The theme of cultural diversity has recently been discussed endlessly in the media. This interior eye focused on our society has generated specific questions, i.e. How do we interact and forge links with people from other cultures, taking into account their differences and strengths?
Empathetic leaders need to harness the cultural diversity of their workplace in order to have fruitful relationships with people from different environments. Recognizing the cultural differences of one’s employees involves, paradoxically enough, showing them how similar we all are in our uniqueness and humanity.
Decoding non-verbal communication
To get along, we need to first of all understand each other’s language—verbal, as well as non-verbal communication. . .
Starting from the principle that a smile is a sign of happiness, while a frown indicates vexation, we instinctively decode the emotional state of the speaker based on behaviour and facial expression. Some expressions are universal. Thanks to Darwin, and more recently Paul Ekman, we know that humans the world over recognize at least six facial expressions: happiness, anger, disgust, sadness, fear and surprise. In our modern society, however, we often attempt to tone down a peal of laughter or a fit of anger, making decoding messages that much more difficult. We should be aware of our cultural perceptions to avoid misunderstandings between colleagues or communicators from different environments.
Anger or happiness?
The control of facial expressions is very dependent on the social context, and cultural norms in particular. A seminal Ekman study showed that in the presence of an investigator, Japanese participants expressed no emotion when viewing photographs of shocking injuries (moving just their eyebrows), while Westerners were clearly disgusted. When the investigator was not present, the Japanese showed just as much disgust, meaning that they had censored their facial expressions of disgust in a social context.
The expression of negative emotions such as anger is repressed in collectivist societies (Asia) and more greatly valued in individualist societies. In Asia, showing one’s anger is seen as threatening group harmony, which is more important than the individual. This threat may lead to shame for family and peers. Conversely, whether on television (e.g. Seinfeld ), or with friends, Western societies value the expression of anger, seeing it as an affirmation of self and individuality. Similarly, other cultures value visible signs of grief when mourning (crying, wailing, etc.) as opposed to extreme reserve.
Pay attention to proximity
The rules of proximity vary greatly from one culture to another depending on the context and relationship of the individuals. Being aware of this can avoid many diplomatic faux-pas. . . In the West, an intimate distance is between 0 and 45 cm, personal distance between 46 cm et 1.2 m, social distance between 1.20 m to 3.65 m, and finally public distance between 3.65m and 7.6 m. In some cultures (e.g. North African), people stand very close together when talking, touch each other more often and men kiss each other. Not knowing these cultural differences can be a major handicap, i.e. irritant, since one may think that just plain rudeness is involved!
Accepting divergent visions of the world
Managers must show openness, even when they don’t understand, e.g. a fervently religious employee, or an employee who regularly misses work to help out family. In the event of diverging values, it is important to discuss one’s world view to find ways of “accommodating both parties” without bitterness or judgment.
Integrating cultural differences in the company’s day-to-day existence
Sometimes organizing a “cultural Friday,” in which the baked goods and typical music of an employee’s culture are enjoyed in a relaxed atmosphere is enough. Such events provide an opportunity to highlight and better stand cultural differences. It is always important to positively reinforce the qualities and specificities of all individuals: culture is an aspect that should not be ignored.
In conclusion, it is critical to openly reject prejudice and intolerance, which are still all too often present. Racial stereotypes arise from ignorance, and encouraging multicultural encounters provides a positive, entertaining way of fighting them.
Nadine Murard, Ph.D., is a human resource management consultant, trainer and researcher in emotional intelligence as well as a speaker and lecturer at UQÀM.
nadinemurard@hotmail.com