two strategies to overcome cultural differences in communication essay

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• by Anurag Jain
• March 9, 2024
• 23 minutes read
• 2 months ago

In an era where global interconnectedness transforms the way we conduct business, the ability to navigate the intricate landscape of cross-cultural communication has become invaluable. As organizations expand across borders, professionals find themselves in a melting pot of cultures, each bringing its unique perspectives, practices, and communication styles. This diversity, while enriching, introduces complex challenges in communication, necessitating a nuanced understanding and approach to foster effective collaboration and drive success.

Effective cross-cultural communication transcends the mere exchange of words. It involves a deep understanding of cultural nuances, empathy, and adaptability, enabling individuals to bridge the gaps that differences in culture can create. In this global dance of diplomacy, the mastery of certain strategies can significantly enhance the clarity, efficiency, and effectiveness of communication, turning potential obstacles into opportunities for growth and innovation.

The importance of this skill set cannot be overstated. Miscommunications in a cross-cultural context can lead to lost opportunities, damaged relationships, and at times, costly misunderstandings. Conversely, those adept at navigating these waters stand to gain immensely, fostering stronger relationships, tapping into new markets, and leading teams that are both diverse and harmonious.

This article delves into Ten Strategies for Effective Cross-Cultural Communication. From the foundational role of cultural awareness to the nuances of non-verbal cues and the importance of active listening, these strategies offer a roadmap to thriving in a multicultural business environment.

As we explore each of the Ten Strategies for Effective Cross-Cultural Communication, we will uncover the layers of complexity inherent in cross-cultural interactions and provide actionable insights to turn these challenges into a competitive advantage.

1. Embracing Cultural Awareness

At the heart of effective cross-cultural communication lies cultural awareness, the foundation upon which all other strategies are built. Cultural awareness goes beyond mere acknowledgment of cultural differences; it involves a deep understanding and respect for these differences, recognizing how they influence perceptions, behaviors, and communication styles.

This awareness is crucial in preemptively navigating potential misunderstandings and fostering an environment of mutual respect and collaboration.

Developing Cultural Awareness

Developing cultural awareness is a proactive and ongoing process. It begins with self-reflection, understanding one’s own cultural background, biases, and how they shape interactions. Expanding one’s knowledge through research, exposure to diverse cultures, and active engagement with individuals from varied backgrounds further enhances this understanding.

Practical steps include:

• Educate Yourself:  Delve into the customs, values, and communication norms of the cultures you interact with. Books, films, and reputable online resources can be valuable tools.
• Seek First-Hand Experiences:  Immersion is one of the best teachers. Travel, cultural events, and social interactions provide rich learning opportunities.
• Practice Active Listening:  Listen to understand, not just to respond. Pay attention to the subtleties in conversations and be open to learning from every interaction.
• Ask Respectful Questions:  Show genuine interest in learning about other cultures. Thoughtful questions can lead to enlightening conversations and deeper connections.

Real-Life Example: Bridging Cultural Gaps

Consider the case of a multinational corporation looking to expand its operations into Japan. The leadership team, primarily from a Western background, initially approached business negotiations with their usual directness and emphasis on rapid decision-making. However, they soon realized that their Japanese counterparts valued a more indirect communication style, with a greater emphasis on building relationships and consensus before making business decisions.

Recognizing this cultural gap, the corporation invested in cultural awareness training for their team. They learned the importance of patience, the value placed on formal business rituals, and the nuances of non-verbal communication in Japan. With this new understanding, they adjusted their approach, taking the time to build rapport and understand the collective decision-making process. This shift not only facilitated smoother negotiations but also led to a successful expansion and long-term partnerships.

Embracing cultural awareness is not just about avoiding misunderstandings; it’s about enriching interactions, fostering deeper connections, and unlocking the full potential of diverse teams. As we move forward, remember that cultural awareness is the lens through which all other communication strategies are viewed, making it an indispensable first step in mastering cross-cultural communication.

2. Active Listening

In cross-cultural communication, active listening transcends the basic act of hearing words spoken by another person. It involves fully engaging with the speaker, understanding their message in context, and acknowledging the emotional and cultural nuances that influence the conversation. Active listening is fundamental in building trust, respect, and understanding across cultural divides.

Strategies for Improving Active Listening Skills

Active listening requires conscious effort and practice, especially in a cross-cultural setting where linguistic and cultural nuances can add layers of complexity. Here are some strategies to enhance your active listening skills:

• Give Full Attention:  Avoid distractions and focus entirely on the speaker. Non-verbal cues like eye contact (where culturally appropriate) and nodding can show engagement.
• Avoid Assumptions:  Cultural differences can lead to misinterpretations. Approach each conversation with an open mind, free from preconceived notions.
• Reflect and Clarify:  Periodically summarizing what you’ve heard and asking clarifying questions ensures you’ve understood the message as intended.
• Acknowledge Cultural Nuances:  Recognize and respect the influence of cultural backgrounds on communication styles, including preferences for directness, formality, and pacing.
• Empathize:  Try to understand the speaker’s perspective and feelings. Empathy bridges gaps in understanding and creates a supportive communication environment.

Example: Navigating Language Barriers with Active Listening

Consider a scenario involving a project team with members from various cultural backgrounds, including native and non-native English speakers. During virtual meetings, a non-native speaker frequently pauses and searches for the right words, leading to some moments of awkward silence. Initially, these pauses were met with interruptions or attempts to complete the speaker’s sentences, causing frustration and diminishing the speaker’s confidence.

The team leader recognized this issue and implemented a practice of active listening, encouraging team members to allow for pauses, show patience, and use reflective techniques to ensure accurate understanding. This approach not only improved the clarity of communication but also empowered all team members to contribute more confidently and effectively, fostering a more inclusive and collaborative team environment.

Active listening is more than a skill; it’s a demonstration of respect and a powerful tool in overcoming the complexities of cross-cultural communication. By fully engaging with and seeking to understand the speaker within their cultural context, you pave the way for more meaningful and effective interactions.

Let’s continue to explore the remaining of the Ten Strategies for Effective Cross-Cultural Communication.

3. Clarity and Simplicity

In the rich tapestry of global interactions, where diverse languages and cultures intersect, the value of clarity and simplicity in communication cannot be overstated. Complex language, industry jargon, and idiomatic expressions can easily lead to confusion and misinterpretation. By prioritizing clear and straightforward communication, we can significantly reduce the risk of misunderstandings and ensure that our messages are understood as intended.

Techniques for Achieving Clarity and Simplicity

To communicate effectively across cultural boundaries, it’s essential to adopt strategies that enhance the clarity and accessibility of our messages. Here are some techniques to help achieve this:

• Use Plain Language:  Opt for simple, direct language over complex vocabulary or technical jargon. This ensures that your message is accessible to a broader audience, including those for whom English might be a second language.
• Avoid Idioms and Slang:  Phrases that are commonplace in one culture can be perplexing or meaningless in another. Stick to universal expressions that are more likely to be understood by everyone.
• Structure Your Communication:  Organize your thoughts and present them in a logical, coherent manner. Clear structuring aids in comprehension and retention of information.
• Be Concise:  Convey your message in as few words as necessary. Brevity can prevent information overload and help maintain the listener’s or reader’s attention.
• Visual Aids:  Whenever possible, use visual aids like charts, diagrams, and infographics to complement your verbal or written communication. Visuals can transcend language barriers and clarify complex concepts.

Example: Navigating Through Jargon

Consider the case of an international IT firm introducing a new software tool to its global offices. The initial training sessions, led by the technical team, were laden with industry-specific jargon and complex explanations. Feedback from several non-native English-speaking offices indicated that the training was difficult to follow, leading to a slower adoption rate of the new tool.

Recognizing the issue, the firm revised its training approach. They simplified the language used in training materials, eliminated unnecessary technical jargon, and incorporated more visuals and step-by-step guides. Follow-up sessions were interactive, with ample opportunity for questions and clarifications. This shift towards clarity and simplicity resulted in a marked improvement in comprehension and a successful global rollout of the software.

The principles of clarity and simplicity are fundamental to bridging the communication gap in a multicultural context. By mindfully simplifying our language and presentation, we foster inclusivity and ensure that our messages resonate with a diverse audience.

4. Non-Verbal Communication

While words convey our thoughts, non-verbal cues reveal our unspoken intentions and feelings. In the realm of cross-cultural communication, understanding and correctly interpreting these silent signals can be as significant as the spoken word. Non-verbal communication includes body language, facial expressions, gestures, posture, and even the use of space—all of which can vary dramatically from one culture to another.

Navigating Cultural Differences in Non-Verbal Communication

Cultural norms dictate what is considered appropriate or offensive in non-verbal communication, making it a field ripe for misunderstandings. For instance, eye contact might be seen as a sign of honesty in some cultures, while in others, it could be perceived as disrespectful or confrontational. Here are some strategies to navigate these differences:

• Research and Observation:  Before engaging in cross-cultural interactions, take time to research the non-verbal communication norms of the other culture. Observing interactions within that culture can also provide valuable insights.
• Seek Clarity:  If unsure about the meaning behind a non-verbal cue, don’t hesitate to ask for clarification in a respectful manner. This not only helps avoid misunderstandings but also shows your willingness to learn and respect cultural differences.
• Mirror and Match:  While maintaining authenticity, try to mirror the non-verbal cues of your counterparts where appropriate. This can help in building rapport and making others feel more comfortable.
• Be Mindful of Your Own Non-Verbal Cues:  Be conscious of your body language and gestures. Ensure they are not conveying a message contrary to your verbal communication or offending the other party.

Example: The Power of Gestures

Consider an American business executive attending negotiations in the Middle East. During a discussion, she gives a thumbs-up to signal her approval, not realizing that in some Middle Eastern cultures, this gesture can be considered offensive. The reaction from her counterparts is one of visible discomfort, leading to confusion and a temporary setback in the negotiations.

Realizing her mistake, the executive apologizes and takes the time to learn about the preferred gestures of approval and respect in the local culture. In subsequent meetings, she adopts these gestures, fostering a more respectful and productive dialogue.

Non-verbal communication is a silent language that speaks volumes, especially in a cross-cultural context. By being mindful of and adaptable to the non-verbal norms of different cultures, we can enhance our ability to communicate effectively and build stronger, more respectful relationships across cultural divides.

5. Feedback Loops

In the intricate dance of cross-cultural communication, feedback loops act as the rhythm that ensures all parties are in sync. A feedback loop, in communication terms, refers to the process of sharing and receiving information about whether a message has been received as intended and understood correctly. In cross-cultural contexts, where the risk of misinterpretation is heightened, establishing clear feedback loops is paramount.

Best Practices for Creating Effective Feedback Mechanisms

Creating an environment where feedback is encouraged and effectively utilized can significantly enhance understanding and collaboration across cultural boundaries. Here are some best practices for fostering effective feedback loops:

• Encourage Open Dialogue:  Create a safe space where individuals feel comfortable sharing their thoughts and seeking clarification. Emphasize that feedback is a tool for learning and improvement, not criticism.
• Active Listening and Paraphrasing:  Encourage the practice of active listening followed by paraphrasing or summarizing the received message to confirm understanding. This technique is particularly useful in clarifying complex or nuanced discussions.
• Non-Verbal Cues:  Pay attention to non-verbal signals during communication, as they can provide additional context or indicate misunderstandings even when verbal feedback suggests otherwise.
• Regular Check-Ins:  In ongoing projects or collaborations, schedule regular check-ins to discuss progress, address any concerns, and ensure that all parties are aligned in their understanding and objectives.
• Cultural Sensitivity:  Be mindful of how feedback is given and received in different cultures. Some cultures may prefer indirect feedback or may view direct criticism in a negative light. Tailoring your feedback approach can prevent discomfort or disengagement.

Illustration: Bridging Understanding Gaps

Imagine a scenario where a European marketing team collaborates with their Asian counterparts to launch a new campaign. During a review meeting, the European team presents their ideas enthusiastically, interpreting the polite nods and smiles from the Asian team as agreement and approval. However, as the project progresses, it becomes evident that there were significant misunderstandings about the campaign’s direction and objectives.

To address this, the team leader introduces a structured feedback process, encouraging each team member to express their understanding of key decisions and plans. This process uncovers several areas of misalignment, which the teams are then able to clarify and resolve. By institutionalizing this feedback loop, the teams improve their mutual understanding and collaboration, leading to a successful campaign launch.

Effective feedback loops are the lifelines of cross-cultural communication, ensuring that messages are not only sent but also received and understood as intended. By prioritizing clear, respectful, and culturally sensitive feedback, we can navigate the complexities of cross-cultural interactions with greater confidence and success.

6. Language Proficiency

In the intricate mosaic of global communication, language acts as both a bridge and a barrier. Proficiency in the language of your interlocutors can significantly enhance mutual understanding, trust, and collaboration. While English often serves as a lingua franca in international business, even a basic grasp of your counterpart’s language can go a long way in showing respect and fostering goodwill.

