Category Archives: CQ

Cultural Intelligence VI: India

This series is edited by Dick Locke, SI’s resident expert on International Trade, author of Global Supply Management — A Guide to International Procurement (which was the definitive guide for almost a decade), and President of the Global Procurement Group which regularly gives seminars on International Trade and working with International Cultures.

As highlighted in last year’s post on Overcoming Cultural Differences in International Trade with India, India, like China, has a long cultural history with roots that go back at least to the Indus Valley civilizations in 3,000 BC. (Recently, archaeologists have discovered abandoned and buried port cities and temples over 6,000 years old, suggesting their culture could be much older.) And while the official languages are Hindi and English, India has 5 languages in the top 20 spread across its 28 states, 6 union territories, and the National Capitol territory of New Delhi. As a result, its society is a bit fractured compared to China (where differences are primarily North/South), with mild to moderate differences in culture and behavior, but there are a number of common threads that, once unwoven, will make your dealings with India easier.

With respect to Locke‘s seven key cultural differences (first outlined as six in his classic text on Global Supply Management), power distance is generally quite high as India is based on the caste system (which you must never bring up) and its values and beliefs are still strongly held (despite the movement by some of the newer consulting organizations to abolish the system within their four walls). While they may attempt to be monochronic in their dealings with the west, they are a polychronic culture that does not work by the clock. Buyers and sellers are roughly equal, and any inequalities will be due to any personal relationships that exist between the parties. They are tolerant of uncertainty and even known to take risks and experiment. Harmony underlies almost all of their religions and every aspect of their daily life, and face must always be given. Despite the caste system, and the fact that tasks are collective exercises, they are very individualistic and highly personable (as privacy is rarely indulged in or sought).

With respect to non-verbal communication, it is moderately indirect, as you should not refuse a request outright, but there is a strong history of bartering, so you are free to debate the pros and cons of any situation, as long as your “no”s are indirect and gentle and you tiptoe around delicate issues (such as caste and familial privacy). Unlike some Asian cultures, they can, and you can, get quite loud, but only if you are passionate about what you are saying.

As with any well established culture, there is a lot of non-verbal communication that occurs, and a number of actions that are taboo. For example, while limited touching is permitted (such as same-sex handshakes, and collegial backslapping between members of the same sex, as long as you never touch someone’s head), you should not stand with your hands on your hips, whistle, wink, or point your feet at a person. Hand gesticulations, which many Indians are prone to use when speaking passionately, should only be used if they speak English and you have a basic understanding of their language. You don’t have to be as reserved in your facial expressions as you would with other Asian cultures, but you need to take your cues from those around you, as the degree of expression permitted is situational. While direct eye-contact may be made, it is seen as intrusive by many, so you will again have to take your cues from those around you. Distance, due to crowding in many cities, is minimal, generally only two to two and a half feet. And it is critically important to always maintain an agreeable attitude, even if you don’t agree (as you can always indicate your disagreement indirectly (by indicating that you’ll consider the request, get back to them later, or try). Of course, if dealing with an Indian in North America who is used to your culture, all this goes out the window as they can be very adaptable and will attempt to tune their behavior into your cultural norms in their attempt to maintain harmony and an agreeable attitude.

Meetings, which often begin VERY late, will often begin with small talk and fail to follow a structure. Like other Asian cultures, they will want to get to know you professionally and personally before they get down to business. Remember that time is an expression of eternity in India. Meals are common, and the etiquette is to politely refuse the first offer of food or drink. You will be asked again and again. Just remember not to thank your hosts after a meal. A thank you is considered a form of payment and is insulting. When negotiating, be humble and polite and prepared for concessions on both sides. It is expected. (Although if you were to observe a meeting between two Indian teams, you might find that whoever has the most passion and screams the loudest wins.)

Finally, learn what Namaste is.

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Cultural Intelligence V: Germany

This series is edited by Dick Locke, SI’s resident expert on International Trade, author of Global Supply Management — A Guide to International Procurement (which was the definitive guide for almost a decade), and President of the Global Procurement Group which regularly gives seminars on International Trade and working with International Cultures.

As highlighted in last year’s post on Overcoming Cultural Differences in International Trade with Germany, Germany, which is one of the most influential nations in the EU, has a very distinct culture that is simultaneously easy and hard to sum up. About the only way to do it is to quote one of their favorite sayings — Alles lief wie am Schnürchen. (Everything went like clockwork.)

