Crisis Management and Cross-cultural dimension business communication

Crisis Management and Cross-cultural dimension business communication

Professor Ram Lakhan Meena, Central University of Rajasthan, Ajmer

We also provide coaching that will prepare you for specific negotiations. In close cooperation with you we will analyze and organize any given negotiation situation. We will provide you with the skills best suited for handling a given situation and will enhance your behavioral repertoire. If necessary, we will support you during the entire negotiation process in the role of „ghost negotiators“. For reasons of competition as for many other reasons, it is important for a business company to be prepared for a possible crisis and to be in a position to react adequately and swiftly should a crisis actually arise. The ability to take action as quickly as possible is essential for the continuity of business processes. It is, of course, also of vital importance to protect the personnel from any bodily harm and to avert any damage to the company's image. The possibility of a crisis therefore calls for special processes and structures within the company - an effective crisis management (system). In a critical situation it is necessary that a number of people in different locations who communicate via video and telephone conferences must reach the right decisions under considerable time pressure. Every person involved must be able to contribute his or her particular viewpoint and be integrated into the overall process. This highly stressful mode of communication is easily disrupted. Preliminary services can considerably improve the effectiveness and quality of the decision-taking process of a crisis management team. We can support you in the complex process of recognizing and implementing the particular measures necessary for the adequate management of a crisis. Our services are designed to cover the comprehensive process of equipping crisis management groups and individuals in exposed positions. We help them to define appropriate actions and provide psychological support- before, during, and after a crisis. Those responsible for crisis or emergency management will also find us a competent partner in the development of a "new" crisis management or the inspection and maintenance of existing crisis management systems.

·         We train and coach crisis management teams with the help of services tailored to the needs of our clients.

·         We develop processes and structures of crisis management.

·         We model and set up a crisis management team.

·         We draw up crisis management plans or manuals.

·         We coach crisis management teams.

·         We advise high-ranking individuals and individuals who are at risk regarding critical situations.

·         We support in real-life crises.

·         We support traumatized individuals during and after a crisis.

There are no patent remedies or ready-made solutions for critical situations. However, any solution must heavily depend on processes which involve communication, information, decision-taking and stress management. The recognition and assessment of such processes requires profound psychological competence, clearly defined tactical viewpoints and in particular long-standing experience in the management of critical situations. Equipped with all of these capabilities we provide all you require for making your company crisis-proof.

Cross-cultural dimension business communication

 As the American workplace has become increasingly multicultural and business more international, cross-cultural communications have become a big topic. Companies today must pay more attention to the dynamics of employees and colleagues of different national origins and ethnicities, especially because poor responses and lack of understanding can invite charges of harassment and discrimination. The health of your business may well depend on your ability to bridge cultural gaps.

Significance

In the changing American workplace, people of different national and ethnic origins play regular and important roles. Everyone brings skills and points of view, and at the same time, everyone in your operation has to adjust. A diverse workplace may mean different communication styles, expectations of behavior and approaches. Certainly foreigners must adjust to the generalized standards of the American workplace, but to some extent, workplaces have to adjust to incorporate new talent. This may include different ways of phrasing things, writing in clearer language or using more written communication to make up for a colleague’s speaking challenges.

Effects

A diverse population means adapting sales and marketing communications to the various populations that make up the United States. Many companies recognize that varying demographics in different cities, regions and even neighborhoods mean having to come up with different communication approaches. As a result, you may notice billboards in Spanish in some neighborhoods or a national retail chain using more television advertising in one region and more print ads in another.

Misconceptions

Phrases and ideas don't always translate. Numerous companies have found that selling their products in foreign markets has meant changing slogans and branding strategies to meet the tastes of a new target demographic. For example, in many third-world countries, fast-food restaurants are actually expensive to the local population. The low-cost and good value strategies often used in the United States have to be changed to present fast food as a premium product. In another example, products that may be sold with sexually themed or suggestive marketing in North America and European countries may have to be revamped for sales in Middle Eastern and Asian countries where such messages are offensive.

Considerations

When conducting business internationally, entrepreneurs learn that cultures have different expectations and protocols when it comes to meetings and interpersonal discussions. Cultures such as those of Japan and China have strong power distance values, and much of the speaking and interaction is done by the most senior member of a group. In fact, it may be inappropriate for someone lower in your organization to speak to a leader in theirs. Middle Eastern and Southeast Asian cultures consider socialization and getting to know one another a very important part of in-person meetings. Therefore, the American standard of "getting down to business" may hit a wall with cultures that consider building trust between parties essential to the business process.