Improving Language Skills for Cross-Cultural Communication

Enhancing your language proficiency, particularly in the languages most relevant to your professional interactions, can be a game-changer. Here are some strategies to improve your language skills:

• Language Courses and Training:  Invest in language learning courses, whether online or in-person. Many programs are tailored for business professionals and focus on practical vocabulary and cultural nuances.
• Language Learning Apps:  Leverage technology to practice language skills at your own pace. Apps like Duolingo, Babbel, and Rosetta Stone offer interactive lessons across various proficiency levels.
• Practice with Native Speakers:  Engage in language exchange or conversation practice with native speakers. This not only improves your language skills but also provides insights into cultural subtleties.
• Immerse Yourself in the Language:  Increase your exposure to the language through movies, music, podcasts, and literature. Immersion, even passive, accelerates language acquisition and cultural understanding.
• Professional Language Coaching:  For those seeking to advance their language skills quickly, professional tutors or language coaches can provide personalized guidance and accountability.

Example: Language Learning Fosters Deeper Business Relationships

Consider the story of a Canadian tech company looking to expand its operations into Latin America. The CEO, recognizing the importance of personal relationships in Latin American business culture, decided to learn Spanish. Despite a busy schedule, she dedicated time to lessons, engaged with Spanish-speaking employees, and practiced regularly.

Her effort to learn Spanish was met with tremendous appreciation from Latin American partners and clients. They noted not just the attempt to communicate in their language but the respect and effort it demonstrated towards understanding their culture. This led to stronger, more trusting relationships and ultimately contributed to the successful expansion of the company in the region.

Language proficiency is more than just the ability to communicate; it’s a sign of respect, a tool for building relationships, and a means to navigate cultural nuances more effectively. By committing to language learning, professionals can unlock new opportunities and deepen connections in our increasingly interconnected world.

7. Cultural Adaptation

In the global arena of communication, the ability to adapt one’s style to the cultural context of the audience is a hallmark of effective intercultural competence. Cultural adaptation involves more than mere translation of language; it requires a nuanced understanding of cultural expectations, values, and communication preferences, and the flexibility to adjust one’s approach accordingly.

Strategies for Successful Cultural Adaptation

Achieving cultural adaptation necessitates a deliberate and thoughtful approach. Here are several strategies that can facilitate this process:

• In-depth Cultural Research:  Before engaging in cross-cultural interactions, invest time in understanding the cultural background of your counterparts, including their business etiquette, communication styles, and social norms.
• Observation and Mimicry:  In new cultural settings, observe the behaviors and communication styles of those around you. Mimicking these styles, within reason, can help in blending in and being better received by your audience.
• Seek Feedback:  Regularly seek feedback from culturally diverse colleagues or counterparts on your communication style. Constructive criticism can provide invaluable insights into how you can improve and adapt further.
• Flexibility and Open-mindedness:  Be prepared to step out of your comfort zone and try new ways of communicating. Being flexible and open to changing your approach is key to successful cultural adaptation.
• Cultural Sensitivity Training:  For businesses, investing in cultural sensitivity training for employees can be highly beneficial in fostering an environment of inclusivity and adaptability.

Example: Cultural Adaptation in International Negotiations

Consider the case of a British company negotiating a partnership with a Japanese firm. The British team, accustomed to direct communication and quick decision-making, initially found the Japanese preference for indirect communication and consensus-building challenging. The negotiations seemed stalled, with both parties feeling frustrated by the perceived lack of progress.

Realizing the need for a different approach, the British team sought advice from a cultural consultant. They learned about the importance of hierarchy, respect, and relationship-building in Japanese business culture. Armed with this knowledge, they adjusted their negotiation style, showing greater deference to senior members of the Japanese team, engaging in more social conversations to build rapport, and demonstrating patience in the decision-making process.

This cultural adaptation made a significant difference. The Japanese team, appreciating the British team’s efforts to respect and adapt to their cultural norms, became more open and communicative. The negotiations proceeded more smoothly, ultimately leading to a successful partnership that respected the values and expectations of both sides.

Cultural adaptation is not about losing one’s identity but about finding common ground in a multicultural landscape. It’s about respect, understanding, and the willingness to adjust one’s approach for better communication and stronger relationships across cultures.

8. Use of Technology in Cross-Cultural Communication

In today’s digital age, technology plays a pivotal role in transcending geographical and cultural boundaries, offering innovative solutions to the challenges of cross-cultural communication. From translation apps to virtual meeting platforms, technology has the power to facilitate clearer, more efficient interactions between individuals from diverse cultural backgrounds.

Advantages and Limitations of Technological Tools

Technological advancements have undoubtedly made cross-cultural communication more accessible and effective. However, it’s important to recognize both the benefits and the potential drawbacks. Here are some key considerations:

• Advantages:
• Translation and Interpretation Tools:  Apps like Google Translate and professional translation services can help overcome language barriers, making written and verbal communication more accessible.
• Virtual Meeting Platforms:  Tools like Zoom, Microsoft Teams, and Skype enable real-time visual and audio communication across the globe, facilitating more personal and engaging interactions.
• Cultural Intelligence Platforms:  Platforms like GlobeSmart provide insights into different cultural norms and practices, helping individuals navigate cultural nuances more effectively.
• Collaboration Software:  Tools like Slack and Asana facilitate seamless collaboration on projects, allowing team members from different cultures to work together efficiently.
• Limitations:
• Nuance and Context:  While technology can aid translation, it may not always capture cultural nuances and contextual subtleties, which can lead to misunderstandings.
• Technological Accessibility:  Not all regions have equal access to the latest technologies, which can create disparities in communication capabilities.
• Overreliance:  An overreliance on technology can sometimes hinder the development of personal relationships and cultural understanding that come from direct, human interactions.

Case Study: Enhancing Global Team Collaboration

A multinational corporation with teams spread across the US, Brazil, India, and Japan faced challenges in project collaboration due to time zone differences, language barriers, and cultural misunderstandings. To address these issues, the company implemented a suite of technological tools designed to enhance communication and collaboration.

They introduced a cloud-based project management platform that allowed team members to update their progress in real-time, reducing the need for synchronous meetings. For language barriers, the company provided access to real-time translation tools during video conferences and in their internal communication channels. They also organized virtual cultural exchange sessions using video conferencing tools, where team members shared aspects of their culture, work practices, and communication preferences.

The impact was profound. Projects saw increased efficiency, and team members reported a greater sense of inclusion and understanding of their colleagues’ cultural contexts. The technology not only facilitated smoother day-to-day operations but also fostered a more cohesive and inclusive corporate culture.

The strategic use of technology can significantly enhance cross-cultural communication, making it more effective and inclusive. By leveraging the right tools and being mindful of their limitations, individuals and organizations can overcome many of the challenges inherent in cross-cultural interactions.

9. Patience and Flexibility

In the intricate dance of cross-cultural communication, patience and flexibility are the steps that keep you in rhythm with your diverse counterparts. These qualities are essential in understanding and bridging the gap between different cultural norms, expectations, and communication styles. They allow for the time and space needed to navigate misunderstandings and adapt strategies for more effective interactions.

Cultivating Patience and Flexibility

Cultivating patience and flexibility in a cross-cultural context requires a conscious effort to understand and appreciate cultural diversity. Here are some ways to develop these crucial traits:

• Embrace Uncertainty:  Recognize that misunderstandings and miscommunications are part of the learning process. View them as opportunities to deepen your cultural understanding rather than obstacles.
• Practice Active Listening:  Give yourself time to process information and respond thoughtfully. Active listening can help in deciphering nuanced messages and intentions.
• Adopt a Learner’s Mindset:  Approach each cross-cultural interaction with curiosity and a willingness to learn. This mindset encourages openness and adaptability.
• Reflect on Your Responses:  Take a moment to consider your reactions to unexpected or unfamiliar situations. Reflection can help in developing more adaptive responses over time.
• Celebrate Diversity:  Acknowledge and appreciate the richness that different perspectives and experiences bring to the table. This appreciation naturally fosters a more patient and flexible approach.

Narrative: Overcoming Cultural Misunderstandings with Patience

Imagine a scenario involving a multinational team working on a tight deadline. The team leader, from a culture where directness and speed are valued, becomes frustrated with a team member from a culture where time is seen more fluidly, and decisions are made through consensus. The leader’s push for quick decisions leads to tension and decreased morale within the team.

Realizing the impact of their approach, the leader decides to take a step back and reassess. With patience, they begin to engage in more open dialogues, seeking to understand the cultural factors influencing their team members’ work styles. They also show flexibility by adjusting meeting structures to allow more time for discussion and consensus-building.

This change in approach leads to a significant improvement in team dynamics. The increased patience and flexibility not only resolve the initial tension but also lead to more innovative solutions, as team members feel more valued and understood. The project ultimately benefits from the diverse perspectives and collaborative environment fostered by the leader’s adaptability.

Patience and flexibility are key to navigating the complexities of cross-cultural communication. By embracing these qualities, individuals and organizations can build more harmonious and effective multicultural teams, capable of leveraging diversity as a strength rather than a barrier.

10. Continuous Learning

The landscape of cross-cultural communication is ever-evolving, shaped by global trends, technological advancements, and the dynamic nature of cultures themselves. Recognizing that mastery in cross-cultural communication is not a finite goal but a continuous journey is crucial.

Lifelong learning in this context means perpetually expanding one’s understanding of diverse cultures, refining communication skills, and staying adaptable to new challenges and opportunities.

Resources and Methods for Ongoing Improvement

Continuous learning in cross-cultural communication can take many forms, from formal education to informal social interactions. Here are some avenues to foster continuous learning:

• Cultural Workshops and Seminars:  Regularly participate in workshops and seminars that focus on intercultural communication and cultural competence. These can provide valuable insights and practical strategies.
• Language Learning:  Continue to improve your language skills and explore new languages. Even basic proficiency can deepen cultural understanding and enhance communication.
• Travel and Cultural Immersion:  Whenever possible, travel to different countries or engage in cultural immersion experiences. Direct exposure to different cultures is one of the most effective ways to learn.
• Diverse Networks:  Build and maintain a diverse network of contacts. Regular interactions with people from various cultural backgrounds can offer continuous learning opportunities through real-world experiences.
• Reflective Practice:  Regularly reflect on your cross-cultural interactions. Consider what went well, what challenges arose, and how you might approach similar situations differently in the future.

Inspiring Story: A Journey of Continuous Learning

Consider the story of Elena, a global project manager who has worked across continents, from Europe to Asia and Africa. Early in her career, Elena realized that her effectiveness in navigating cross-cultural projects depended not just on her technical skills but also on her intercultural communication competence.

Elena made a commitment to continuous learning. She took language courses, participated in cultural exchange programs, and sought mentorship from experienced colleagues from diverse backgrounds. Each project in a new country became an opportunity for growth. Elena documented her experiences, reflecting on the lessons learned and how they could be applied to future interactions.

Over time, Elena’s dedication to continuous learning transformed her approach to cross-cultural communication, turning potential obstacles into opportunities for connection and collaboration. Her story became a source of inspiration within her organization, encouraging others to embark on their own journeys of continuous cultural and communicative learning.

Continuous learning in cross-cultural communication is an ongoing journey that enriches not only our professional lives but our personal experiences as well. By remaining curious, open, and dedicated to expanding our understanding of the world’s diverse tapestry of cultures, we can navigate the complexities of global interactions with grace and effectiveness.

Conclusion: Ten Strategies for Effective Cross-Cultural Communication

This concludes our exploration of the strategies for effective cross-cultural communication. Each strategy, from embracing cultural awareness to committing to continuous learning, plays a vital role in enhancing our ability to communicate and collaborate across cultural divides. By integrating these strategies into our personal and professional lives, we can contribute to a more understanding, inclusive, and connected world.

Cross-Cultural Communication in Business: Examples and Challenges

In the realm of international business, effective cross-cultural communication can lead to successful partnerships and market expansions. For instance, a company looking to launch a product in a new country might adapt its marketing strategy to align with local cultural norms and values, thereby resonating more deeply with the target audience.

However, cross-cultural communication can also present challenges, such as misunderstandings arising from different communication styles. For example, the direct communication style common in some Western cultures might be perceived as rude or too aggressive in cultures where indirect communication is the norm.

If you found value in this article, I would recommend you to check out these key leadership philosophies critical to succeed in the world of business.

Q&A: Ten Strategies for Effective Cross-Cultural Communication

Foster an inclusive culture that values diversity and promotes cultural competence through training, team-building activities, and creating opportunities for cultural exchanges.

Examples include international business meetings, global virtual teams collaborating on a project, or cultural exchange programs within organizations.

Organizations like the United Nations, which comprise members from various cultural backgrounds working towards common goals, are prime examples of cross-cultural organizations.

The four basic elements include cultural awareness, verbal communication, non-verbal communication, and active listening, all of which contribute to effective cross-cultural interactions.

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10 Ways to Overcome the Cultural Barriers for Communication in the Workplace

The term “global village” was originally coined in the 60s as a creative way to describe how the world is becoming more and more interconnected, to the point where we have a feeling we all live two blocks from each other. The process of social, cultural, and economic globalization has never been more intense and pervasive. Naturally, it has strongly  affected our workplaces , creating new opportunities, but also generating problems the world of business hasn’t experienced before.

It’s more common than ever for people of very different cultures and origins to work together. Obviously, this is a result of new technologies and the effect of introducing compulsory education in many parts of the world.

