting ideas, two perspectives require consideration: the emotional/intuition and rational side.

Hofstede created concepts in relation to relationships within organizations to better understand the self as well as others. Though the compilation of the data collected was from a corporate population, the finding very well relate to society at every level. The dimensions he studied included: Power Distance, Masculinity, Uncertainty Avoidance, and Individualism. For now, let us focus on the power distance dimension. Power distance measures the equality distributed amongst people carrying different roles in society on a hierarchical basis. For example, a boss and a subordinate. The data Hofstede complied shows that Italy possesses a value of 50, while Canada only, 39, illustrates Italy has greater power distance. In cases of high power distance, power tends to be greater at the top of the pyramid. Subordinates may feel uncomfortable addressing their boss by their first name and may feel uncomfortable having a informal conversation with the boss due to the inequality of status and power. In contrast, areas where power distance is less, power tends to be distributed more and groups members tend to have flat hierarchies wherein members hold equal power. As power distance is greater in Italy, when dealing with those with notable positions in an organization, addressing them with proper respect and formalities would allow you to assimilate. Not only would you require to address your Italian counterparts accordingly, it would be as important to regard co-workers with equal respect in the presence of your Italian client and colleagues.

Blending into Italy’s business environment requires knowledge of the business etiquette followed. Dress sense, conversation, how you address your Italian counterparts, negotiating styles, and gift-giving will all contribute to your success. Professionalism is greatly valued in the Italian culture, this is also displayed through the dress sense. Formal, business clothing is crucial during business interactions as it insinuates your, “social standing and relative success, as well as your competence as a businessperson.” Style and elegance should be studied should you be out-of-touch in the fashion world. (Endnote 1) Engaging in general conversation is very welcome. Conversation regarding the weather, Italian landscape, sports are examples of welcome topics. (Endnote 2) Using titles and surnames is a business norm in Italy. Unless one is invited to do so otherwise, addressing your Italian counterpart by their title or surname would be strong business etiquette. Gift-giving is welcome; however, more appropriate upon receiving one first. Good gift ideas include: quality, vintage wine, a fine pen, calculator. Gifts to avoid: chrysanthemums as they are used at funerals, red flowers as they indicate secrecy, yellow flowers as they indicate jealousy. Also, please note: do not wrap gifts in black or purple, as black is traditionally a mourning colour, while purple is a symbol of bad luck. (Endnote 3)

Acknowledging and respecting the cultural differences in Italy will allow one, new to the culture, to better relate to their Italian counterparts and ultimately display a higher degree of cultural sensitivity. Failing to see a difference and behaving without monitoring the audience may result in the formation of incorrect interpretations by your counterparts, giving them the wrong impression. Appraising the environment to recognize the cultural differences and similarities between Italy and Canada will allow you to realize the appropriate etiquette. Adapting to the high-context culture through the addition of emotional evidence, along with technical data, while presenting information will allow for stronger relationship building through more effective communication. In addition, status and power must be respected. Effectively utilizing this knowledge the Italy culture will ensure strong relationships with your Italian clients and colleagues and a overall successful business trip.

Endnotes:

(1) http://globaledge.msu.edu/CountryInsights/culture.asp?countryID=59&CategoryID=2,1

(2) http://globaledge.msu.edu/CountryInsights/culture.asp?countryID=59&CategoryID=3,1

(3) http://www.kwintessential.co.uk/resources/global-etiquette/italy-country-profile.html

Prepared for: Professor Peter Koppel

Prepared by: Esha Abrol CITP (Candidate)

Date: January 29, 2009

Copyright © Esha Abrol, Canada. 2009

Copyright © Esha Abrol, Canada. 2009