Lequin's executive coaching team works with many multicultural teams, and frequently observes communication breakdowns caused by misunderstandings of different cultures and their distinct approaches to feedback, expressing dissatisfaction, and management styles.
Edward Hall's 'cultural context' model explains why these misunderstandings occur. The framework demonstrates that high-context countries layer greater meaning around events compared to lower-context countries, requiring different management approaches.
Low-context countries
In low-context countries like the US, communication features these characteristics:
- Explicit - clear, linear and verbal
- Context not important
- Thinking-focused
- Results-orientated
When engaging with clients from these countries, consider these strategies:
- Answer emails and letters quickly
- Call clients back straight away
- Be concise
- Expect confrontations
- Deal with facts
- Structure your messages
High-context countries
Communication is implicit - indirect, with non-verbal elements:
- Context is everything
- Feeling-focused
- Relationship-orientated
When working with clients from these countries, apply these approaches:
- Avoid direct yes or no questions
- Be patient
- Remain open to alternative solutions
- Use qualifiers such as 'maybe', 'possibly', etc.
Direct vs indirect feedback
Erin Meyer expands Hall's model by incorporating direct and indirect negative-feedback patterns. Her book, The Culture Map, illustrates how different cultures communicate dissatisfaction. The French, while high-context communicators using subtle language, openly voice displeasure. In China, what remains unspoken matters more than spoken words. Feedback context also varies - Germans provide criticism publicly, while Japanese prefer private settings.
Lequin has conducted numerous workshops helping clients understand cultural differences and work more effectively across various national backgrounds.
Peter Willis
Marie Willis