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In most cases, this kind of diversity in our workplaces has benefited companies. According to McKinsey research , companies in the top quartile for ethnic and racial diversity are 35% more likely to have financial returns above their national industry median. In addition, these companies generate  19% more innovation revenue.

Still, cultural diversification brings about certain issues that have to be handled wisely in order to get the most out of it. Let’s look into these issues in more detail and check how you can deal with them efficiently.

What are the cultural barriers to communication?

The first potential problem that usually comes to mind is the language barrier. However, most companies today won’t hire anyone who doesn’t possess the necessary language skills, and the only efficient way to overcome this sort of issue is to simply never let it happen. Nevertheless, the fact that all your employees can speak the same language doesn’t mean people will understand each other perfectly.

There are many types of cultural barriers that can produce the same effect of complete misunderstanding. People from different parts of the world traditionally have different habits and work routines, they use different body language, and they are accustomed to different approaches to communication and human relationships. Even seemingly unimportant things like culture-specific sleeping patterns and wake-up methods can affect employees’ lifestyles and work performance. All these can incite great confusion and give rise to unwanted tensions.

It’s very important to prevent or at least intelligently manage these potential disturbances. Namely, more than  two-thirds of job seekers have stated that a diverse workforce is an important factor in evaluating job offers. In order to attract them, you’ll have to learn to tackle the problems we’ve mentioned.

Moreover, remember that cultural differences go beyond differences in ethnicity and places of origin. They can arise from class inequalities,  generational gaps , or various personal backgrounds. Two people that belong to different generations often have the same difficulties to understand each other as two people from the opposite parts of the world. So what can you do to overcome cultural communication barriers in the workplace?

1. Be open-minded

First and foremost, you need to check your own attitude towards different cultures . You have to get to know your employees, their backgrounds and origins, and find out a bit about how they do business and how they communicate in their part of the world. For instance, “I’ll finish this soon” can mean a lot of things in different countries, and if you don’t seem to understand each other when it comes to certain phrases or ideas, don’t automatically blame it on the person’s laziness or irresponsibility.

In other words, don’t be too rigid from the very beginning. If this different interpretation of expressions or concepts doesn’t slow you down nor violates any rules, try being tolerant about it.

On the other hand, if it does go against certain procedures or  disrupts the atmosphere , then you have to be open about it. Show that you’re patient and understanding, but that there’s a line that shouldn’t be crossed. Of course, you’ll have to understand these different cultures in order to pinpoint the problem and solve it together with the employee in question.

Also, don’t go over the top with showing everyone how open and tolerant you are. In other words, it’s very nice if you decided to learn some words in your employee’s language, but being too obvious about it or shouting phrases in this language across the room all the time may be a bit invasive and embarrassing for them. Sure, they might even like it, but you’ll have to be careful and check if they’re happy about it or just uncomfortable. Don’t make a show out of it if they feel awkward when you do it.

2. Efficient communication system

If you expect your employees to overcome cultural barriers in communication, first you’ll have to set them up with a reliable communication system. Without this, even the team members who come from similar backgrounds will have trouble understanding each other.

First of all, you need a single centralized communication hub. A modern user utilizes a number of different messaging apps and social networks to convey information, and this can create a lot of confusion, especially given that people from different cultures prefer different channels for this purpose. For example, users in the US or India  usually choose WhatsApp , Chinese favor WeChat, while Viber is most popular in Eastern Europe.

People who already need to deal with cultural barriers in business will get even more baffled if their communication gets scattered across a dozen channels. Your employees can use these for their private conversations, but when it comes to work they should be equipped with a centralized system that will eliminate the noise and streamline the communication.

Brosix is a great solution in this respect, particularly for remote teams. You can use this single tool for all types of communication – texting, group chats , audio, video, file transfer, and even  screen sharing . It’s efficient, secure, and can be a great starting point for overcoming communication barriers, both on a cultural and technical level.

3. Cultural difference awareness

Next up, you’ll need to raise awareness among your employees about the effects of diversity in the workplace and the importance of tolerance and understanding. This is truly vital as, for instance, racial and ethnic minorities make up  more than 30% of the US workforce .

You can organize  different kinds of training for your workers for this purpose. If possible, try to customize them as much as possible, based on the backgrounds and needs of the particular people who work at your office. If you make it too general, there’s a danger it will be boring or inapplicable, and it will seem like you did it only for the sake of protocol. This usually ends in a lot of yawns and zero lessons learned.

Therefore, try to make this training as specific as possible and talk about concrete examples that are related to concrete employees and concrete cultures they come from. Tell them about real-world situations and how they should ideally behave and communicate. You can even let your employees say a word or two about this if they wish to actively partake.

4. Let the new team members introduce themselves

A great way for your team to get to know  a new person in the office is to establish a practice of new employees introducing themselves. Especially if they have a culturally different background.

Let them do it in an informal way, explaining who they are, where they come from, and what they think is important about their lives, their characters, and their origins. Don’t make them only talk about their work experience and how they’re very enthusiastic about getting an opportunity at your company. This way, your team will have a chance to actually get familiar with this person, and they may get an idea about how they should communicate with the new addition to the team. The best thing is that it will all happen in a perfectly natural and spontaneous way.

However, don’t force this if the new person feels too uncomfortable about it. Give them time to relax and show who they are, and trust your team they’ll be understanding enough not to do anything that’s out of line until then.

5. Establish clear rules, but don’t rely exclusively on them

The entire point of getting people to overcome cultural barriers is not to do it by imposing rules and restrictions. Your task is not to police around looking for perpetrators, but rather to  create an environment where they’ll feel safe to express who they are without endangering anyone. They shouldn’t be respecting and listening to each other because of a bunch of regulations you wrote down, but because they understand their differences and fully accept each other in spite of them.

Still, this doesn’t mean having no rules at all. They should be your last resort, but sometimes you’ll have to invoke them. Unfortunately, if all your other efforts fail, you have to have a well-defined written code in place that will address concrete violations and measures that should be taken when they happen.

6. Team building

There’s hardly a better way for colleagues to develop understanding and get to really know each other than out-of-work activities. Getting close and familiar with another person is the quickest path to eliminating any prejudices about them.

You should be there as well, not to control them but to actually be a part of it. Broadening your understanding of other people and cultures is a never-ending process for all of you.

This doesn’t have to be anything big or intense – you don’t have to go rafting, hiking, or bowling. A simple drink or two after work will also do the trick. Let your team members casually familiarize with each other and gain a better understanding of how all the others work and communicate.

This will help them a lot when they come back to their work activities. Remember,  teamwork only exists when people are able to smoothly and spontaneously understand each other and work as one organism, instead of functioning only as a scattered bunch of individuals struggling to predict each other’s intentions. For this, they’ll have to get to know each other as living human beings with dreams, fears, hobbies, and ambitions. They’ll have to overcome perceiving one another merely as job positions.

7. Seek feedback

To improve any kind of communication in any area of life or business, being genuinely open is key. Especially when it comes to cultural communication barriers in the workplace.

Simply put – talk to people. Ask your employees for open feedback if they feel threatened or misunderstood, or if they feel they can’t figure out someone’s ideas, actions, or behavior. Sometimes people will feel left out or like they just don’t understand others, and they won’t do anything about it because they feel uncomfortable talking about the issue.

This often happens when miscommunication stems from cultural barriers. It may be embarrassing for an employee to admit that to other colleagues, and that’s why it’s sometimes difficult to recognize that there’s a communication gap at all. It may seem like this person is just careless or negligent.

So try asking your employees about this in an informal way. Don’t act like they’re guilty of something, and make it clear that they won’t get anyone into trouble if they talk about this. Show that you’re there to help them and the team be happier and more efficient. These misunderstandings are often trivial, and they can be easily solved once they’re identified. It’s just important to detect them and address them timely and properly.

8. Use simpler and more accurate language

Sometimes, overcoming cultural communication barriers is about smart and careful people management and building trust between your employees and yourself. And sometimes it’s simply about being direct and using clear, straightforward, factual language.

Firstly, this means avoiding using slang that will not be understandable for some. Encourage other team members not to use slang as well, at least when it’s about business and you need to be quick and efficient.

However, using slang in a non-work environment can actually  improve communication between employees in the long run. Getting used to others’ use of language and certain phrases can obviously help people understand each other. So it’s perfectly ok, even advisable, for your workers to use a bit of jargon during lunch or coffee breaks.

But when it comes to work-related issues, they should probably keep this to the minimum. Using accurate, factual language is very important, particularly in a culturally diverse workplace. Don’t say “soon, ” – say “in two hours.” Avoid using descriptive language when communicating what you expect from an employee; instead, use numbers, metrics, and dates whenever possible. This way, you leave less room for any kind of misinterpretation.

9. Utilize visual methods

Humans are highly visual creatures, which is confirmed both by  studies of human evolution and studies of language . This is not a culture-specific fact, and that’s why it can be very helpful in overcoming obstacles in communication.

It’s a lot more difficult to misunderstand visual language than verbal expressions. That is, if this visual language is concrete and accurate. Graphs, charts, and diagrams are universal and easily understandable, so you should definitely use them to your advantage.

There are many ways to explain or describe a chart, but essentially only one way to represent it graphically. So, try encouraging the use of visual aids whenever possible, since it’s a great foundation for explaining complex ideas and making important business points.

10. Stay composed in unpleasant situations

It’s important to remember that even if you do everything right, you can’t control everything, and communication gaps will occasionally happen no matter how hard you try to prevent them. Cultural barriers have a lot to do with how people were raised and which ideas were imprinted on them from a very early age. A couple of conversations and a cultural awareness training session aren’t going to solve cultural misunderstandings for good.

Sometimes, the situation will even escalate out of proportion, and it may get quite uncomfortable. Naturally, you should do everything to anticipate this and react before it happens. It’s much easier to talk sense into people before any escalation, but, again, sometimes you just won’t have any control over it.

Nevertheless, if this happens, you’ll have to stay composed and help  de-escalate the situation . This doesn’t mean pretending nothing has happened. That’s by far the worst thing you can do. Firstly, it’s not going to solve the obvious problem, and secondly, your employees may completely lose respect for you if they see you’re running away from important issues.

Try to solve things with conversation whenever it’s possible. Sometimes, what seems like bad blood is only a temporary communication breakdown combined with impulsive temperament. However, if it happens time after time, maybe it’s not a matter of miscommunication after all – and sometimes, just sometimes, you’ll need to question someone’s benevolence and think about whether this person belongs at your company at all.

Final thoughts

All in all, cultural diversity can help your company grow and evolve, but only if you make it a pleasant place for all people to work and interact with each other.

The only way to fix cultural communication issues is to nurture the ideas of understanding, openness, and embracing differences in your company. This is the starting point, and you should always have it in mind when trying to bridge communication gaps.

Natasha is a lady of a keyboard and one hell of a geek. She has been working for and collaborating with, individual clients and companies of all sizes for more than a decade. Natasha specializes in writing about design, branding, digital marketing, and business growth. She is also addicted to art in all its forms and grilled tofu.

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How to Improve Cross-Cultural Communication in the Workplace

Industry Advice Communications & Digital Media

It’s no secret that effective communication is central to the success of any organization, regardless of industry. But in order to truly understand what it takes to communicate effectively, you must first understand the different cultural factors that influence the way people interact with one another.

Our world is more interconnected than ever before, a fact that has given rise to many changes in the ways that businesses and organizations operate. Workplaces are more diverse, remote teams are scattered across the country or around the world, and businesses that once sold products to a single demographic might now sell to a global market. All of these factors have converged to make cross-cultural communication a vital part of organizational success.

Here’s a look at why cross-cultural communication is important in the workplace, and the steps you can take to overcome cultural barriers and improve communication within your organization.

What is Cross-Cultural Communication?

Cross-cultural communication is the process of recognizing both differences and similarities among cultural groups in order to effectively engage within a given context. In other words, cross-cultural communication refers to the ways in which people from different cultural backgrounds adjust to improve communication with one another. 

In today’s rapidly changing professional world, it’s critical to gain an understanding of how cultural elements influence communication between individuals and groups in the workplace. Developing strong cross-cultural communication skills is the first step in creating a successful work environment that brings out the best in all of an organization’s team members. 

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Why is Cross-Cultural Communication Important?

To be successful in any industry, organizations need to understand the communication patterns of employees, customers, investors, and other audiences. Awareness and willingness to adjust allow for the exchange of information regardless of cultural values, norms, and behaviors that may vary between audiences. 

Given the different backgrounds that each audience comes from, it is critical to understand how culture influences communication, and how this can impact organizational processes. Patty Goodman, PhD, the faculty lead for cross-cultural communication in Northeastern’s Master’s in Corporate and Organizational Communications program, says, “Effective cross-cultural communication is essential to preventing and resolving conflict, building networks, and creating a satisfactory work environment for everyone involved.”

Additionally, the Society for Human Resource Management (SHRM) reports that culture has a significant impact on productivity. As such, it is important to be cognizant of the fact that “employees from different backgrounds are motivated by different incentives and react differently to various management and communication styles.”

How to Improve Cross-Cultural Communication

Here are four tips to help you improve cross-cultural communication in your organization.

