Communication and Culture
Heather Sanderson
Eastern Connecticut State University
Dr. David Stoloff
March 4, 2018
Chapters 3 and 4 in the Culture Matters Peace Corps Workbook address communication styles and the culture in the workplace. Interculturalist Edward Hall believes “culture is communication” (Peace Corps, 2012, p.75). These two chapters explore indirect versus direct communication and the power structure in the workplace.
In the United States we are used to direct means of communication. When we want something, we ask for it. When we do not like something, we say so, hopefully in a polite manner. But in many collectivist, homogeneous cultures, people “have less need to be explicit and rely less on words to convey meaning,” instead relying “more on nonverbal communication” with a goal of “maintaining harmony and saving face” (Peace Corps, 2012, p.78). To many in collectivist societies, our way of direct communication can come across as rude. For example, in the Practicing Indirectness Exercise, instead of saying, “I don’t think that’s such a good idea,” like we would in our culture, in a culture of indirect communication, one might say, “Are there any other ideas?” or “Do you think that’s a good idea?” (Peace Corps, 2012, p.96). In cultures that exhibit indirect communication, there is a delicate balance when conveying opinions.
I find Jan’s letters very helpful in determining my own cultural biases. When reading her letter about arranging her living situation, Jan asked the landlord about using the attic for storage. The landlord stated, “Yes, if you like,” and then he proceeded into a story about having too many material possessions. I was intrigued and wanted to know more about what he was trying to convey to Jan (Peace Corps, 2012, p.76). I thought maybe it was a jab at how materialist Americans are. Additionally, I was surprised at the analysis that the “Yes, if you like” actually meant no (Peace Corps, 2012, p.101). I am so literal with my communication style that I did not see the quantified yes as really meaning no.
Another interesting topic is also cultural views of time. This time concept is one I see unfolding in my own daily life. I am very monochronic, which means “time is the given and people are the variable” (Peace Corps, 2012, p.104). While most of the people I interact with share similar views about time, I am always taken aback when I come across people who do not feel the restrictions of time. Polychronic people believe “more time is always available” (Peace Corps, 2012, p.104). I have to admit I have judged polychronic people to be rude for being late to important meetings or for making me wait when time is so limited, though it must be less stressful for them to not feel the burden of time on a daily basis. That is surely something to envy.
Furthermore, many cultures approach the workplace power structure in different ways. There are “high power distance workplaces” where “those with power tend to emphasize it, to hold it close and not delegate or share it” (Peace Corps, 2012, p.112). Then there are the “low power distance workplaces” where “subordinates are rewarded for taking initiative and do not like close supervision” (Peace Corps, 2012, p.112). In Jan’s journal she spoke about coming up with her own sign-in form as opposed to the rudimentary tick marks on a piece of paper at the HIV clinic she works at (Peace Corps, 2012, p.111). Taking initiative is not appreciated in “high power distance workplaces,” like Jan’s, though here in the United States many workplaces reward this “go-getter” attitude.
Another cultural workplace dynamic is that of Achieved Status versus Ascribed Status. I am a big believer in Achieved Status where “your status is earned,” but all too often Ascribed Status where “you are looked up to because of the family and social class you are born into” is present in the workplace (Peace Corps, 2012, p.123). While most of the cultural dynamics in this book tend to be individualist versus collectivism cultures, I find the Ascribed Status to be very much present in both cultures. Here in the United States, where ideally we would like to believe we earn our positions, all too often jobs are obtained because of family connections or social class advantages.
References
Peace Corps (August 2012). Cultural Matters: The Peace Corps Cross-Cultural Workbook. Retrieved from http://files.peacecorps.gov/multimedia/pdf/library/t0087CultureMatters.pdf