British Communication Styles

 

The British are almost Asian in their use of diplomatic language. Almost alone in Europe, (with the possible exception of the Belgians), they place diplomacy before directness in communication. Being very non-confrontational in business situations, the British equate directness with open confrontation and fear that bluntness will offend the other party. This can often lead the British to seem evasive in meeting situations when they are really searching for a way of saying something negative in a positive way.

In addition to being diplomatic, the British also use language in a coded manner preferring to say unpalatable things using more acceptable, positive phrases. Thus, "I disagree" becomes "I think you have made several excellent points there but have you ever considered...." And a lack of interest in an idea is often greeted with,"Hmm, that's an interesting point."

Humour is virtually all-pervasive in business situations. This does not imply that the British are not taking the situation seriously – it is merely that humour is used as a tension release mechanism in the UK and helps to keep situations calm, reserved and non-emotional. Never underestimate a British businessperson because he or she uses humour in a seemingly inappropriate situation. Humour is a very important and respected communication tool at all levels and in all contexts.

It is better to be self-deprecating than self-promotional in the UK. People who are verbally positive about themselves and their abilities may be disbelieved and will, almost definitely, be disliked.

 

from http://www.worldbusinessculture.com

 

TEXT 2

Japanese-style management

The universality of Japan's civilisation can be seen in the booming sales overseas of domestically developed videocassette recorders, facsimiles, and other products known in Japan as "mechatronics," or mechanical and electronic devices.

Japanese-style management in its stereotypical form is said to be a combination of three elements: lifetime employment, the seniority system, and enterprise unions.

Note that while labour unions today are still organized separately at each enterprise, there have been gradual changes both in lifetime employment and in the practice of basing wage hikes and promotions fairly exclusively on seniority. Perhaps we should instead define Japanese-style management as a set of techniques for managing an efficiently systematised organisation. Among these techniques are quality control circles as well as the "ringi" system, an arrangement for circulating ideas and reaching decisions from the bottom up.

The core technique lies in the organised management of systems. As far as the institutions Japan has built in its modernisation process are concerned, whether they be in the political, industrial, technological, or educational domains, fundamental differences from the counterpart institutions in the industrial West are hard to find. But when it comes to the way these institutions are run, we find that separate Japanese principles of some sort seem to be at work. The key principle has come to be known as "groupism" or "group-centred orientation."

 

from A Symposium on Culture and Society “Japan and Europe: Changing Contexts and Perspectives”

 

TEXT 3

American Meetings

 

When asked to describe meetings in the USA, a word which Americans often use is 'aggressive'. This 'confrontational' approach, (where openly and directly debating all the relevant issues even at the expense of personal relationships is valued) is very alien to those cultures who always put diplomacy and harmony at the heart of their approach to meetings.

Of course, many cultures mistakenly see this direct approach between colleagues as a sign of bitter, personal animosity — which it always invariably is not. Time pressured, ambitious American business executives do not have time for the vagueness, diplomacy and lack of focus which they perceive as typifying meeting situations in such diverse cultures as the UK and Japan.

Meetings often include formal presentations by one or more of the participants and these presentations are a vital element in the demonstration of professional competence. Thus, presentations should not only be relevant and well researched but also delivered in a positive, enthusiastic and committed manner. The meeting and especially one in which a presentation has to be made, is seen as an opportunity to impress — important if personal success is to be achieved.

Meetings are increasingly virtual with one or more participants joining from a completely separate location.

 

from http://www.worldbusinessculture.com

TEXT 4

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