1. Embrace Agility

The inability or unwillingness to adapt to change is a common barrier to cross-cultural communication. Often, people are reluctant to accept new things due to an unconscious fear that doing so will change their culture or belief system in some way, Goodman explains. If these assumptions are not questioned, actions can be detrimental to personal and organizational growth. By becoming aware of unconscious barriers or subconscious biases, people can become more open to adapting.

“When an organization becomes too set in its ways, it can halt improvements because they are not open to trying different ways of doing things,” Goodman says.

Instead, organizations need to be focused on continuous improvement, which requires a certain degree of flexibility and willingness to try different ways of doing things. Unfortunately, there is no one-size-fits-all solution to this problem. Rather, the best way to address the issue often involves getting started on an individual level. 

To begin, consider stepping out of your comfort zone and trying new things in the workplace. In terms of cross-cultural communication, one of the best ways to embrace this idea is to try new methods of doing things in ways that can help you better understand the perspectives of others. 

2. Be Open-Minded

Similarly, closed-mindedness is another barrier to cross-cultural communication that can hinder the success of an organization. 

“People get caught in the trap of thinking that there is one right way to do things and everything else is wrong,” Goodman points out. 

On a personal level, becoming more open-minded can be as simple as learning more about an idea that you wouldn’t have considered otherwise. Being exposed to new viewpoints and making the effort to understand them can have an impact on how you make decisions moving forward. 

On the other hand, when you’re in a situation where you must work with a closed-minded individual, Goodman suggests you ask questions and look for opportunities to offer a range of thoughts for your audience by providing reliable and valid pieces of data. Leveraging accurate data can be a powerful tool when convincing someone to consider other ideas. By discussing options and listening, you can build trust. 

However, presenting this information in an effective way can be a challenge. If people feel overwhelmed by the information or do not trust its validity, it can have the opposite effect. Be sure to carefully identify and present the information to successfully encourage others to approach other ideas with an open mind. 

3. Facilitate Meaningful Conversation

A lack of communication in an organization can exacerbate cultural differences between individuals. In an environment that does not allow for open communication, people tend not to speak up or share comments and feedback with one another.  

So, how might members of an organization facilitate open conversation and freely interact with each other? Although the organizational culture is unlikely to change overnight, making the effort to spark conversations on the individual level can be a step in the right direction.

“One of the best ways to get started is to connect with someone who might have a different perspective from your own,” Goodman remarks. “Start a conversation with someone in another department and ask questions, and try to gain a better understanding of their point of view by actively listening.” 

Not only will this allow you to gain an understanding and appreciation for another person’s perspective, but it will also help to build strong relationships in the workplace. Goodman recommends “being curious, asking questions, and being open to different points of view.”

Encouraging meaningful interactions also has a significant impact on the overall environment by creating a comfortable space where team members can openly share their thoughts and ideas. 

4. Become Aware

Another important step to improving cross-cultural communication in the workplace is to become more culturally and self-aware . 

On a personal level, you should make an effort to acknowledge your own implicit biases and assumptions that affect the way you interact with others. Although this may be easier said than done, you can start by making a conscious attempt to empathize with your audience and gain a better understanding of their point of view. 

At the organizational level, Goodman recommends starting with an audit of internal communications. Throughout this process, you should be asking how your mission and company values are defined, whether or not they are inclusive, and whether the team’s various cultures have been taken into account. Performing this analysis will give you a good idea of the state of your corporate culture, including areas in your organizational communication strategy that you can improve to better serve your team members and achieve your goals. 

Improving Workplace Communication

Cross-cultural communication is just one (albeit important) aspect of an organization’s overall communication strategy, and improving in this area can be a great first step in maximizing employee and business performance overall. 

In addition to the tips listed above, learning the foundations of corporate communications can provide you with the skills needed to understand all of the factors that influence communication in the workplace. Earning a master’s degree in corporate communications can help you do just that. 

Northeastern’s Corporate and Organizational Communications program, in particular, is designed to instill students with the theoretical foundations of communication theory, as well as the practical skills necessary to excel professionally.

“Formal education challenges you to think critically and creates an environment where you can practice your communication skills in order to be effective in the real world,” Goodman says.

By enrolling in such a program, you are met with countless opportunities to interact with experts in the field and practice experiential learning.

Additionally, Northeastern’s program offers several concentrations tailored to students’ career goals, including a concentration in cross-cultural communication. This particular track offers practical tools to successfully navigate cultural fields of interest and gain skills to develop a cultural audit. A graduate certificate in cross-cultural communication is also available.

To learn more about the critical communication skills needed to succeed in the digital age, download our free guide below.

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Communication Challenges in Intercultural Interactions Essay

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Introduction

Communication barriers in intercultural interactions, high anxiety.

In the present age, young people have difficulties socializing with people from other cultures who they meet at school and the workplace because of communication obstacles. If people can acknowledge and appreciate other communities, they can be able to associate well with people from diverse cultures. People need to overcome communication barriers in intercultural interactions so that they can improve their relationships. In addition, about fifty percent of the American population will be people of color due to immigration by the year 2050. Therefore, there is a great need to learn the lifestyles of different communities so that the challenges of communication barriers are solved.

People have different views concerning intercultural communication. Some individuals believe that more interaction between communities of diverse nations would lead to a better understanding between the different cultures. Despite this, there are numerous challenges that exist in intercultural communication (Dupraw & Axner, n.d.). Dupraw and Axner (n.d.) believe that interaction with other people does not necessarily depict communication. Ingram (n.d.) observes that communication barriers across communities have prevailed because people are not informed that they exist in the first place. This essay aims to show that communication in intercultural interactions is hindered by the communication style, body language, stereotypes, the tendency to evaluate, high anxiety, and differences in ways of completing tasks.

Communication style

Language is a major communication barrier. Barna (n.d.) asserts that people experience challenges with terminologies, grammar, phrases, slang, and the accent in a foreign language. The worst-case scenario is when a person holds on or borrows the meaning of a word in a different community without considering its linguistic context. It may cause a misunderstanding in the whole statement, thereby inciting a different reaction compared to the expected reaction.

Body language

Body language is also very influential in any communication process. Knowing the language of a foreign nation is not enough to communicate effectively (Dupraw & Axner, n.d.). Failing to understand the common nonverbal signs, such as gestures and the tone of voice is a major communication obstacle. It is also more challenging to understand nonverbal symbols that are further from consciousness, such as the management of time, spacial relationships, and acceptable gestures of formality. To solve this, visitors in a foreign country need to know about the nonverbal signs associated with the culture they are interacting. They also need to know what each sign is attributed to because they may be interpreted differently. Thus, the wrong interpretation can lead to miscommunication.

Stereotypes

Understanding stereotypes can also make intercultural communication easier. Stereotypes are oversimplified concepts that give the society a basis from which to understand the surroundings (Barna, n.d.). Stereotypes are obstacles in communication because they hinder objective viewing of a cause. Unfortunately, they are challenges that cannot be solved through telling facts. For example, people with an African descent are associated with fried foods and loud music. Such stereotypes help people from other communities understand how to deal with people of the African descent.

The tendency to evaluate

Another obstacle to communication is the tendency to misjudge the arguments and deeds of others, instead of trying to understand their opinions and feelings. Judging one’s actions as good prohibits the unbiased attention required to understand the perception and behavior patterns of other people (Dupraw & Axner, n.d.). Other behaviors that do not conform to the personal behavior cultured will then be perceived as wrong. Communication is, thus, disrupted severely when feelings and emotions are implicated in a situation where much of listening and empathizing is required.

Anxiety caused by the new environment and the new culture can build up communication barriers in intercultural communication. The aspect of high anxiety is common with Outlanders because of the uncertainty of the new environment (Barna, n.d.). Moreover, cultural differences between nations cause more anxiety because individuals do not know how they should respond to other cultures or how people in the host country will respond to their lifestyle. People are also anxious when communicating with foreigners because they cannot sustain the normal flow of speech. The citizen of the host country is also tensed by the foreigner’s scrutiny and, probably, negative responses. The foreigner’s confidence is destroyed when he starts withdrawing from others and showing hostility. These behaviors have a negative impact on effective communication.

Ways of completing tasks

The different ways of completing tasks can ignite arguments in intercultural communications. Different cultures use varying methods in completing tasks because of the differences in resources, opinions on the benefits associated with the task, and the significance of teamwork when accomplishing a specific task (Dupraw & Axner, n.d.). For example, Asians may first work on strengthening the team and then completing the task later, while the Americans may opt to accomplish the task first and then build relationships later. Such differences can lead to poor communication if they are not understood and appreciated.

Personal experience

I have experienced a communication breakdown with a Chinese student who did not understand English. When he spoke, it was very difficult to understand what he meant because his pronunciation of most words was incorrect. This led to a misinterpretation of the whole conversation. He was irritated because he did not get the response he needed. He was forced to write down what he meant to say to solve his challenge in the language.

Various obstacles can cut off communication in a multicultural setting. These obstacles can be nonverbal or verbal signs. Communication obstacles include communication style, body language, high anxiety, stereotype, tendency to evaluate, ways of completing tasks, and nonverbal signs such as gestures, posture, and management of time. Therefore, people need to understand the culture and communication process of each culture in order to overcome the communication breakdown in a cultural setting.

Barna, L. (n.d). Intercultural communication stumbling blocks. Portland, OR: Portland University. Web.

Dupraw, M., & Axner, M. (n.d.). Working on common cross-cultural challenge. New York, NY: AMPU. Web.

Ingram, P. (n.d.). An overview of diversity awareness. State College, PA: Penn State University. Web.

• Challenges of Effective Intercultural Communication
• Understanding Intercultural Communication by Ting-Toomey and Leeva
• 6 Barriers of Intercultural Communication Essay
• The Six Persons’ Communication Model
• Effective Writing Skills in Public Relations Writing
• Demonstrative Communication Principles
• Importance of Interviews: Types and Strengths
• Interpersonal Communication Skills
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2020, June 7). Communication Challenges in Intercultural Interactions. https://ivypanda.com/essays/communication-challenges-in-intercultural-interactions/

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IvyPanda . (2020) 'Communication Challenges in Intercultural Interactions'. 7 June.

IvyPanda . 2020. "Communication Challenges in Intercultural Interactions." June 7, 2020. https://ivypanda.com/essays/communication-challenges-in-intercultural-interactions/.

1. IvyPanda . "Communication Challenges in Intercultural Interactions." June 7, 2020. https://ivypanda.com/essays/communication-challenges-in-intercultural-interactions/.

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IvyPanda . "Communication Challenges in Intercultural Interactions." June 7, 2020. https://ivypanda.com/essays/communication-challenges-in-intercultural-interactions/.

Cultural Barriers to Communication: Meaning, Examples and How to Overcome Cultural Barrier

Digital marketer Tanu was on her way from India to a new job in Singapore when the pandemic shut down…

Digital marketer Tanu was on her way from India to a new job in Singapore when the pandemic shut down travel between the two countries. The organization didn’t waste any time onboarding her virtually. When she joined work, she tried her best to get to know her new team. But managing 20 people she’d never met who were scattered all over the world was a challenge.

Tanu was dealing with a cultural barrier . A cultural barrier is an issue arising from a misunderstanding of meaning, caused by cultural differences between sender and receiver. It can cause outright conflict, but more often, it creates stress in the workplace.

As the world becomes smaller and the mobility of employees is on the rise, culture shock or cultural barrier is a problem more of us are facing every day. Managers already know that communication is the key to any great business. But if the team doesn’t all speak the same language—literally—it will face one of the most common examples of cultural barrier . Cross-cultural communication barriers are among the most important hurdles to overcome in a global marketplace.

Let’s take a closer look at the meaning of cultural barriers .

The Definition Of A Cultural Barrier

How to work across cultures, how cultural barriers can hold back an organization, how to identify a cultural barrier.

Going from one country, city or town to another can be difficult. When there’s work to be done when we get there, it’s even harder.

Some people assume all cultures are more similar than they actually are. Or even if they’re aware of the differences, dealing with them sensitively is difficult for them. While we all have a lot in common, there is also much that separates us. Particularly in the workplace. And communication is often the first problem to arise as a result.

While handling examples of cultural barriers to communication , it’s important to determine if the issue is a socio-cultural one or a cross-cultural one.

A socio-cultural barrier occurs at the level of the group or social group. Cross-cultural communication barriers occur at the level of the individual. Understanding which type is present will reveal what specific barriers to communication to solve. For example, if a manager can communicate with a team of Chinese speakers because he can speak Mandarin, but cannot communicate with a French speaker because he cannot speak French, then it’s easy to recognize the issue.

For instance, a manager may not understand how to process a request from a colleague if he doesn’t know how his colleague communicates.

With a socio-cultural barrier , the message may be understood, but a barrier exists in the receiving party’s ability to respond. It can even occur between two people who belong to the same culture. It can be caused by confusion or discomfort about how to express oneself respectfully. There are cultures, for instance, where hierarchy plays an important part in society, in which a junior will hesitate before contradicting a senior. That’s a socio-cultural barrier .

The meaning of cultural barriers is easy to grasp. We’ve all had trouble understanding the culture of another person at some point in our lives. While trying to understand the meaning of a message, the receiver interprets it from his or her own cultural perspective. While the receiver may grasp the individual words that make up a message, they may not comprehend its overall meaning. This causes confusion and anxiety because receivers can’t act appropriately. People who are unaware of the cultural barrier may also communicate inappropriately, using unacceptable verbal and non-verbal cues, leading to even greater misunderstanding.

