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Cultural Values:
Road Maps for Behavior

Chapter 6

Communication Between Cultures, 9th edition

by Samovar, Porter, McDaniel & Roy

“Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.”

- Mahatma Gandhi

Perception’s Influence

  • Perception is the process of making sense of reality; the process of gathering & interpreting information
  • Culture influences one’s subjective reality
  • There is a direct link among culture, perception and behavior

  • Perception is bias and often inaccurate
  • Perception is selective; perceptions are partial
  • Perception is culturally determined
  • Perception is consistent
  • Perceptions are learned

Beliefs

  • Beliefs – a concept or idea that an individual or group holds to be true; what you accept as truth; the storage system for our past experiences.

  • Our belief system is learned and subject to cultural interpretation
  • Shared beliefs can represent cultural norms, or values, characterizing a large group of people
  • We often do not question beliefs or demand proof; we accept them as true
  • They are an intrinsic part of culture
  • They are reflected in your actions & communication behaviors
  • Whatever you trust as a source of truth & knowledge depends on your cultural background & experiences
  • They form the basis of your values
  • Cultures have different realities & belief systems; beliefs, therefore, can both unite and divide people

Values

  • Values are learned rules for making choices; they are shared ideas about ethics; they are shared by the collective society (culture); values determine:

decent vs. indecent - ugly vs. beautiful

abnormal vs. normal - irrational vs. rational

moral vs. immoral - desirable vs. undesirable

dangerous vs. safe - evil vs. good

appropriate vs. inappropriate

What you consider desirable for yourself and for the society you live in is a product of your values, which can be held both consciously and subconsciously

Values are acquired through a variety of sources: family, history, proverbs, media, school, church, state, etc.; they tend to endure & be relatively stable; they are often not rational.

Behaviors

  • Behaviors are the outward manifestation of our internalized beliefs an values
  • Culture influences your behavior

Not the Wind; Not the Flag

Two monks were arguing about a flag.

One said: “the flag is moving.”

The other said: “the wind is moving.”

The Sixth Patriarch happened to be passing by.

He told them: “Not the wind, not the flag. Mind is moving.”

Understanding Cultural Patterns

  • Cultures often exhibit similar societal characteristics that are derived from their shared set of beliefs and values
  • Cultural patterns are value orientations used to describe cultural values that characterize the dominant group within a culture
  • Cultural patterns are like taking a snap shot of a culture
  • Obstacles in Studying Cultural Patterns
  • We are more than our culture
  • Cultural patterns are interrelated
  • Cultural patterns are dynamic
  • Cultural patterns can be contradictory

Kohls’ ‘Values Americans Live By’

  • Personal control over nature
  • Change
  • Time and its control
  • Equality/egalitarianism
  • Individuality and privacy
  • Self-help
  • Competition and free enterprise
  • Future orientation
  • Action/work orientation
  • Informality
  • Directness, openness & honesty
  • Practicality & efficiency
  • Materialism

Kluckhohn & Stodtbeck’s Value Orientations

  • Human Nature Orientations
  • Evil
  • Good & Evil
  • Good
  • Person/Nature Orientations
  • Humans subject to nature
  • Harmony with nature
  • Master of nature
  • Activity Orientation – pages 218-220
  • Being orientation
  • Being-in-becoming orientation
  • Doing orientation

Kluckhohns & Stodtbeck’s Value Orientations
Continued…

  • Time Orientations (pages 217-218)

  • Past Time Orientation– the past has the most significance

  • Present Time Orientation– the present has the most significance in these cultures

  • Future Time Orientation– the future has the most significance

Hall’s High & Low Context Orientations

  • Context - The source of meaning in a message; where the meaning comes from; see Table 6.3, page 221

  • High Context Cultures - The meaning of a message is conveyed by features of the situation or context
  • Tend to prefer indirect communication
  • Tend to be collectivist cultures
  • Examples of High Context cultures?

  • Low Context Cultures - The meaning of a message is conveyed by the verbal or explicit part of the message
  • Meaning is not taken for granted
  • Tend to prefer clear, direct communication
  • Tend to be individualist
  • Examples of Low Context cultures?

Hofstede’s Value Dimensions

  • http://www.geert-hofstede.com/hofstede_dimensions.php
  • Individualism vs. Collectivism – see Table 6.4 page 224

  • Individualism - the individual is valued over the group
  • Value: Dissent & diversity, debate & disagreement
  • Examples?

  • Collectivism – the group is valued over the individual
  • Value: Harmony, conformity & slow consensus building
  • Examples?

Consider each Cultural Pattern
on a continuum or spectrum…

Collectivism

Individualism

Hofstede’s Dimensions continued…

  • Uncertainty Avoidance - The degree to which members of a culture embrace or avoid uncertainty – see Table 6.5 page 226

  • High Uncertainty Avoidant Cultures:
  • Uncomfortable with ambiguity (lack of structure)
  • Tend to prefer clear rules, norms, & high structure
  • Tend to prefer structured leadership
  • Examples of High Uncertainty Avoidant Cultures?

