Intercultural Communication: Barriers

B. Cultural Values and Practices (continued)

When interacting with different cultures one needs to understand that cultures have many levels and nuances to truly understand. Interaction once on a GV team will provide some insight to a culture, but only being immersed in a culture for an extended period of time will allow one to understand the subtle influences that make a culture unique. Deep understandings of a culture will generally not happen on a GV team, especially if a team member has not had previous international experience. However GV team interactions may augment past or future cultural interactions. In an effort to help understand how culture influences those living in the culture, a model of three levels of culture is presented.

The framework uses the symbol of an iceberg. Only the part sticking out of the water is obvious and in view of everyone. Most of the iceberg is below the surface of the water. The further down on the iceberg one moves, the greater the understanding of how the visible part of the iceberg is influenced. Similarly, the deeper and more involved one becomes in a culture, the greater he/she understands why people in the culture do what they do.

1. Surface Level View of Culture. To use our analogy, the tip of the iceberg would refer to the surface level culture. It is the pop culture and images we receive through the media. For example, if you were to sample, television shows, movies, music and magazines, what images of the American culture are projected? You would be able to pick up on current styles, habits and cultural actions. However it is unlikely that many of these images would accurately portray what life is really like for the typical American and what influences the way they act. However, these are the images that are commonly understood to represent the values and norms of the society.


2. Intermediate View of Culture. The intermediate view of culture is just below the surface. It examines the symbols, meanings and norms. Symbols are signs, artifacts, words, gestures or non-verbal behavior that reveal something about a culture's group-value orientation. Frictions occur because of how these symbols are labeled and the value attached to those symbols. For example, Americans attach a great deal of meaning to national symbols such as their flag and what it represents. While other cultures may have a flag, they may not attach as strong importance to their flag. Different emblems, gestures, or expressions may carry a greater meaning than that which appears on the surface. When similar symbols are given a different meaning in different cultures problems may arise. For example the "OK" gesture used in United States and Canada (making a circle with the thumb and finger and extending the other fingers) can mean money to the Japanese, a sexual insult in Brazil and Greece, a vulgar gesture in Russia and zero in France. It is easy to see different meanings attached to similar symbols has the potential to create misunderstandings and offense.

On a GV team you may only have a cursory view of these underlying influences of a culture. They will happen as a culturally different team member explains why something is of unique, special or sacred value to a culture. They will often express how things are commonly done and why. However, the team member inquiring about this will not experience these cultural symbols, meaning and norms within the context of the culture they come from. At best it will be a secondary understanding.


3. Deep-Level View of Culture. This view examines the traditions, values and beliefs of a culture. This includes the myths, legends, ceremonies and rituals that bind a culture together. It reinforces the unity of the culture and helps to create communal memories. They try to answer some of the perplexing questions of the origin and purpose of life that are commonly found in the religious beliefs of various cultures. They seek to explain why things happen and how things work in a way that allows the culture to function. Beyond the beliefs are the cultural values that seek to define good or bad conduct, desired and undesirable performances and fair or unfair activities. These are the foundations that drive human communication and interaction. It also clarifies the logic behind one group taking action over another.

On a GV team, members do not have the opportunity to immerse themselves or participate in the other members' cultures. This restricts the deeper understanding and the opportunities to build strong relationships of trust and collaboration. It also prevents one from experiencing the sight, touch, sound, smell and tastes that come from a culture.

GV team members must take the time to seek out the deep cultural meanings from fellow team members or local organizations that promote the culture. For example, in Canada it is common to find a clubs such as French Canadian, German Canadian, Tibetian Canadian, etc. If a GV team member is working with a group of Germans, going to such a club for some of its sponsored events will help provide insights to the culture without traveling. It will also provide better understandings for communications and interactions with other team members. The point is GV team members need to seek out ways to immerse themselves in their fellow team members' cultures. It requires an effort above and beyond the mere interaction with team members.