The good news is that it’s possible to overcome a cultural barrier in the workplace.

When up against a cultural barrier , individuals must make the effort required to communicate effectively. But it’s the organization that must take the lead. How can managers prepare to work with people from a different culture? Here are some steps to follow for successful and positive communication:

1. Introspect On Your Own Culture

Solutions start with the self. Individuals must try to understand their own culture and how it’s conditioned them. They can translate that into an understanding of where cultural differences might arise with others. 

2. Learn About Others

All employees across teams should attempt to understand the culture of the other person with whom they’re trying to communicate. This might mean that the marketing team has to do a deep dive to understand the culture in a new country the organization is entering. Or that global teams need to get to know their colleagues’ cultures. Over time, the efforts will show results as a better understanding develops of how people behave, work and care for their families, friends and communities. And it’s fun!

3. Get Personal

Get to know the person and team. To understand how someone thinks, there is no substitute for the personal. This will allow colleagues to improve communication much faster than any other effort. Encourage managers to spend more time getting to know their employees personally. Managers will also need training on how to adjust their communications for those who have a different cultural background. Developing attentive listening skills and body language that’ll make those from all cultures feel comfortable is a good practice.

To overcome cultural barriers, employees across the board need to put in the work. They must take the time to understand other cultures and gain a thorough understanding of the barriers that may arise from an individual’s background.

It isn’t just that cross-cultural communication barriers create interpersonal problems. A socio-cultural barrier can also have a deep impact on organizations. Here’s a few examples:

• An inability to get the job done and meet deadlines. When communication breaks down, this is the worst-case scenario.
• A low employee morale that leads to high turnover and poor performance.
• Constant misunderstandings because of cultural differences can cause a stressful and unpleasant workplace. At its worst, it can cause legal issues.
• An inability to trust the boss, which could cause a lack of motivation or care towards the organization’s success.

To overcome the socio-cultural barrier , organizations should look at examples of cultural barriers to communication that have been faced by others. Organizations large and small have been able to succeed with teams spread across the world and there’s no reason issues can’t be addressed head on.

It isn’t uncommon for problems to arise from cultural differences. But how to diagnose the problem? These are the signs there are cross-cultural communication barriers in the workplace: 

• The use of unprofessional language. This might include incorrect use of phrases and slang words in another language
• Resistance arising from the preference of some for a more direct communication style, which can be interpreted as angry or disrespectful
• A failure to get the point across. Misunderstood messages can result from language problems. While this is understandable, it must be addressed
• Rude or snide behavior, such as mocking a person for not understanding the conversation or talking over them during meetings or conversations
• A lack of interest in getting to know others from other cultures. This can lead to animosity because of the missed opportunities for growth within an organization

The cultural barrier can be overcome just like any other by understanding them, but it takes a lot of time and effort. However, understanding the differences in behavior, values and communication styles will help managers become more effective and successful cross-cultural communicators.

The pandemic has altered how organizations function across borders. On one hand, more and more people are working from wherever they are. On the other, it has made in-person meetings harder, which can worsen cultural conflict. Here’s how remote working can make cultural barriers worse:

• There is no opportunity for people to observe one another and reflect upon what they see, and therefore to learn from one another’s behavior
• The inability of remote workers to be aware of their behavior because they lack feedback from others
• Emails and texts can be misinterpreted and misconstrued. When it’s not possible to cross the office for a clarification, this can cause friction

To overcome cross-cultural barriers, managers need to learn about the culture and language of others. They can also study examples of cultural barrier . This way, they’ll understand how their words are interpreted and be able to better communicate. It’s important that managers develop and show trust through their interactions with all employees, so that they feel comfortable in expressing their feelings and thoughts regarding the culture barrier affecting them.

Now more than ever, it’s important for organizations to work toward building cohesive international teams. Cross-cultural barriers to communication can be overcome by leaders who put in the work. Harappa’s Building Presence course will help them do just that. It’ll teach positive body language, how to build trust and develop an individual voice that gives everyone space to shine. With the course’s live support and self-paced learning, it’s easy to develop as a professional. Empower your teams with the Harappa advantage.

Explore Harappa Diaries to learn more about topics such as What are the Emotional Barriers To Communication , Examples of Physical Barrier To Communication , How to overcome Organizational Barriers and Interpersonal Barriers to communicate with impact.

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Communication competencies, culture and SDGs: effective processes to cross-cultural communication

• Stella Aririguzoh 1  

Humanities and Social Sciences Communications volume  9 , Article number:  96 ( 2022 ) Cite this article

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• Business and management
• Cultural and media studies

Globalization has made it necessary for people from different cultures and nations to interact and work together. Effective cross-cultural communication seeks to change how messages are packaged and sent to people from diverse cultural backgrounds. Cross-cultural communication competencies make it crucial to appreciate and respect noticeable cultural differences between senders and receivers of information, especially in line with the United Nations’ (UN) recognition of culture as an agent of sustainable development. Miscommunication and misunderstanding can result from poorly encrypted messages that the receiver may not correctly interpret. A culture-literate communicator can reduce miscommunication arising from a low appreciation of cultural differences so that a clement communication environment is created and sustained. This paper looks at the United Nations’ recognition of culture and how cultural differences shape interpersonal communication. It then proposes strategies to enhance cross-cultural communication at every communication step. It advocates that for the senders and receivers of messages to improve communication efficiency, they must be culture and media literates.

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The United Nations has recognized culture as a causal agent of sustainability and integrated it into the SDG goals. Culture reinforces the economic, social, and communal fabrics that regulate social cohesion. Communication helps to maintain social order. The message’s sender and the receiver’s culture significantly influence how they communicate and relate with other people outside their tribal communities. Globalization has compelled people from widely divergent cultural backgrounds to work together.

People unconsciously carry their cultural peculiarities and biases into their communication processes. Naturally, there have been miscommunications and misunderstandings because people judge others based on their cultural values. Our cultures influence our behaviour and expectations from other people.

Irrespective of our ethnicities, people want to communicate, understand, appreciate, and be respected by others. Culture literate communicators can help clear some of these challenges, create more tolerant communicators, and contribute to achieving global sustainable goals.

Introduction

The United Nations established 17 Sustainable Development Goals (SDGs) in 2015 to transform the world by 2030 through simultaneously promoting prosperity and protecting the earth. The global body recognizes that culture directly influences development. Thus, SDG Goal 4.7 promotes “… a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development.” Culture really matters (Seymour, 2007 ). Significantly, cultural cognition influences how people process information from different sources and suggests policies they may support or oppose (Rachlinski, 2021 ). Culture can drive sustainable development (United Nations, 2015 ; De Beukelaer and Freita, 2015 ; Kangas et al., 2017 ; Heckler, 2014 ; Dessein et al., 2015 ; and Hosagrahar, 2017 ).

UNESCO ( 2013 , p.iii ; 2017 , p.16; 2013a , p. 30) unequivocally states that “culture is a driver of development,” an “enabler of sustainable development and essential for achieving the 2030 Agenda” and as “an essential pillar for sustainable development.” These bold declarations have led to the growth of the cultural sector. The culture industry encourages economic growth through cultural tourism, handicraft production, creative industries, agriculture, food, medicine, and fisheries. Culture is learned social values, beliefs, and customs that some people accept and share collectively. It includes all the broad knowledge, beliefs, art, morals, law, customs, and other experiences and habits acquired by man as a member of a particular society. This seems to support Guiso, Paola and Luigi ( 2006 , p. 23) view of culture as “those customary beliefs and values that ethnic, religious, and social groups transmit fairly unchanged from generation to generation.” They assert that there is a causality between culture and economic outcomes. Bokova ( 2010 ) claims that “the links between culture and development are so strong that development cannot dispense with culture” and “that these links cannot be separated.” Culture includes customs and social behaviour. Causadias ( 2020 ) claims that culture is a structure that connects people, places, and practices. Ruane and Todd ( 2004 ) write that these connections are everyday matters like language, rituals, kingship, economic way of life, general lifestyle, and labour division. Field ( 2008 ) notes that even though all cultural identities are historically constructed, they still undergo changes, transformation, and mutation with time. Although Barth ( 1969 ) affirms that ethnicity is not culture, he points out that it helps define a group and its cultural stuff . The shared cultural stuff provides the basis for ethnic enclosure or exclusion.

The cultural identities of all men will never be the same because they come from distinctive social groups. Cultural identification sorts interactions into two compartments: individual or self-identification and identification with other people. Thus, Jenkins ( 2014 ) sees social identity as the interface between similarities and differences, the classification of others, and self-identification. He argues that people would not relate to each other in meaningful ways without it. People relate both as individuals and as members of society. Ethnicity is the “world of personal identity collectively ratified and publicly expressed” and “socially ratified personal identity‟ (Geertz, 1973 , p. 268, 309). However, the future of ethnicity has been questioned because culture is now seen as a commodity. Many tribal communities are packaging some aspects of their cultural inheritances to sell to other people who are not from their communities (Comaroff and Comaroff, 2009 ).

There is a relationship between culture and communication. People show others their identities through communication. Communication uses symbols, for example, words, to send messages to recipients. According to Kurylo ( 2013 ), symbols allow culture to be represented or constructed through verbal and nonverbal communication. Message receivers may come from different cultural backgrounds. They try to create meaning by interpreting the symbols used in communication. Miscommunication and misunderstanding may arise because symbols may not have the same meaning for both the sender and receiver of messages. If these are not efficiently handled, they may lead to stereotyping, prejudice, and discrimination. Monaghan ( 2020 ), Zhu ( 2016 ), Holmes ( 2017 ), Merkin ( 2017 ), and Samovar et al. ( 2012 ) observe that inter-cultural communication occurs between people from different cultural groups. It shows how people from different cultural backgrounds can effectively communicate by comparing, contrasting, and examining the consequences of the differences in their communication patterns. However, communicating with others from different cultural backgrounds can be full of challenges, surprises, and re-learning because languages, values, and protocols differ. Barriers, like language and noise, impede communication by distorting, blocking, or altering the meaning.

Communication patterns change from one nation to the next. It is not uncommon, for example, for an American, a Nigerian, a Japanese national, or citizens of other countries to work together on a single project in today’s multi-cultural workplace. These men and women represent different cultural heritages. Martinovski ( 2018 ) remarks that both humans and virtual agents interact in cross-cultural environments and need to correctly behave as demanded by their environment. Possibly too, they may learn how to avoid conflicts and live together. Indeed, García-Carbonell and Rising ( 2006 , p. 2) remark that “as the world becomes more integrated, bridging the gap in cultural conflicts through real communication is increasingly important to people in all realms of society.” Communication is used to co-ordinate the activities in an organization for it to achieve its goals. It is also used to signal and order those involved in the work process.

This paper argues that barriers to cross-cultural communication can be overcome or significantly reduced if the actors in the communication processes become culture literates and competent communicators.

Statement of the problem

The importance of creating and maintaining good communication in human society cannot be overemphasized. Effective communication binds and sustains the community. Cross-cultural communication problems usually arise from confusion caused by misconstruction, misperception, misunderstanding, and misvaluation of messages from different standpoints arising from differences in the cultures of the senders and receivers of messages. Divergences in cultural backgrounds result in miscommunication that negatively limits effective encrypting, transmission, reception, and information decoding. It also hinders effective feedback.

With the rapid spread of communication technologies, no community is completely isolated from the rest of the world. Present-day realities, such as new job opportunities and globalization, compel some people to move far away from their local communities and even their countries of origin to other places where the cultures are different. Globalization minimizes the importance of national borders. The world is no longer seen as a globe of many countries but as a borderless entity (Ohmae, 1999 ) and many markets (Levitt, 1983 ) in different countries with different cultures. As a matter of necessity, people from other countries must communicate.

The United Nations ( 2015 ) recognizes culture’s contribution to sustainable development and promotes local cultures in development programmes to increase local population involvement. Despite the United Nations’ lofty ideals of integrating culture into development, culture has hindered development at different levels. Interventions meant to enhance development are sometimes met with opposition from some people who feel that such programmes are against their own culture.

Gumperz ( 2001 , p. 216) argues that “all communication is intentional and grounded in inferences that depend upon the assumption of mutual good faith. Culturally specific presuppositions play a key role in inferring what is intended.” Cross-border communications reflect the kaleidoscope of the diverse colours of many cultures, meeting, clashing, and fusing. Like Adler ( 1991 , p. 64) observes, “foreigners see, interpret, and evaluate things differently, and consequently act upon them differently.” Diversities in culture shape interpersonal communication. Yet the basic communication process is the same everywhere. It is in these processes that challenges arise. Therefore, this study seeks to examine how each of these steps can be adapted to enhance cross-cultural communication, especially in today’s digitized era of collapsing cultural boundaries. Barriers to cross-cultural communication can be significantly reduced if the actors in the communication processes become culture literates and competent communicators.

Study objectives

The objectives of this study are

To examine United Nations efforts to integrate culture into sustainable development.

To suggest modifications to each communication process step to improve effective cross-cultural communication.

Literature review

Some authors have tried to link culture, communication, and sustainable goals.