  • Low Uncertainty Avoidant Cultures:
  • Tend to have a high tolerance for ambiguity
  • Tend to be comfortable with loose, flexible rules
  • Tend to prefer democratic leadership
  • Examples of Low Uncertainty Avoidant cultures?

Hofstede’s Value Dimensions Continued…

  • Power Distance - The degree to which a culture emphasizes status & power differences among it’s members – see Table 6.6 page 227

  • High/Large Power Distance Cultures:
  • Status differences are maximized
  • People are not created equal
  • Tend to prefer authoritarian & directive leadership
  • Examples of Large Power Distance cultures?

  • Low/Small Power Distance Cultures:
  • Status differences are minimized
  • People are created equal
  • Tend to prefer democratic, participative leadership
  • Examples of Small Power Distance Cultures?

Hofstede’s Value Dimensions Continued…

  • Masculinity & Femininity - The degree to which masculine or feminine traits are valued – see Table 6.7 page 229

  • Masculine Cultures
  • Value assertive behaviors
  • Value achievement
  • Tend to prefer autocratic leadership
  • Examples of Masculine cultures?

  • Feminine Cultures
  • Value caring & nurturing behaviors
  • Value relationships with others
  • Tend to prefer participative leadership
  • Examples of Feminine cultures?

Hofstede’s Value Dimensions Continued…

  • Long & Short-term Orientation – aka ‘Confucian work dynamism’

  • Long-term Orientation
  • Fostering of virtues related to future rewards; degree of perseverance and thrift toward future rewards
  • Examples?

  • Short-term Orientation
  • Fostering of virtues related to the past & present; respect for tradition, preservation of ‘face’ and fulfilling social obligations
  • Examples?

Minkov’s Cultural Dimensions

  • Industry vs. Indulgence – see Table 6.9 page 232

  • Indulgent Cultures – value leisure over work; mostly in control of life; happiness and satisfaction with life; political liberties highly important; loose governmental control; weak penalties for nonconformity to societal norms
  • Examples?

  • Industrious Culture – value hard work over leisure; thrift; economic development; not fully in control of life; unhappiness and dissatisfaction with life; political liberties less importance; strong governmental control; strong penalties for nonconformity to societal norms
  • Examples?

Minkov’s Cultural Dimensions continued…

  • Monumentalism vs. Flexumility – see Tables 6.10 & 6.11, page 233

  • Monumentalism – openly demonstrating pride in self, self achievements, family and social institutions; suicide is taboo; difficulty in adapting to another culture; truth is absolute; tipping expected; absolute cognition
  • Examples?

  • Flexumility – self concept is flexible/fluid; humility; religion is less important; truth is relative; higher value on education; holistic cognition; suicide accepted; tipping not expected; easily adapts to another culture
  • Examples?

Minkov’s Cultural Dimensions continued…

  • Exclusionism vs. Universalism – see Tables 6.12 & 6.13 pages 234 -235

  • Exclusionism – Relationships based on group membership; close-knit family; in-group members favored over out-group members; weak safety procedures; low environmental concern; in-group communication clear; out-group communication may be ambiguous
  • Examples?

  • Universalism– self concept is flexible/fluid; humility; religion is less important; truth is relative; higher value on education; holistic cognition; suicide accepted; tipping not expected; easily adapts to another culture
  • Examples?

Gelfand’s Value Dimension

  • Tight vs. Loose Cultures – see Table 6.14, page 235

  • Tight cultures – well-defined set of societal protocols that govern social interaction between individuals; titles play an important role in social interaction
  • Examples?

  • Loose cultures – societal protocols are loosely defined; titles do not play an important role in social interaction
  • Examples?

Ting-Toomey’s Value Dimension

  • Face and Facework – the construction & communication of the self-image you want to project to others

  • People from all cultures strive to maintain & negotiate face in all communication situations

  • Face & Facework are influenced by cultural values & vary from culture to culture

  • More significant in collectivist cultures

Cultural Patterns and Communication

  • An overview of the most common patterns and their influence on behavior and communication is provided in Table 6.15, page 239

Developing Cultural Value Awareness

  • It is important to understand why cultural differences exist
  • We may not agree with another person’s values, but knowing why they think or act a certain way can reduce or even eliminate potential intercultural communication discord
  • When confronted with cultural differences, examine the cause behind those differences, the motivating cultural value

Chapter 6 Activity

  • Watch Devdutt Pattanaik: East vs. West on Ted.com
  • 18:26 Nov 2009
  • http://www.ted.com/talks/lang/eng/devdutt_pattanaik.html

  • DevduttPattanaik

  • List some specific ways you will attempt to be effective in your communication with people having a different activity orientation than yourself. Think about how you will accomplish the things you mentioned.