Intercultural Communication: Barriers

A. Communication Dimensions

Seven dimensions of communication are identified and described below. Each uses a continuum to describe the dimension and how it affects GV team interactions and communications. In some cases one end of the continuum is preferred over the other because of the unique nature of GV teams. However, in other cases the dimension is merely important for a GV team member to recognized where on the continuum he/she is and where his/her counterparts are to facilitate communications.

1. Direct vs. Indirect
2. Fast vs. Slow
3. Verbose vs. Laconic
4. Assertive vs. Polite
5. Emotional vs. Rational
6. Formal vs. Casual
7. Frequent vs. Infrequent

1. Direct vs Indirect. Direct communication happens when a person communicates in a simple, frank manner. He/She wants to confront and deal with the issues and difficulties in clear, simple, uncomplicated ways. There is more concern with saying something in a clear-cut, straightforward manner than how something is said.

An indirect style emphasizes how something is said over speaking directly to the issue or difficulty. It discreetly avoids contentious issues and difficulties. The speaker counts on the listener to interpret the true meaning of what is being said. Often this style is used to help another individual maintain their status or not be embarrassed in a direct confrontation.

For example, consider the following statements. What message is the speaker trying to convey to another person?
• If everything proceeds as planned, the proposal will be approved.
• Have you submitted a copy of your proposal to the Ministry of Electronics?
• Your question is difficult to answer.
• We cannot answer this question at this time.
• Will you be staying longer than originally planned?
• Approval looks possible, but we cannot say for certain now.
• We hope to know soon, but we are unable to give you an answer now.


Each statement above is an example of how a culture with an indirect communication style would say no. If you reread each statement you can see how, if said around other colleagues, the statement would allow one not to be embarressed, but realize that his or her project or request had been denied. If this same issue was discussed with a person from a direct culture, a prompt "no" would have been given possibly with a brief, explanation why the proposal or request was denied. Similarly, if a team member from a direct culture heard these responses, he or she would still be waiting for an answer that the indirect culture has already given.

On a GV team clarity is critical. If you know a team member is from an indirect culture and such a response is given verbally, you might text one-on-one, in private to confirm the no response. Similarly, someone from a direct culture may meet privately via VCTs with a team member before or after a meeting to give the news and reasons. This will allow for a more open discussion and prevent the team member from being publically embarressed.

2. Fast vs Slow. This continuum refers to both the pace of the conversation and the expected time of response. A fast communication style wants the conversation to move forward at a quick, brisk pace. The speed of the conversation is as important as the answer. It expects a quick response and decision to a request. In these cultures (i.e. Portugal, Brazil, etc.) a fast-paced response indicates that those listening to the speaker are engaged and interested in what the speaker has to say. It is common for people to get cut off in midsentence and not be considered rude.

In a slow communication the person takes his/her time to respond to the request. Conversations are viewed as something that should not be rushed or hurried. Decisions need to be made after reviewing several options and possibilities. An example of a slow communication culture is native North American cultures. Time is taken to think or talk things out and come to a solution. Argentina and Uruguay are also examples where people tend to speak slow and clearly. Doing so is an indication of a well-educated person.

On a GV team communicating virtually with a fast paced culture would expect a prompt (same day or less) response to any e-mail, voice-mails or other VCT. Many Asian cultures expect this type of response to be the norm. However, in the United States, a response to an e-mail may take several days unless the initial request is considered urgent. If a full response will take several days to send, the team member should still send an e-mail telling the other team members that he/she has received the request and will need several days to to a full response.

When using VCTs, conversations often move at a slower pace as there is a time lag between broadcasting and receiving a response and it is difficult to have both people speak at once. If teams are a great distance apart with a lower bandwidth, the lag between speaking and responding may be several seconds. Fast paced cultures would need to speak at a slower rate. Interrupting is also more difficult as those communicating on a VCT often need to take turns speaking uninterrupted.

3. Verbose vs Laconic. A verbose culture uses stories to convey meaning or understanding. They use many words to convey a variety of thoughts, ideas or images. Conversations are usually long and involved. In earlier days many products would host contests where applicants are required to describe why their product is best in 25 words or less. With verbose speakers the joke is told that they would win a lot of contests except they cannot say anything in 25 words or less! Arab speaking countries often use many words to express themselves. They may repeat or paraphrase comments or use many adjectives to describe a single noun just to make their point.

A laconic speaker uses few words to express his/her thoughts and ideas. Conversations are usually quite short, brief and to the point. Their language is very precise and descriptive. Too much talk is considered negative in European countries such as Sweden, Denmark, and Finland. A laconic speaker is considered to have a sense of dignity and quietness that is valued.

On a GV team both types of speakers are possible. For verbose speakers care would need to be given so the context of the story is understood between cultures. For example, if someone from Western Canada is using an experience from growing up on a farm to make a point, those in other cultures may have a very different image of what a farm is in terms of size, crop, etc. Care would need to be taken to explain culturally sensitive aspects of the story. Similarly, laconic speakers would need to make certain that they are not too brief in their discussions. Care should be taken to clarify and determine if one has understood what is being said. However, both have the potential to reveal a greater understanding about their culture.

4. Assertive vs Polite. Individuals in an assertive culture may appear to be arguing or fighting with each other when, in fact they are merely discussing the matter. This type of communication has people stating their opinions with considerable emphasis. They openly confront their differences. In western cultures assertiveness is considered a positive sign of confidence and individual strength. An assertive position is described in the phrase, "The squeaky wheel gets the grease," meaning the one who expresses an opinion in a strong, forceful way will get what he/she wants.

Polite people seek to avoid a confrontation and be nice throughout the conversation even if offense is given. They take great effort to treat differences tactfully and diplomatically without giving offense. In many Asian countries politeness is considered a stronger trait over assertiveness. If you need to state your opinion, you are expected to be polite and not to criticize other's opinions.

Both of these positions may occur on GV teams. Assertive people need to learn to seek out the opinion of others, wait to hear what the polite people have to say and discuss it in a clear context. In short, they need to calm down a bit.

Polite people need to know that they can express a dissenting opinion and contradict an assertive person. They need to develop a mechanism for interrupting to present their views. In both cases a strong relationship of trust needs to be built through discussion and contact through VCTs. This will allow the polite people to be willing to critique others suggestions and it will provide the assertive people the respect to be quiet and listen. In some cases the polite person may need to ask the aggressive person to wait until he/she is finished presenting his/her ideas.

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