The need to know about people’s culture

There are compelling reasons to learn about other people’s cultures.

Cultural literacies: Difficulties in cross-cultural communication can be reduced when senders of messages understand that the world is broader than their ethnocentric circles. It demands that senders of messages know that what they believe may not always be correct when communicating with receivers of these messages who are from different cultures. Logical reasoning will expect increased exposure to different cultures to increase understanding. When people of different groups communicate frequently, it is anticipated that they should understand each other better. This is what Hirsch ( 1987 ) labels as cultural literacy . In the ordinary course of things, common knowledge destroys mutual suspicion and misinterpretation that often generate conflicts.

To protect the earth: It is essential to point out that at “the most global level, the fate of all people, indeed the fate of the earth, depends upon negotiations among representatives of governments with different cultural assumptions and ways of communicating” (Tannen, 1985 , p. 203). If the world is to be protected, it is necessary to understand other peoples’ cultures who live and interact with us at different fronts and in this same world. The world is still our haven. Nevertheless, Vassiliou et al. ( 1972 ) find that increased exposure can increase people’s mutual negative stereotyping. Tannen ( 1985 , p. 211) remarks that stereotypes of ethnic groups partly develop from the poor impressions that people from other cultures have about the natives because they hold different meanings for both parties. Stereotyping is detrimental to cross-cultural communication, and its dismissal is necessary for any successful cross-cultural exchange.

Spin-offs from globalization: Bokova ( 2013 ) observes that globalization transforms all societies and brings culture to the front. She remarks that communities are increasingly growing diverse and yet interconnected. The spin-offs from globalization open great doors for exchanges, mutual enrichment of persons from different cultures, and pictures of new worlds.

The dynamics of cross-cultural communication

Different cultures emphasize different values. The emphasis on one value by one culture may lead to difficulties in cross-cultural communication with another person who does not see that particular value in the same light, for example, timeliness. It is crucial to note Sapir’s ( 1956 , p. 104) insistence that “every cultural pattern and every single act of social behaviour involves communication in either an explicit or implicit sense.” Even though Hofstede ( 2005 , p. 1) comments that “cultural differences are nuisance at best and often a disaster,” UNESCO ( 1998 , 1999 ) recognizes cultural diversity as an “essential factor of development” and an issue that matters. This makes cultural diversity a blessing rather than a disaster. The various shades of cultural values influence how we behave and communicate with others outside our cultural environment. Our ideals and biases also influence communication.

Trompenaars and Hampden-Turner ( 1997 ) developed a culture model with seven dimensions. They are universalism versus particularism (rules versus relationships); individualism versus communitarianism (the individual versus the group); specific versus diffuse (how far people get involved); neutral versus emotional (how people express emotions) ; achievement versus ascription (how people view status); sequential time versus synchronous time (how people manage time); and internal direction versus outer direction (how people relate to their environment). These cultural models signify how people from these areas communicate. People from different backgrounds may have difficulties communicating as their values may be significantly different. A good communicator must take note of this distinctiveness in values because they impact the communication processes. For example, a person who is particular about upholding written rules may not be interested in knowing who the culprit is before administering sanctions. But the other person interested in maintaining a good relationship with others may re-consider this approach.

Hofstede ( 1980 ) identifies five significant values that may influence cross-cultural communication:

Power distance: This is the gap between the most and the least influential members of society. People from different cultures perceive equality in various ways. The social hierarchy or status determines where individuals are placed. Status is conferred by inheritance or by personal achievement. Some cling to societal classification and its hierarchy of power. Others value and cherish the equality of all people. Yet, other cultures see other people as dependents and somehow inferior beings. A king in an African community is seen as far more powerful and important than his servants, who are expected to pay obeisance to him. Most countries in Europe are egalitarian. Arabic and Asian countries are high on the power index.

Individualism versus collectivism: This explains the extent to which members of a particular culture value being seen first, as individuals or as members of a community. As individuals, they are entirely held accountable for their errors. They are also rewarded as individuals for their exploits. However, in some cultures, the wider community is involved. Suppose a person makes an inglorious error. The whole community where that individual comes from shares in it. The same goes if he wins laurels and awards. The individual does not exist primarily for himself. African, Japanese, Indian, and most Asiatic nations follow the collective approach. A Chinese man has his Guanxi or Guanshi. This is his network of influential and significant contacts that smoothen his business and other activities (Yeung and Tung, 1996 ). He succeeds or fails based on his personal relationships. In other words, the basis of business is friendship. This is clear evidence of collectivism. Most people from America and Europe are individualistic. It must be pointed out that personal values mediate both community and individualistic spirit. Trompenaars and Hampden-Turner’s communitarianism vs. individualism appears very similar to this Hofstede’s individualism/collectivism orientation. The information receiver who values his individuality will be offended if he is seen as just a group member or if his negative performance on the job is discussed openly. The message sender who appreciates his subordinates would send personalized messages and expect their feedback.

Uncertainty avoidance: This shows the degree to which a particular culture is uncomfortable with uncertainties and ambiguities. Some cultures avoid or create worries about how much they disclose to other people. A culture with high uncertainty avoidance scores wants to avoid doubts by telling and knowing the absolute truth in everything. For them, everything should be plainly stated. When situations are not like this, they are offended, worried, and intolerant of other people or groups they feel are hiding facts by not being plain enough. Hofstede and Bond ( 1988 ) write that this trait is very peculiar to western Europeans. This means that people from countries like Greece, Turkey, and Spain are very high on uncertainty avoidance. Communication between people with high or low uncertainties may be hindered. Some people may appear rude and uncouth because of their straightforward ways of talking. Some Africans may see some Americans and people from Europe as too wide-mouthed because they feel they do not use discretion in talking. They say things they may prefer to keep silent about and hide from the public’s ears. On the other hand, some Americans may see some Africans as unnecessarily secretive. Trompenaars and Hampden-Turner’s ( 1997 ) universalism/particularism explains why some cultures insist on applying the rule of law no matter who the offender is.

Masculinity/feminity roles : Hofstede ( 2001 ) defines masculinity as society’s preference for success, heroism, assertiveness, and material rewards for success. Conversely, femininity is seen as the preference for co-operation, diffidence, caring for the weak and quality of life. The male-female contradiction affects communication. Females are expected to be meek homemakers that tend and nurture their family members. Like Sweden and Norway, cultures that favour females do not discriminate between the sexes. Japan and Nigeria have cultures that are predominantly masculine in orientation. Competitive and aggressive females are frowned at and seen as social deviants. In the other cultures where females are more favoured, a man may land in court and face public condemnation for domestic violence. Hofstede ( 1998 ) believes that how different cultures see the male/female roles influence how they treat gender, sexuality, and religion.

Long-time orientations: A particular society accepts some degree of long or short associations. Japanese culture scores high in long-term orientation values, commitments, and loyalty. They respect tradition, and therefore, changes in their society take a longer time to happen. Cultures with low long-term orientation do not value tradition much, nor do they go out of their way to nurture long-standing relationships. Literally, changes occur in rapid succession. There appears to be more attachment to the pursuit of immediate self-satisfaction and simple-minded well-being. Baumeister and Wilson ( 1996 , pp. 322–325) say that meaning comes from a sense of purpose, efficacy, value, and a sense of positive self-worth. Thus, if you communicate with somebody with a short-term orientation, you may think that he is too hasty and intemperate, while he may feel that you are too sluggish and not ready to take immediate action.

Hall ( 1983 ) introduces two other factors:

Time usage: Some cultures are monochronic, while others are polychronic. Monochronic cultures are known for doing one thing at a time. Western Europe is monochronic in time orientation, as illustrated by the familiar adage that says, “There is a time and place for everything!” Persons from this cultural background are very punctual and strictly adhere to plans. They are task-oriented. Polychronic cultures schedule multiple tasks simultaneously, even though there may be distractions and interruptions while completing them. Plans may often change at short notice. Such different time management and usage may constrict effective communication. A London business entrepreneur will find it difficult to understand why his business partner from Nigeria may be thirty minutes late for a scheduled meeting. The answer is in their perception of time. Some Nigerians observe what is referred to as African time , where punctuality is tacitly ignored.

Low and high context: This refers to how much a culture depends on direct or indirect verbal communication. According to Hall ( 1976 ), low context cultures explicitly refer to the topic of discussion. The speaker and his audience know that the words mean exactly what they say. In high context cultures, the meanings of words are drawn from the context of the communication process. The words may never mean what they say. For example, the sentence: I have heard . In the low context culture, it merely means that the listener has used his ears to listen to what the speaker is saying. In the high context culture, the listener knows more than what the speaker is saying and may be planning something unpleasant. Europeans and North Americans have low contexts. African and Asian nations have high contexts.

Vaknin ( 2005 ) brings in another value:

Exogenic and endogenic: This shows how people relate to their environment. Deeply exogenic cultures look outside themselves to make sense of life. Hence, they believe in God and His power to intervene in the affairs of men. Endogenic cultures draw on themselves when searching for the meaning of life. They think they can generate solutions to tackle the problems facing them. While the endogenic person may exert himself to find a solution to a challenge, his exogenic partner may believe that supernatural help will come from somewhere and refuses to do what is needed. Of course, this provides a problematic platform for effective communication.

The United Nations’ sustainable development goals and culture

The United Nations recognizes that culture is implicitly crucial to the achievement of the SDGs. No meaningful development can occur outside any cultural context because every person is born into a culture. To a large extent, our cultural foundations determine what we do and how we see things. Therefore, culture must be integrated into sustainable development strategies. Some specific goals’ targets acknowledge that culture drives development. Sustainable development revolves around economic, social, and environmental objectives for people. These goals are implicitly or explicitly dependent on culture because culture impacts people.

There are 17 Sustainable Development Goals. However, there are four specific ones that refer to culture are:

SDG 4 focuses on quality education

By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development

In other words, quality education is most effective if it responds to a place and the community’s cultural context and exactitudes. This target hinges on education promoting peace, non-violence, and cultural diversity as precursors to sustainable development. Encouraging respect for cultural diversity within acceptable standards facilitates cultural understanding and peace.

SDG 8 focuses on decent work and economic growth

By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products

Strengthening trade in cultural goods and services will provide growth impetus for local, national, and international markets. These will create employment opportunities for people whose work revolves around cultural goods. Cultural tourism generates revenues that improve the economy. In this sense, culture facilitates the community’s well-being and sustainability.

SDG 11 focuses on sustainable cities and communities

Target 11.4

Strengthen efforts to protect and safeguard the world’s cultural and natural heritage

When our cultural heritage is carefully managed, it attracts sustainable investments in tourism. The local people living where this heritage is domiciled ensure that it is not destroyed and that they themselves will not damage the heritage areas.

SDG 12 focuses on responsible consumption and production

Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products

Several indigenous livelihoods and crafts are built on local knowledge and management of the ecosystem, natural resources, and local materials. If natural resources are depleted, production will be endangered. Local livelihoods that utilize low technology and energy generate less waste and keep their environment free from pollution. In other words, proper management of the ecosystem prevents biodiversity loss, reduces land degradation, and moderates adverse climate change effects. Where there are natural disasters, traditional knowledge already embedded in the people’s culture helps them become resilient.

Theoretical framework

The social construction of reality is hinged on the belief that people make sense of their social world by assembling their knowledge. Scheler ( 1960 ) labels this assemblage the Sociology of Knowledge . Berger and Luckmann ( 1966 , p.15) contend that this “knowledge is concerned with the analysis of the social construction of reality.” Social construction theory builds on peoples’ comprehension of their own life experiences. From there, people make assumptions about what they think life is or should be. Young and Collin ( 2004 ) present that social constructionism pays more attention to society than individuals. Communities determine what they feel is acceptable. What is widely accepted by a particular community may be unacceptable to other people who are not members of this group. Therefore, people see an issue as good or bad based on their group’s description. Thus, what is a reality in Society A may be seen as illegal in Society B . Berger and Luckmann ( 1966 ) claim that people create their own social and cultural worlds and vice versa. According to them, common sense or basic knowledge is sustained through social interactions. These, in turn, reinforce already existing perceptions of reality, leading to routinization and habitualization. Berger and Luckmann ( 1991 ) say that dialogue is the most important means of maintaining, modifying, and reconstructing subjective reality.

Burr ( 2006 ) writes that the four fundamental tenets of social constructionism are: a critical instance towards taken-for-granted knowledge, historical and cultural specificity; knowledge sustained by social processes; and that knowledge and social action go together. This taken-for-granted knowledge is a basic common-sense approach to daily interactions. Historical and cultural specificities look at the peculiar but past monuments that have shaped the particular society. Knowledge is created and sustained by socialization. Good knowledge improves the common good. However, whoever applies the knowledge he has acquired wrongly incurs sanctions. This is why convicted criminals are placed behind bars.

Social constructions exist because people tacitly agree to act as if they do (Pinker, 2002 ). Whatever people see as realities are actually what they have learnt, over long periods, through their interactions with their society’s socialization agents such as the family, schools and churches. Cultural realities are conveyed through a language: the vehicle for communication. Language communicates culture by telling about what is seen, spoken of, or written about. However, groups construct realities based on their cultures. The media construct realities through the production, reproduction, and distribution of messages from which their consumers give meaning to their worlds and model their behaviours.