With respect to Locke‘s seven key cultural differences (first outlined as six in his classic text on Global Supply Management), while the power distance is very low in German society due to the strong push for social equality, hierarchy is mandatory in a German company and this often results in exaggerated deference to one’s superior or CEO. Time is monochronic as German’s believe in punctuality to a tee, buyers and sellers are of more-or-less equal rank (though the buyer will be treated with great respect if the rules of German business are followed), and uncertainty is loathed. While harmony is a must with respect to business decisions, as a consensus must first be reached, they will likely be the most frank, direct, and blunt people you encounter in your international dealings. Face is important within their culture (so while they will openly disagree with you, they will only air their internal disagreements in private meetings), which is highly individualistic and private.

Verbal communication in Germany is extremely direct. The tone of the conversation will be reserved in a business setting, though they may be loud and boisterous in public. The volume will be low to moderate, so you should avoid raising your voice — it’s about the facts, not the emotions.

Non-verbal communication is relatively low compared to some of the other cultures we’ll cover, but body position is very important. It’s rude to have your hands in your pockets while talking or to shake with one hand in your pocket. Also, keep your gestures to a minimum, don’t use the OK sign, and don’t point to your head. Be reserved in your facial expressions, as the Germans are suspicious of emotions, but do maintain eye contact when speaking or being introduced (and use a firm handshake). Finally, keep roughly the same distance as you would with your North American counterparts. Depending on where you are from in North America, you’ll find that the German’s are either a little closer or a little further, but there will not be much of a difference either way (except in a supermarket or bakery, where they might literally be breathing down your neck). With respect to touching, European greetings are reserved for friends.

As per our last post, to them, business is serious. It’s not a joke, and jokes in a business setting will not go over well. Meetings are to start on time, follow the agenda, and finish on time between buyers and sellers with representation of equal rank. (Pay attention to titles. They are very important.) Negotiations, which are to be honest and straight-forward, are hard and concessions should be expected on either side. Meals are common, but they are not the affairs you’ll find in Asia. Germans want to get home to their families, so don’t plan on sticking around too long after dinner. Also, be sure that you don’t drink before the host.

Finally, the Germans believe in giving a detailed factual rendition of their own capabilities. Don’t mistake this for arrogance.

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Cultural Intelligence IV: China

This series is edited by Dick Locke, SI’s resident expert on International Trade, author of Global Supply Management — A Guide to International Procurement (which was the definitive guide for almost a decade), and President of the Global Procurement Group which regularly gives seminars on International Trade and working with International Cultures.

As highlighted in last year’s post on Overcoming Cultural Differences in International Trade with China, China is one of the most developed cultures in the world, with a long history behind their well establish social order, which requires an inequality between any two people to maintain stability. (That’s part of the reason that the Chinese generally believe that all foreigners — who are traditionally inferior, corrupt, decadent, disloyal, volatile, barbaric, and devils-in-disguise — are inexperienced in matters of business even if they are technically competent.) As a result, dealing with the Chinese can be very difficult for an outsider, and a North American in particular.

With respect to Locke‘s seven key cultural differences (first outlined as six in his classic text on Global Supply Management), China has an implicit power distance between any two individuals (which is higher in the North than in the South), a monochronic approach to time in business, and a strong distaste for uncertainty. Maintaining harmony and face is of utmost importance, individuality is not, but privacy is deeply respected. They may ask blunt questions about your personal situation and beliefs, but that is only to understand what may offend you (so they can avoid doing it). After all, they praise virtue to the point that two mutually exclusive answers can both be true if both are virtuous.

Verbal communication in China is very indirect where business is concerned. Since harmony and face must be maintained no matter what, all answers are soft, there are no admissions of a failure to understand, and direct “no”s are effectively taboo. That’s why you can’t ask them a yes/no question. If you want to know if they understand a request, you have to ask them what they are going to do. Thus, you should be calm and polite in negotiations and avoid getting loud. However, the opposite holds true in social encounters. Socially, it’s okay to be boisterous, and it is expected at meals (at the appropriate time). And you can be quite loud, especially if laughing at yourself.

Non-verbal communication is effusive in their society, hard for an outsider to read, and even harder to master. As a result, you should avoid large gestures, as many are taboo (including the pointing of the index finger, finger snapping, and whistling), and maintain an impassive facial expression during business (as frowning is a sign of disagreement and smiling can be simply a polite way to mask uncertainty or uneasiness). Eye contact should be avoided in greetings as almost everyone is unequal and respect must be maintained, emotions should be reserved until you know the right times to display them, and you should allow them to dictate the distance between you, which is usually at most 3 feet (and just enough to respect your privacy in accordance with their cultural norms) as they will often speak quietly to avoid disturbing others who may be nearby. Finally, you must avoid personal contact (unless they touch you, at which point you may reciprocate in kind) as the Chinese generally don’t like to be touched. As with many Asian cultures, touching is reserved for (close) friends and peers.

