North American firms do not always have to worry about translating their
correspondence. However, even when both parties write in English, minor
interpretation problems do exist because of different usage of technical
terms. These problems do not usually pose a major barrier to communication,
especially if correspondence between the two parties continues and each
gradually learns the terminology of the other.
More significant problems arise in other forms of written communication
that require translation. Advertisements, for example, are almost always
translated into the language of the country in which the products are being
sold. Documents such as warranties, repair and maintenance manuals, and
product labels also require translation. In addition, some multinational
companies must translate policy and procedure manuals and benefit plans for
use in overseas offices. Reports from foreign subsidiaries to the home
office may also be written in one language and then translated into
another.
Sometimes the translations aren't very good. For example, the well-known
slogan "Come alive with Pepsi" was translated literally for Asian markets
as "Pepsi brings your ancestors back from the grave," with unfortunate
results. Part of the message is almost inevitably lost during any
translation process, sometimes with major consequences.
Barriers to oral communication
Oral communication usually presents more problems than written
communication. If you have ever studied a foreign language, you know from
personal experience that it's easier to write in a foreign language than to
conduct a conversation. Even if the other person is speaking English,
you're likely to have a hard time understanding the pronunciation if the
person is not proficient in English. For example, many foreigners notice no
difference between the English sounds v and w, they say wery for very. At
the same time, many people from North America cannot pronounce some of the
sounds that are frequently used in other parts of the world.
In addition to pronouncing sounds differently, people use their voices in
different ways, a fact that often leads to misunderstanding. The Russians,
for example, speak in flat level tones in their native tongue. When they
speak English, they maintain this pattern, and Westerners may assume that
they are bored or rude. Middle Easterners tend to speak more loudly than
Westerners and may therefore mistakenly be considered more emotional. On
the other hand, the Japanese are soft-spoken, a characteristic that implies
politeness or humility to Westerners.
Idiomatic expressions are another source of confusion. If you tell a
foreigner that a certain product "doesn't cut the mustard," chances are
that you will fail to communicate. Even when the words make sense, their
meanings may differ according to the situation. For example, suppose that
you are dining with a German woman who speaks English quite well. You
inquire, "More bread?" She says, "Thank you," so you pass the bread. She
looks confused, then takes the breadbasket and sets it down without taking
any. In German, thank you (danke) can also be used as a polite refusal. If
the woman had wanted more bread, she would have used the word please (bitte
in German).
When speaking in English to those for whom English is a second language,
follow these simple guidelines:
• Try to eliminate "noise." Pronounce words clearly, and stop at distinct
punctuation points. Make one point at a time.
• Look for feedback. Be alert to glazed eyes or signs of confusion in
your listener. Realise that nods and smiles do not necessarily mean
understanding. Don't be afraid to ask, "Is that clear?" and be sure to
check the listener's comprehension through specific questions. Encourage
the listener to ask questions.
• Rephrase your sentence when necessary. If someone doesn't seem to
understand what you have said, choose simpler words; don't just repeat the
sentence in a louder voice.
• Don't talk down to the other person. Americans tend to overenunciate
and to "blame" the listener for lack of comprehension. It is preferable to
use phrases such as "Am I going too fast?" rather than "Is this too
difficult for you?"
• Use objective, accurate language. Americans tend to throw around
adjectives such as fantastic and fabulous, which foreigners consider unreal
and overly dramatic. Calling something a "disaster" will give rise to
images of war and death; calling someone an "idiot" or a "prince" may be
taken literally.
• Let other people finish what they have to say. If you interrupt, you
may miss something important. And you'll show a lack of respect.
CULTURAL DIFFERENCES
As we know, misunderstandings are especially likely to occur when the
people who are communicating have different backgrounds. Party A encodes a
message in one context, using assumptions common to people in his or her
culture; Party B decodes the message using a different set of assumptions.
The result is confusion and, often, hard feelings. For example, take the
case of the computer sales representative who was calling on a client in
China. Hoping to make a good impression, the salesperson brought along a
gift to break the ice, an expensive grandfather clock. Unfortunately, the
Chinese client was deeply offended because, in China, giving clocks as
gifts is considered bad luck for the recipient.
Such problems arise because of our unconscious assumptions and non-verbal
communication patterns. We ignore the fact that people from other cultures
differ from us in many ways: in their religion and values, their ideas of
status, their decision-making habits, their attitude toward time, their use
of space, their body language, and their manners. We assume, wrongly, that
other people are like us. At Vons, management has spent a great deal of
time learning about the cultural preferences of the store's Hispanic
customers.
Religion and values
Although North America is a melting pot of people with different
religions and values, the predominant influence in this culture is the
Puritan ethic: If you work hard and achieve success, you will find favour
in the eyes of God. They tend to assume that material comfort is a sign of
superiority, that the rich are a little bit better than the poor, that
people who work hard are better than those who don't. They believe that
money solves many problems. They assume that people from other cultures
share their view, that they dislike poverty and value hard work. In fact,
many societies condemn materialism and prize a carefree life-style.
As a culture, they are goal-oriented. They want to get the work done in
the most efficient manner, and they assume that everyone else does too.
They think they are improving things if they can figure out a way for two
people using modern methods to do the same work as four people using the
"old way." But in countries like India and Pakistan, where unemployment is
extremely high, creating jobs is more important than getting the work done
efficiently. Executives in these countries would rather employ four workers
than two.
Roles and status
Culture dictates the roles people play, including who communicates with
whom, what they communicate, and in what way. In many countries, for
example, women still do not play a very prominent role in business. As a
result, female executives from American firms may find themselves sent off
to eat in a separate room with the wives of Arab businessmen, while the men
all eat dinner together.
Concepts of status also differ, and as a consequence, people establish
their credibility in different ways. North Americans, for example, send
status signals that reflect materialistic values. The big boss has the
corner office on the top floor, deep carpets, an expensive desk, and
handsome accessories. The most successful companies are located in the most
prestigious buildings. In other countries, status is communicated in other
ways. For example, the highest-ranking executives in France sit in the
middle of an open area, surrounded by lower-level employees. In the Middle
East, fine possessions are reserved for the home, and business is conducted
in cramped and modest quarters. An American executive who assumes that
these office arrangements indicate a lack of status is making a big
mistake.
Decision-making customs
In North America, they try to reach decisions as quickly and efficiently
as possible. The top people focus on reaching agreement on the main points
and leave the details to be worked out later by others. In Greece, this
approach would backfire. A Greek executive assumes that anyone who ignores
the details is being evasive and untrustworthy. Spending time on every
little point is considered a mark of good faith. Similarly, Latin Americans
prefer to make their deals slowly, after a lengthy period of discussion.
They resist an authoritarian "Here's the deal, take it or leave it"
approach, preferring the more sociable method of an extended discussion.
Cultures also differ in terms of who makes the decisions. In american
culture, many organisations are dominated by a single figure who says yes
or no to every deal. It is the same in Pakistan, where you can get a
decision quickly if you reach the highest-ranking executive. In other
cultures, notably China and Japan, decision making is a shared
