Intercultural Communication: How to Talk to Different Cultures

Culture as Hidden Programming

Geert Hofstede called culture “the collective programming of the mind” — a set of values, norms, and practices shared by a group. In international business, ignoring this programming is a recipe for failure.

Richard Lewis (“When Cultures Collide”, 1996) classified cultures into three types: linear-active (Germany, Scandinavia, USA): planning, punctuality, direct communication, facts and figures, separation of work and personal life. Reactive (Japan, China, Finland): listen more than speak, avoid direct conflict, harmony, respect for hierarchy, “face.” Multi-active (Russia, Brazil, Arab world, Southern Europe): emotionality, importance of relationships, schedule flexibility, personal communication more important than documents.

Direct and Indirect Communication

The most critical cultural difference for the professional: direct vs indirect style. In Germany, “no” means no. In Japan, a direct refusal is loss of face. “Perhaps this will be difficult” means no.

Richard Lewis describes the “Finnish sauna effect”: a Finn is silent with you — this is comfort and respect. For an American, silence is anxiety and awkwardness. The same nonverbal signal — polar opposite meanings.

In Arab business culture: a direct “no” is impolite; “we will consider,” “this will be difficult” — signs of refusal. A long tea session is not a waste of time, but a necessary investment in relationships. A business question before building personal trust is an insult.

High-Context and Low-Context Communication

Edward Hall: high-context communication (Japan, Arab countries, Russia) — most of the meaning is in context, nonverbal cues, relationships; less is recorded explicitly. Low-context (USA, Germany, Scandinavia) — meaning is in explicit words; context is less important; everything is documented in writing.

For the international professional: when working with a high-context culture — clarify more, don’t rely on “it’s all clear,” build relationships before negotiations. When working with a low-context culture — be direct, specific, record everything in writing, don’t expect that “it goes without saying.”

Practical Strategies

(1) Study the basic cultural features of the country before the meeting — takes 30 minutes, can save the negotiation. (2) Observe and adapt — don’t stereotype; a specific person may differ from the cultural norm. (3) Don’t interpret others’ behavior through the lens of your own culture — what seems rude to a German is neutral to a Dutch person. (4) Ask with curiosity, not with judgment.

Question for reflection: Recall a misunderstanding in professional relations with a person from another culture. Retrospectively — what cultural difference (directness/indirectness, relationship/task, time, hierarchy) might have been at its core?