The method of study

The discourse analysis method of study is adopted for this work. Foucault ( 1971 ) developed the ‘discursive field’ to understand the relationships between language, social institutions, subjectivity, and power. Foucault writes that discourses relate to verbalization at the most basic level. The discursive method explores the construction of meanings in human communication by offering a meaningful interpretation of messages to enhance purposeful communication. Discourse analysis examines how written, or spoken language is used in real-life situations or in the society. Language use affects the creation of meaning; and, therefore, defines the context of communication. Kamalu and Isisanwo ( 2015 ) posit that discourse analysis considers how language is used in social and cultural contexts by examining the relationship between written and spoken words. Discourse analysis aims to understand how and why people use language to achieve the desired effect. The discursive method explores the construction of meanings in human communication by offering a meaningful interpretation of messages to enhance purposeful communication. Gale ( 2010 ) says that meaning is constructed moment by moment. Garfinkel ( 1967 ) explains this construction as the common-sense actions of ordinary people based on their practical considerations and judgments of what they feel are intelligible and accountable to others. According to Keller ( 2011 ), a peoples’ sense of reality combines their routinized interactions and the meanings they attach to objects, actions, and events. It is in this understanding of the natural use of language that some barriers to effective cross-cultural communication can be reduced.

Messages may assume different meanings in different situations for other people. These meanings affect social interactions. They either encourage or discourage further human communication. As Katz ( 1959 ) has written, interpersonal relationships influence communication. To make meaning out of messages and improve human relationships, it is necessary to understand that content and context may not represent the same thing to people in different situations. Waever ( 2004 , p. 198) states that “things do not have meaning in and of themselves, they only become meaningful in discourse.” Since people’s perspectives are different, it becomes extremely difficult to form a rigid basis on specific ideas. Ideas are discussed on their merits. Discursive analysis inspects the ways individuals construct events by evaluating language usage in writing, speech, conversation, or symbolic communication (Edwards, 1997 ; Harre and Gillet, 1994 ). Language is the carrier of culture. According to Van Dijk ( 1995 , p. 12), this approach is used to study descriptive, explanatory, and practical issues in “the attempt to uncover, reveal or disclose what is implicit, hidden or otherwise not immediately obvious in relations of discursively enacted dominance or their underlying ideologies.” The media play fundamental roles in the processes of constructing or reconstructing reality. They can do these because of Aririguzoh’s ( 2004 ) observation that the press impacts the political and socio-cultural sub-systems.

Culture at the international galleries

The affairs of culture came into international prominence at the UNESCO’s World Conference on Cultural Policies held in Mexico in 1982. This conference gave a broad definition of culture to include “the whole complex of distinctive spiritual, material, intellectual and emotional features that characterize a society or social group. It includes not only the arts and letters but also modes of life, the fundamental rights of the human being, value systems, traditions and beliefs” (UNESCO, 1982 , p. 1).

The United Nations World Commission on Culture and Development, led by J. Perez de Cuellar, published our Creative Diversity’s Landmark Report (UNESCO, 1995 ). This report points out the great importance of incorporating culture into development. Although the Commission recognizes cultural diversities, it sees them as the actual vehicles driving creativity and innovation. During the World Decade on Culture and Development (1988–1998), UNESCO stepped up again to campaign for greater recognition of culture’s contribution to national and international development policies. In 1998, Stockholm hosted an Inter-governmental Conference on Cultural Policies for Development. Its Action Plan on Cultural Policies for Development reaffirmed the correlation between culture and development (UNESCO, 1998 ). In 1999, UNESCO and the World Bank held the Inter-governmental Conference, Culture Counts , in Florence. Here, ‘cultural capital’ was emphasized as the tool for sustainable development and economic growth (UNESCO, 1999 ).

The United Nations General Assembly adopted the 2005 World Summit Outcome Document . Here, cultural diversity was explicitly admitted as a contributor to the enrichment of humankind. The United Nations General Assembly Resolutions on Culture and Development adopted in 2010 and 2011 (65/166 and 66/208) recognize culture as an “essential component of human development” and “an important factor in the fight against poverty, providing for economic growth and ownership of the development processes.” These resolutions called for the mainstreaming of culture into development policies at all levels. The UN System Task Team on the Post 2015 Development Agenda issued a report, Realizing the Future We Want for All ( 2012 , p. ii), with a direct charge that culture has a clear role to play in the “transformative change needed for a rights-based, equitable and sustainable process of global development.” Paragraph 71 of the report declares:

It is critical to promote equitable change that ensures people’s ability to choose their value systems in peace, thereby allowing for full participation and empowerment. Communities and individuals must be able to create and practice their own culture and enjoy that of others free from fear. This will require, inter alia, respect for cultural diversity, safeguarding cultural and natural heritage, fostering cultural institutions, strengthening cultural and creative industries, and promoting cultural tourism (p. 33).

In 2005, the Convention on the Protection and Promotion of the Diversity of Cultural Expressions member states agreed that cultural diversity “increases the range of choices and nurtures human capacities and values. Therefore, it is a mainspring for sustainable development for communities, peoples and nations” (UNESCO, 2005 , p. 1). The Convention reiterated the importance of the link between culture and development. UNESCO also steers an International Fund for Cultural Diversity to promote sustainable development and poverty reduction among the developing and least developed countries that are parties to the Convention.

UN Resolution 2347 of 2017 focuses exclusively on protecting cultural heritage and its necessity for peace and security. This Resolution brings a thorough awareness of culture’s role as a source of stability, inclusion, driver of reconciliation, and resilience. This Resolution reinforces Resolution 2199, adopted in February 2015, partly to fight against international terrorism financing and prohibit the illicit trafficking of cultural goods from Iraq and Syria.

Communication processes for overcoming difficulties in cross-cultural communication

The primary risk in cross-cultural communication is distortion, which creates misunderstanding or even misrepresentation of the conveyed information. Baumgratz ( 1990 , pp. 161–168) shares the opinion that relevant cultural dimensions of what he calls a social communication situation should be mapped out for individuals or groups who are from different nations or cultural origins but who have realized the need to contribute to the achievement of social, institutional, organizational, group, and personal aims. The tactics to overcome difficulties in cross-cultural communication lie in the communication processes. Any of the steps can become a barrier since culture influences the behaviour of both senders and receivers of messages. Barriers impede communication by distorting, blocking, or creating misunderstandings. Hence, it is necessary to create an enabling environment that will make communicating easier. Each of the communication steps can be strategized to enhance communication.

He is the source or initiator of the message. He can be a person or an organization. If the sender is a person, Malec ( 2018 ) refers to him as the carrier of intangible culture and the creator of the tangible ones. Messages are conveyed through spoken or written words. Nevertheless, messages can also be non-verbal. The encoding includes selecting words, symbols, or gestures in composing a message. The sender should encrypt, transfer meaning, or package his messages in ways that the receivers can access them. He should use symbols that the receiver would comprehend. The first thing he should do is use a language that his receiver understands. For example, it is useless to send a message written in English to another person who only understands French. Not only is the effort wasted, but it might also generate hostility. In Nigeria, Mexican soaps are freely watched. However, their producers avoided the obvious language challenge by dubbing in English voice-overs.

Words mean different things in different languages. For example, a British boss would answer yes to a question. However, his American subordinate would answer, yeah . The boss would think that he is disrespectful and impolite. Meanwhile, the American employee would be bewildered by the boss’s apparent coldness. British people use words that have different meanings from their American counterparts. For example, the word, pant , means underwear to a Briton but a pair of trousers to an American. The Englishman may still run into trouble with other nationals because his words have different meanings to these listeners. For example, the English phrase fart means a different thing among the Danish. For them, the word means speed ! The English word gift means poison in German. If an Englishman calls somebody a brat , his Russian friend will conclude that he is calling him his brother , which is what the word means in his language. Igbo children of south-eastern Nigeria call the hawk leke . But for the Yorubas in the southwest, this is the name given to a male child.

The sender, too, must know that even body language may mean different things. He should not assume that non-verbal messages mean the same in every part of the world. In Japan, nodding the head up and down means disagreement. In Nigeria, it means the opposite. Even though his own culture invariably influences the message’s sender, he should understand that his message is intended for a cross-cultural audience. He must also realize that the contents are no longer meant for ethnic communities defined by geographical locations but for an audience connected by frequent interactions that are not necessarily in the same physical place. A message sender that values esprit de corps will incorporate this into his messages by telling them that the laurel does not go to any person in particular but to the winning team. He thus encourages everybody to join in to win, not as individuals but as members of a group. If he is high on doubt avoidance, he makes his messages very direct and unambiguous and leaves no room for misinterpretation. However, a male sender who wants to assert his masculinity may wish to sound harsh. The sender who regularly attends church services may unconsciously put some words of Scripture in his messages because of his exogenic roots. The sender with monochronic orientation will send one message and expect the task to be completed as scheduled. His linear cultural background will be offended if the result is the contrary. Similarly, the sender who places a high value on rules and regulations would send messages of punishment to those who break them but reward those who keep them without minding his relationships with them. An effective sender of messages to a cross-cultural society should state his ideas clearly, offer explanations when needed, or even repeat the whole communication process if he does not get the appropriate feedback.

This is the information content the sender wants to share with his receivers. These include stories, pictures, or advertisements. He should carefully avoid lurid and offensive content. A French man may see nothing wrong in his wife wearing a very skimpy bikini and other men ogling at her at a public beach. His counterpart from Saudi Arabia will be upset if other men leer at his wife. In addition, the wife would be sanctioned for dressing improperly and appearing in public. If a person has a message to share with others from a different cultural background, he should be careful. His listeners may not isolate his statement as being distinct from his personality.

Societies with high context culture usually consider the messages they send or receive before interpreting them. Messages are hardly delivered straightforwardly. The message is in the associated meanings attached to the pictures and symbols. Thus, those outside that community find it very difficult to understand the meaning of the messages. In low-context communication, the message is the information in words. The words mean what they say. However, a corporate sender of messages, for example, the head of the Human Resources Department of a multi-cultural company interested in building team spirit, may organize informal chit-chats and get-togethers to break the proverbial ice as well as create a convivial atmosphere where people can relate. The message he is passing across is simple: let colleagues relax, relate, and work together as team members irrespective of where they come from. All of these are communicative actions.

The channel’s work is to provide a passage for the sender to guide his message to the receiver. While face-to-face communication is ideal for intimate and close group conversations, it is impossible to talk to everybody simultaneously. Different channels of passing across the same message may be used. For example, the same message may be passed through radio, adapted for television, put online, or printed in newsletters, newspapers, and magazines. The hope is that people who missed the message on one channel may see it on another somewhere else. A pronounced media culture will hasten cross-cultural communication. Many people consume media content. However, these consumers are expected to be media literates. Aririguzoh ( 2007 , p. 144) writes that:

media literacy is the systematic study of the media and their operations in our socio-political systems as well as their contributions to the development and maintenance of culture. It is the information and communication skill that is needed to make citizens more competent. It is the ability to read what the print media offer, see what the visual media present, and hear what the aural media announce. It is a response to the changing nature of information in our modern society.

Official messages should be passed through defined routes and are best written. This would close avenues of possible denials by others if the same message were passed across verbally. It could be difficult to misinterpret the contents of a written document. Written documents have archival values. As much as possible, rumours should be stamped out. A good manager should single out regular gossips in a multi-cultural organization for special attention. Equally, an effective manager heading widely dispersed employees can co-ordinate their activities using communication technologies with teleconferencing features. Aririguzoh ( 2007 , p. 45) notes, “information and communication technologies have transformed the range and speed of dispersing information and of communicating. Today, the whole world lies a click away!”

The media of communication are shaped by the culture of the people who produce them. What they carry as contents and the form they assume are defined by the culture of the sender. In low-context societies, it is common for messages to be written. In high context societies, it is common for statements to be verbal. Importantly, Aririguzoh ( 2013 , pp. 119–120) points out that “… the mass media can effectively be deployed to provide pieces of information that enhance communication, build understanding and strengthen relationships in our rapidly changing environment dictated by the current pace of globalization. The mass media assiduously homogenize tastes, styles, and points of view among many consumers of its products across the globe. They have effectively helped in fading away national distinctions and growing mass uniformity as they create, distribute and transmit the same entertainment, news, and information to millions of people in different nations.”

The receiver is the person the sender directs his message to. In a workplace, the receiver needs the message or information to do his job. The receiver decodes or tries to understand the meaning of the sender’s message by breaking it down into symbols to give the proper feedback. If the message is verbal, the receiver has to listen actively. The message receiver must understand a message based on his existing orientations shaped by his own culture. Even the messages that he picks are selected to conform to his existing preconceptions.

Oyserman et al. ( 2002 ) make an interesting discovery: that receivers from different cultures interpret the message senders’ mannerisms. For an American, a speaker talking very quickly is seen as telling the uncensored truth. In other words, the speaker who talks too slowly implicates himself as a liar! However, for the Koreans, slow speech denotes careful consideration of others. In some cultures, particularly in Asia, the receiver is responsible for effective communication. Kobayashi and Noguchi ( 2001 ) claim that he must become an expert at “understanding without words.” Miyahara ( 2004 , p. 286) emphasizes that even children literarily learn to read other people’s minds by evaluating the subtle cues in their messages and then improvising to display the expected and appropriate social behaviour and communication. Gestures involve the movements of the hands and head of the sender. The receiver clearly understands these body movements. As painted by Sapir ( 1927 , p. 556), “we respond to gestures with an extreme alertness and, one might almost say, in accordance with an elaborate and secret code that is written nowhere, known by none, and understood by all.”

