Communicating In A Globally Converged World: What Makes an Effective Message?

Saying What We Mean and Understanding What We Said

National intercultural communication can be expressed as an equation: data + shaping data to fit cultural understanding = message.

We tend to think of information as being transparent when we speak to people whose language skills are advanced and in our native tongue. However, the same language across cultures involves a great deal of interpretation and a large number of assumptions.

English: Challenging Even in Non-Idiomatic Circumstances

Since becoming involved with Engage, ThinkPlank’s training arm that facilitates communication between Indian and Western work teams, I’ve started listening differently — not just to what others say to me — but to what I say to other people.

When using idioms, it’s relatively easy to remain aware of the assumptions embedded in language because the meaning is always metaphoric. However, what if we are saying literally what we mean? Is the message clear to our listeners across a cultural divide?

Surprising Situations: Wanting People to Say No to Getting Things Done

A common complaint of clients is that it very hard to get Indian teams to say “no” when you propose a scope of work. Under more familiar circumstances, this might seem like a good thing. But in fact, if you can’t get something done, better to say no than to agree — and not accomplish the task.

As Westerners, we’re so programmed to persuade people to agree to our terms that “getting to yes” has become a cliche for success. However, in circumstances where “yes” means “who knows?” or when “I’ll try”  means “its unlikely”, “no” is a clearer way of expressing what will happen — even if you want agreement.

Cultural Roots

Ved Sen has written a great piece on the way religion and pantheism has shaped the way meaning is perceived in India. However, this explains and describes only part of the context. The more you learn what makes a culture like India work, the more successful you will be at making your business work in another country.
Not Just India

As a New Yorker transplanted to London, I might be even more aware than most. I continue accustom myself to a communication style that feels both less direct and intentionally obfuscated than anything I ever experienced in Manhattan. It also continues to fuel my passion for understanding how and why people absorb and disseminate information.

For example, Americans are famous for getting everything done in the meeting — you raise every point and push for approval. In London, even on low levels, much more is expected to be raised outside the meeting.

So if you’re given a polite response that sounds like “yes”, in an English meeting, it could mean that all systems are go — or it could mean something like “maybe,” “no,” “this isn’t the place to bring this up.”

And So . . .?

When creating a strategy for electronic convergence, it’s essential to remember the other discourses that go into understanding a product, website, or other meeting point of information. Too often, the Web’s global reach isn’t used to its best effect because of cultural blinders.

More as we go forward with Engage.