As per our last post, meetings primarily exist to gather information (and decisions will be made back at the office). Once they get to know you, negotiations will get progressively detailed to the point where the questions are so precise that it will be almost impossible to answer them without disclosing your IP. This is common practice to make sure you are truly interested in a mutually beneficial long-term business relationship and not just looking to exploit cheap labor. It has nothing to do with your IP (although IP theft is a serious problem in China and you have to invest equal effort to insure that they are also interested in a long term business relationship). And meals, while they may last hours and get loud and boisterous later on, are formal. You must not discuss business until the host brings it up. A few other pointers is that he who extends the invitation always pays (but you can pretend to fight over the bill to gain points), you must eat hearty to please the host, but you must leave some food on your plate when you are full.

Finally, one other point that you should remember is that the Chinese will often disparage their own accomplishments and there is a social protocol to this. Specifically, you are expected to respond with a complement. For example, if a Chinese person says that he may not have chosen the best restaurant for you, do not say something along the lines of “we’ll manage“. Instead say that you’re sure the restaurant choice is impeccable and/or that he outdid himself in its selection.

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Cultural Intelligence III: A Foundation for Cultural Intelligence

This series is edited by Dick Locke, SI’s resident expert on International Trade, author of Global Supply Management — A Guide to International Procurement (which was the definitive guide for almost a decade), and President of the Global Procurement Group which regularly gives seminars on International Trade and working with International Cultures.

As per Wikipedia, cultural intelligence, also knows as cultural quotient or CQ, is a theory that posits that the ability to understand the impact of an individual’s cultural background on their behavior is essential for effective business. However, for our purposes, we can more practically define cultural intelligence as an individual’s ability to understand the set of shared attitudes, values, goals, practices, qualities, and beliefs regarding daily interaction, manners, arts, and worthwhile pursuits for a characterizeable group of people and to effectively use that understanding in the individual’s interaction with members of the characterizeable group of people, consistent with our definition of culture in the first post.

So how do you become culturally intelligent? A number of authors have put forward a number of theories, as can be easily deduced by a search for cultural intelligence on Amazon.com which returns approximately 290 results, but one of the simplest theories is that put forward by Thomas and Inkson in their introductory text on Cultural Intelligence. Since the simplest theory is usually best one, as per the KISS principle, it is the one we’re going to discuss.

According to Thomas and Inkson, cultural intelligence has three parts:

  • Knowledge

    of what culture is, how cultures vary, and how culture affects behavior,

  • Mindfulness

    to verbal and non-verbal cues in cross-cultural situations, and

  • Behavioral Skills

    that allow the individual to act and respond competently across a wide range of situations.

Each part interacts with, and reinforces, the other. Knowledge leads to mindfulness which improves behavioral skills that allow the individual to cue into more verbal and non-verbal clues in a cross-cultural encounter that increases the individual’s knowledge and starts the cycle all over again, allowing the individual to progress through on cultural journey through the developmental stages of CQ.

An individual who wants to obtain a high CQ in other cultures will need to progress through the five stages of CQ, which are:

  1. Reactivity to External Stimuli

    where the individual does not even recognize that cultural differences exist and mindlessly adheres to the individual’s own cultural rules and norms.

  2. Recognition of Other Cultural Norms

    where the individual becomes aware of the multi-cultural mosaic that surrounds us all and becomes interested in learning more about other cultures.

  3. Accommodation of Other Cultural Norms

    where the individual begins to recognize that there are different cultural situations, that there are appropriate responses to those situations, and that the individual must try to respond appropriately. Responses are slow and awkward, but mastery of certain behavioral skills is beginning.

  4. Assimilation of Diverse Cultural Norms into Alternative Behaviors

    as the individual is now able to adjust to different situations without much effort due to a wide range of behavior skills at their disposal. The individual can now function in multiple cultures almost effortlessly and do so without discomfort.

  5. Proactivity in Cultural Behavior based on Recognition of Changing Cues that Others Do Not Perceive

    where the individual is able to adjust their behavioral responses automatically in anticipation of what is to come.

In order to truly be successful in international negotiations, you have to at least reach stage 4, and if you want be the go-to master, you need to reach stage 5. Of course, as Mr. Locke will attest to, reaching stage 5 will take a significant amount of time and effort*, and possibly an expatriate assignment or two, but it will be worth it in the end.