Geography

In a time of international corporations and foreign outsourcing, business teams are spanning continents. Employees in the Americas may find themselves working closely with people in India, Japan and France all at once. Finding common ways of working together can be challenging -- especially when communication is primarily through email and occasional video conferences. Companies that elect to outsource and operate international offices have to consider guidelines, protocols and significant education on communication and working together. Otherwise, employees can easily find themselves struggling to work together, and productivity suffers.

Prior study of the country where you will do business is the most important step to successful international business negotiations. Taking the time to get to know the local culture will serve you and your company well. Learning and applying knowledge about another culture can help your business perform well internationally. Cross-cultural business communication starts with your taking the initiative to learn about the places where and the people with whom you will do business.

Awareness

Just the simple act of being aware of your surroundings before you enter business negotiations in another country can help you succeed. Study the culture of the country to which you’re traveling before you arrive. Learn what insults them and determine the cultural norms in situations like dining out and meeting new people, both of which are common in business dealings. Americans and Japanese view business negotiations very differently, for example. Americans view original contracts as being very important, while Japanese view them as a starting point for future negotiations.

Do as the Romans Do

When you’re in another country, try to act as the locals do whenever possible. No amount of pre-trip studying of a culture can prepare you for every social situation, but paying attention to those around you can help you work your way through business and social dealings. For example, British business culture allows for discussion and criticism of ideas in a business meeting, but in many hierarchical cultures, business meetings are the forum to inform employees of decisions already made. There is no room for criticism or questioning.

English

Although English is the world’s language of business communication, remember that many people learn English as a second language. The figures of speech you use on a regular basis may not be understood by someone whose native language is not English. This can be the case even in two English-speaking countries. Speak clearly and simply. Don’t speak louder, or so slow as to insult the person with whom you’re speaking, however. Get a reliable interpreter if necessary to ensure clear communication.

Business negotiations

Again, study the culture before you make your presentation. If the culture is more relaxed than yours, you may have to start your presentation later than you originally anticipated. Allow for networking and talking time before your presentation in these cultures. Be ready to present your material using the technology available in the country. You may have to use an overhead projector or a blackboard instead of a computer and projector. People in some cultures do not like visual aids in presentations, but would rather witness your oratory skills. In business negotiations, both parties typically wish to avoid conflict and persuade the other party to agree with them. However, cross-cultural conflicts do arise due to cultural preconceptions and communication barriers. Mediating the conflict as soon as possible after it occurs will help to avoid lasting negative feelings. The mediator is a third party who facilitates productive resolution of conflict, refraining from becoming emotionally involved in it. Members of a company negotiating with another should understand mediation skills, so any group member is prepared to intervene as mediator if need be.

Meet Face-to-Face

Meeting face-to-face may seem an implicit part of any mediation plan, but in a geographically broad business environment, it can pose a challenge. If each negotiator walked away with a negative perception of the other, a skilled mediator who detects the issue might arrange a face-to-face discussion via webcam. Talking face-to-face creates a richer interaction that allows participants to see each other as more human, even if done via Internet.

Hold Pre-mediation Conferences

Holding conferences separately with each party prior to speaking with them together allows them to each voice his frustration. Each may then feel less hostile toward the other party, particularly if the mediator offers counseling support. Having researched the cultural background of each participant, the mediator can help him to understand the root causes of the disagreement. The argument or negative feelings may have stemmed from a dramatically different understanding of what is polite and acceptable, for instance. The mediator also can help each party to frame his position in a tactful way that voices the validity of different cultural perspectives.

Exercise Culturally Aware Mediation

Mediation itself is often structured from within a westernized framework. A culturally aware mediator strives to make both parties feel comfortable talking and to give them culturally appropriate ways in which to express themselves. In mediation, participants are often expected to speak in a frank, straightforward manner. However, people from individualistic cultures, such as American and Canadian cultures, often feel more comfortable speaking frankly. In many Asian cultures, speakers naturally encode their messages in nonverbal expressions, and assume that the other party understands their message partly from the context. Understanding the cultural tendencies of the two parties will help the mediator to know when further verbal feedback is needed.

                                                               Use the Bridging Technique

The bridging technique helps mediators to encourage each party to expand its statements as need be. In this strategy, the mediator responds to a speaker with an empathetic response, articulating what remains unspoken. For instance, the mediator might point out that one party looks increasingly impatient or frustrated, linking this to the trigger for that emotion. The mediator would then prompt that party to elaborate on why she feels this way. This technique helps the parties to candidly discuss cultural perspectives they may have taken for granted.