tips for multicultural communications
DESCRIPTION
These are the slides for a webseminar given to students of the California State University.The context was to give high-level insights and advise on how to communicate in an international business environment.Topics covered:Trust (how to lose it and regain it)Email Communication (do's and don'ts)Workshops for expat managers in dealing with local subsidiaries.Wahyd Vannoniwww.mediacodex.comTRANSCRIPT
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Multicultural Communication in a Business Environment
A webseminar delivered by
Wahyd Vannoni of Mediacodex
for California State University
3 / March /2010
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ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
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ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
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MULTICULTURAL
COMMUNICATION
ΠΟΛΥΠΟΛΙΤΙΣΜΙΚΟ ΑΝΑΚΟΙΝΩΣΗ
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Goals
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Goals
• Share 15 years of international corporate communication experience
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Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
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Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
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Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
• Obstacles to multicultural communication...
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Goals
• Share 15 years of international corporate communication experience
• Tools to understand multicultural communication
• Immediately applicable
• Obstacles to multicultural communication...
• Corporate context
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9 Languages
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9 Languages
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9 Languages
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9 Languages
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9 Languages
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9 Languages
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9 Languages
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Agenda
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Agenda
• Trust (losing and regaining)
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Agenda
• Trust (losing and regaining)
• Email communication
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Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
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Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
• Suggestions for immediate implementation in a corporate setting
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Agenda
• Trust (losing and regaining)
• Email communication
• Specific examples
• Suggestions for immediate implementation in a corporate setting
• Questions and Answers
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Trust
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Trust
• What does it depend upon?
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Trust
• What does it depend upon?
• How it can be lost?
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Trust
• What does it depend upon?
• How it can be lost?
• How it can be regained?
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Trust
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Trust
What does it depend upon?
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Trust
What does it depend upon?
• Correspondence and equivalence between:
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Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
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Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
• What you say and how you behave
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Trust
What does it depend upon?
• Correspondence and equivalence between:
• What you say and what you do
• What you say and how you behave
• Offline and online
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Trust
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Trust
How it might be lost.
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Trust
How it might be lost.
• Saying one thing and doing another
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Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
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Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
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Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
• Discrepancy between online and offline
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Trust
How it might be lost.
• Saying one thing and doing another
• Saying one thing to a person/group and another to another group/person
• Formation of “insiders groups”
• Discrepancy between online and offline
• Over-promise & underdeliver
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What you can do (1)
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What you can do (1)
• Do few things but do them well
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What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
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What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
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What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
• admit failures
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What you can do (1)
• Do few things but do them well
• “under-promise over-deliver” / be realistic, modest and beat expectations
• document your goals and publish achievements
• admit failures
• ongoing evaluation of alignment between expectations and achievements
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What you can do (2)
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What you can do (2)
• Show you understand and care
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What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
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What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
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What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
• Put yourself in other people’s shoes
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What you can do (2)
• Show you understand and care
• Show you are eager to solve other people’s problems
• Be available, be approachable (not only as a corporate policy but in practice)
• Put yourself in other people’s shoes
• Demonstrate interest in other people’s cultures
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• Email title: “RE: Presentation”
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• Email title: “RE: Presentation”
➡ “Is it ready?”
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• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
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• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
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• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
- Answer: “NO !!!”
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• Email title: “RE: Presentation”
➡ “Is it ready?”
- or
➡ “IS IT READY?”
- Answer: “NO !!!”
✓Ask yourself how your email can be read, and in what tone.
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Email - What’s missing?
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Email - What’s missing?
• Visual feedback
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Email - What’s missing?
• Visual feedback
• Body language
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Email - What’s missing?
• Visual feedback
• Body language
• Tone
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Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
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Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
✓Avoid (soon, later etc...)
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Email - What’s missing?
• Visual feedback
• Body language
• Tone
• Understanding of time can be fluid
✓Avoid (soon, later etc...)
✓Be precise (within 24 hours)
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What to do... and avoid doing
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
๏Criticizing colleagues, clients, stakeholders
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What to do... and avoid doing
✓Read your emails using different tones (or have a colleague read it) ‣ “no” -> “NO!!!”
✓In general write more information and give more context than you would in person
✓When in doubt about an email you sent, don’t hesitate to call to contextualize your email
‣ (You will receive an email which might seem dry so apologies in advance...)
๏Avoid ambiguities
๏Avoid jokes
๏Don’t automatically “forward” and “Reply all” email indiscriminately
๏Settling scores
๏Criticizing colleagues, clients, stakeholders
๏Using corporate email for personal matters
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Communication Exercices
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Communication Exercices
Culture 1 (Owners)
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -5. -
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
Which are the 5 critical objectives of our firm?
Which are the 5 critical objectives of our firm?
1. -2. -3. -4. -5. -
1. -2. -3. -4. -5. -
Match?
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Communication Exercices
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Communication Exercices
Culture 1 (Owners)
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
What do think of them ?
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Communication Exercices
Culture 1 (Owners) Culture 2 (subsidiary)
What do think of them ? What do think of them ?
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Universal tips
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Universal tips
• Learn key-words:
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Universal tips
• Learn key-words:
➡Thank you
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Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
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Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
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Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
• Check with embassy and chamber of commerce
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Universal tips
• Learn key-words:
➡Thank you
➡Nice to meet you
➡“I am sorry I do not speak Hungarian”
• Check with embassy and chamber of commerce
• Use Social Media to find natives or expats in the country you plan to do business in.