Receivers who value individualism appreciate personal freedom, believe that they can make their own decisions, and respect their performance. Those who prefer communitarianism would prefer group applause and loyalty. A monochromatic receiver would start and finish a task before starting another one. He would be offended when colleagues do not meet deadlines, are late to appointments, and do not keep rigid schedules. His co-worker, who synchronizes his time, develops a flexible working schedule to work at two or more tasks.

This is the final process. Ordinarily, the sender wants a response to determine if the message he sent out has been received and understood. Acknowledging a message does not indicate a clear understanding of its contents. Feedback can be positive or negative. Positive feedback arises when the receiver interprets the message correctly and does what the sender wants. Negative feedback comes when messages are incorrectly interpreted, and the receiver does not do what the sender of the information has intended him to do. Cross-cultural communication recognizes that people come from different backgrounds. Therefore, feedback on diverse messages would be different. A sensitive communicator would be careful how he designs his messages for a heterogeneous audience so that he can elicit the desired feedback.

It must be emphasized that no culture is superior to another as each culture meets the needs of those who subscribe to it. To a large extent, our culture influences our behaviours and expectations from other people. Although there are noticeable similarities and differences, what separates one culture from another is its emphasis on specific values. As the United Nations has affirmed, there is diversity in cultures. These diversities add colour and meaning to human existence. This suggests that particular policies should be carved out to attend to specific locations and supports Satterthwaite’s ( 2014 ) proposition that local actors should be empowered to help achieve the SDGs. What the local populace in one community may appreciate may be frowned upon and even be fought against by residents in another place. As Hossain and Ali ( 2014 ) point out, individuals constitute the societies where they live and work. While Bevir ( 1996 ) describes this relationship as that of mutual dependence, he recognizes that people are influenced by their particular social structures and therefore do not go against them. Bevir believes that social systems exist for individuals.

Societies are built on shared values, norms and beliefs. These, in turn, have profound effects on individuals. Society’s culture affects individuals while the individuals create and shape the society, including initiating sustainable development. Development rests on the shoulders of men. Thus, culture influences the ways individuals behave and communicate. The effective communicator must actively recognize these elements and work them into communication practices. As Renn et al. ( 1997 , p. 218) point out, “sustainable practices can be initiated or encouraged by governmental regulation and economic incentives. A major element to promote sustainability will be, however, the exploration and organization of discursive processes between and among different actors.”

To achieve the United Nations sustainable goals, the competent communicator has to recognize that the culture of the actors in a communication process is the basic foundation for effective communication. For example, while one individual may discuss issues face-to-face and is not afraid to express his feelings candidly, another person may not be so direct. He may even involve third parties to mediate in solving a problem. Either way, their approaches are defined by their cultural backgrounds. It may be counterproductive to assume that either of these approaches is the best. This assertion is supported by the study of Stanton ( 2020 ), who explored intercultural communication between African American managers and Hispanic workers who speak English as a second language. He finds managers that follow culturally sensitive communication strategies getting more work done. Cartwright ( 2020 ) also observes that intercultural competence and recognition of cultural differences in East and Central Europe are foundation pillars for business success. This lends credence to Ruben and Gigliotti ( 2016 ) observation that communication with people from different cultures reduces the barriers associated with intercultural communication and enhances the communication process.

Irrespective of our ethnicities, people want to communicate, understand, appreciate, and be respected by others. Effective communication is the foundation of good human relationships among team members, whether their cultural backgrounds differ or not. Good feedback is achieved when both the sender and receiver of messages create common meanings. This is what discourse is all about. Messages must be meaningful, meaningfully constructed and meaningfully interpreted. Georgiou ( 2011 ) labels this the communicative competence : acknowledgement of the intercultural dimension of foreign language education and successful intercultural interactions that assume non-prejudiced attitudes, tolerance and understanding of other cultures, and cultural self-awareness of the person communicating. An efficient communicator must understand that culture shapes people, and the people then shape society. In other words, communication shapes the world. Therefore, appropriately chosen communication strategies help blend the different cultures.

According to Bokova ( 2013 ), there is “renewed aspirations for equality and respect, for tolerance and mutual understanding, especially between peoples of different cultures.” This means that if all parties respect other team members’ cultures, a clement work environment is inevitable. Cultural literacy creates more tolerant and peaceful work environments. Achieving this starts with a re-examination of the whole communication process. The crux of cross-cultural communication is developing effective ways to appreciate the culture of others involved in the acts of communication. Understanding these differences provides the context for an enhanced understanding of the values and behaviours of others. Reconciling these differences confers competitive advantages to those who communicate effectively. The media must provide the links between senders and receivers of messages in the context of their socio-cultural environments.

The United Nations appreciates the distinctiveness in cultures and has incorporated it as a significant factor in achieving sustainable development goals. This global body has produced different documents championing this. Every development takes place in an environment of culture. The heart of sustainable development is the man. The SDGs will be more meaningful and easily achievable by recognizing that actions should be both locally and culturally relevant. Cultural differences can be effectively managed if senders and receivers of messages understand that culture shapes how people communicate and, by extension, the relationship with other people who may not necessarily be from their tribal communities. Breaking down the barriers to cross-cultural communication lies in understanding these distinct differences and consciously incorporating them into the communication processes to enhance communication competencies.

Data availability

All data analysed are contained in the paper.

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Acknowledgements

I acknowledge: Dr. Emmanuel Mogaji of Greenwich University for reading and pointing out helpful corrections; Professors Innocent Chiluwa, Abiodun Gesinde, David Imhonopi and Dr Evaristus Adesina of Covenant University, who went through the manuscript, suggested corrections and encouraged me not to give upe and my daughter, Victoria-Grace Onyekachi Miracle Aririguzoh, who proofread this manuscript and brought in sunshine when the clouds were grey.

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Intercultural communication: overcoming challenges.

In our constantly evolving world and innovative societies, it can be hard to keep up with how different diverse cultures and peoples are becoming more and more intertwined . Globalization has increased greatly over the past ten to twenty years, mostly thanks to international business growth rates, online/technological advancements and product development outsourcing to other countries. 

But with a world becoming so interconnected , it can be hard to find a balance between maintaining diverse cultures, identities, and values while also compromising parts of personal identity for the sake of easier interaction, social acceptance, and smoother business interactions.

The key to finding such balance is ensuring that all parties maintain a certain cultural and personal understanding of each other, which can be easier said than done. 

In order to build acceptance and understanding between people , it is crucial to begin with an open mind, free of personal or social opinions and biases.

But what is acceptance, really?

When someone says they accept you, does that mean they accept you as a person, your beliefs, and your values? Acceptance does not mean one has to have the same opinions and social standpoints as you do but rather be able to come to a mutual understanding without judgment, bias, or retaliation. 

Balancing between ethnocentrism (the act of cultural rejection based on differences) and ethnorelativism (the essential assimilation of cultures integrating into one) is key to establishing neutral views on culture because either end of the spectrum does not represent acceptance, but rather cultural superiority. Both sides must compromise in order to achieve understanding, while still maintaining personal identity and values held within their own cultures. Being placed on this middle ground between cultural views is what builds the foundation for acceptance. 

The power of understanding builds from the ability to assess cultural differences with an open mind, as perspective affects our ability to form effective communication and strive toward cultural acceptance. 

Successful Intercultural communication can be seen when the following five components of cultural miscommunication are addressed. 

5 Main Components of Cultural Miscommunication

Language, in a sense, is the foundation of culture . It is how we express ourselves and communicate with one another. Languages cannot always be directly translated into another, due to specific phrasings or figures of speech that stem from cultural ways of thinking. 

Although everyone likes to use modern technology, such as google translate, to help with the physical communication behind our words, it will only get us so far when effectively communicating overall. 

Due to the increase in globalization, English is quickly becoming a universal language, though to assume that all people should be able to speak English should not be encouraged, as it may lead to the loss of important aspects of cultural and individual identity. It is a luxury that many people around the world have taken the time to learn English for easier communication, but many may choose to only speak their native tongue as a way of respecting their own culture and territory; that is their right. 

Before visiting a foreign country, it is the traveller’s responsibility to learn to try and adapt to the culture and customs while attempting to learn and respect the language of where they are visiting. Both visitors and locals should make a continuous effort to be flexible, patient, and willing to compromise cultural and communication barriers in order to achieve understanding. 

Stereotypes/prejudices

Cultural misconceptions are often linked to historical events or reputations formed in previous time periods. These views can be passed on for generations, even though people evolve and change, and many cultures no longer relate to these past events. 

This is the struggle of avoiding stereotypes (or prejudices), because it is often what we have been taught or are the views we have grown up hearing about. Historic events are often tied to stereotypes or prejudices, and it can be difficult to dissociate an individual from the collective. 

Many of these stereotypes tend to be false , especially when relating to an individual rather than a large group or collective. For instance, when thinking of your own stereotypes that could be related to your own culture, more often than not, you would not claim to associate with those assumptions. 

When experiencing other cultures, be sure to relate to the individual, rather than giving into assumptions about the collective culture.

Signs and symbols

Symbols can be linked to religions, groups, and historic events which may cause people to form bias early on in a relationship solely based on what a sign or symbol may or may not represent. For example, certain religious symbols may be thought of differently in different parts of the world based on that culture’s own beliefs and practices. Although these symbols may hold certain meanings to different individuals, it is important to understand that these representations may hold different levels of meaning for different people.

Do not assume that the meaning behind a symbol is the same for all that are part of its associated group . One should hold a level of conscious understanding and seek to uncover the meaning of the symbol for the individual rather than assuming grouped association. 

Beliefs and Views 

Viewpoints are formed from many factors, including environmental impact, personal beliefs, and guidance from influencing figures in our lives. It has and always will be virtually impossible for people to 100% agree on any given topic, as we all have different views, values, beliefs, religions, goals, etc.

However, it is how we react and respond to those that oppose our own views that make the difference in reaching cultural acceptance. 

In order to reach mutual understanding and respect when faced with different viewpoints, don't try to relate someone’s belief systems and traditions to your own if they are not one and the same. Everyone’s belief systems are unique, due to the factors that have formed their individual and collective identity throughout their entire lives, so it is highly unlikely that your own values and beliefs were formed from the same concepts. 

With that being said, you should always strive to find mutual ground and understand how and why a type of thinking could be the way it is, but again without trying to directly relate it to your own. 

Us vs. Them mentality

An Us vs. Them mentality stems from an ethnocentric point of view between cultures. Not allowing yourself to form bonds and relationships between similarities will result in this way of thinking. 

We may be different; have different physical appearances, speak different languages, etc., but when it comes down to the basics of humanity, you will find that we are all very much the same . 

At the foundation, most people are all searching for the same things in life: to find love, have a purpose, and be successful in fulfilling whatever it is we set out to achieve in life. Though our ways of expression may differ from one another, it is important to remember the foundations of who we all are as a common people. This helps to eradicate the “us vs. them” mentality, by instead looking for the similarities and establishing relationships that can help form mutual understandings.  

Recognizing these five components of cultural miscommunication is the first step toward building positive relationships with people of different cultures and beliefs. 

Identify the differences between your own culture and others, interpret and try to understand someone’s point of view based on their cultural background and circumstances, dissociate your own beliefs from the situation (as you do not want to impose and lead to further possible conflict or come across as expressing cultural superiority), and lastly allow yourself to build a relationship from a neutral standpoint and try not to bring past notions or stereotypes into your own situation.

State of mind changes perspective , and when beginning from a neutral standpoint it allows you the opportunity to assess and view from all angles before your own opinions and bias can affect your judgment, making it more difficult to form effective and respectful communication and language between different cultures. 

Sources https://eurac.com/cultural-barriers-and-how-to-overcome-them-in-your-global-company-as-a-global-leader/  https://www.idrinstitute.org/dmis/  https://www.pon.harvard.edu/daily/conflict-resolution/a-cross-cultural-negotiation-example-how-to-overcome-cultural-barriers/ 

Vanessa Verbitsky is the Intercultural Business and Communications editor for Wandering Educators. She is currently studying at MacEwan University in Edmonton, Alberta while completing her Bachelor of Commerce degree with a major in International Business and a minor in Marketing. As Vanessa strives to gain a more in-depth experience related to her international business studies, she will also attend the Catholic University of Lille, in France for the 2022/23 academic year as part of an inter-university exchange. She hopes her continued research and experience in the field will further her academic and professional development as she looks forward to her emerging career in international development and marketing.

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Home / Essay Samples / Sociology / Intercultural Communication / Barriers to Intercultural Communication: Examples & Strategies

Barriers to Intercultural Communication: Examples & Strategies

• Category: Sociology
• Topic: Ethnocentrism , Intercultural Communication , Stereotypes

Pages: 6 (2694 words)

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Introduction

Ethnocentrism, stereotyping.

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