So how do you get there? Start with the tips offered by Thomas and Inkson and focus on improving your:

  • Integrity

    or a well-developed sense of self and an understanding of how your beliefs motivate your behaviors,

  • Openness

    by becoming more humble and more inquisitive, and

  • Hardiness

    and increase your robustness, courage, intrepidness, and overall capability to survive unfavorable conditions.

Finally, become aware of the verbal and non-verbal nuances of the culture that surrounds you. After all, one of the biggest failures when it comes to international business is failing to understand the thought processes and motivations of the locals. Just knowing the language is not enough. In the next seven posts, we’ll address some of the verbal and non-verbal nuances that you should be aware of in the Chinese, German, Indian, Japanese, Korean, Mexican, and Thai cultures. Namely, we’ll cover directness, verbosity, and volume on the verbal side as well as distance, touching, body position, gestures, facial expressions, eye contact and emotions and the non-verbal side. We’ll also highlight a few rules surrounding meetings, meals, and negotiations to get you started on preparing for your international assignments. Then, for those of you leading the charge, I’ll recommend taking a preparatory seminar, like the ones offered by the Global Procurement Group, which are developed and delivered under the supervision of Dick Locke, who has headed Supply Management organizations in Canada, France, German, Israel, Japan, Korea, Mexico, Singapore, Taiwan, the United Kingdom, and the United States and dealt with over two dozen global cultures on a regular basis during his Supply Management career.

* Probably at least 4 or 5 years, as the current theory is that it takes at least 10,000 hours of practice to master a skill, but once you’ve mastered one culture, mastering similar cultures (in the same geographic region) will take less time as many rules and behavioral responses will be similar (i.e. Upper North America, South East Asia, and other geographic areas have similar cultures in each representative country).

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Cultural Intelligence II: Why We Need Cultural Intelligence

A young American man devoted a lot of attention to a Japanese woman visiting his community, including extreme courtesy — taking her arm to cross the street, and so on. The young woman later told her friends excitedly that she now had an American boyfriend. In fact the American, who was from the deep south of the United States where many families pride themselves on effusive courtesy, was not interested in the Japanese girl as a prospective girlfriend. He had merely tried to be polite, in a manner that came naturally to him in his own in-group. Unfortunately, the same manner of behavior practice by a member of the Japanese woman’s in-group would definitely have been evidence of a romantic interest.

from Cultural Intelligence by David C. Thomas and Kerr Inkson

Without cultural intelligence, we are just as likely as the man in the above scenario to take actions that will be interpreted completely opposite to our intent by the other parties. So what is cultural intelligence? Succinctly, it’s an individual’s ability to engage successfully in any environment or social setting with other individuals of varied cultural backgrounds. But what does this mean? It means that we have to recognize our cultural failures and overcome them.

What kind of cultural failures? The kind pointed out by Thomas and Inkson, namely:

  • our obliviousness to the key features and biases of our culture,
  • our uneasiness when interacting with those who are culturally different,
  • our inability to explain the behaviour of others who are culturally different,
  • our failure to recognize knowledge that can be transferred from one culture to another,
  • our lack of awareness when our culture is influencing our behavior, and
  • our inability to adjust when living and working in another culture.

Once we recognize these failings, we understand the need to become more culturally intelligent, to increase our CQ or cultural quotient. We can start by switching off cultural cruise control and becoming more mindful of our cultural interactions. Namely, we can:

  • become aware of our own assumptions and ideas,
  • tune into the assumptions and ideas of others by noticing what is apparent about their actions,
  • use all of our senses to perceive a situation,
  • view a scenario from multiple perspectives,
  • become aware of the context of the interaction,
  • create mental maps of the personalities and backgrounds of others to assist us,
  • seek out fresh information to correct and confirm the mental maps, and
  • develop empathy for the other person.

Once we do this, we are well on our way to becoming culturally intelligent, a state of being that we will discuss further in the next post. In the interim, I would encourage you to refer to Thomas and Inkson’s introductory text on Cultural Intelligence or their follow up on Living and Working Globally. While the first book in particular does not contain much in the way of specifics for dealing with a particular culture, it’s a great start for those of you who want to get the right mindset necessary to become culturally intelligent.

This series is edited by Dick Locke, SI’s resident expert on International Trade, author of Global Supply Management — A Guide to International Procurement (which was the definitive guide for almost a decade), and President of the Global Procurement Group which regularly gives seminars on International Trade and working with International Cultures.

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