14 Topic 1: Introduction to Intercultural Communication

Activity 1: Reading – Introduction to Intercultural Communication

Please read the following text which introduces you to communication and diversity.

This activity contains text from 31. Cross-Cultural Communication by Olds College licensed under CC BY 4.0. Minor changes for readability.

Introduction to Intercultural Communication

We often think of intercultural communication as an interaction between individuals from different countries. While national identity is a significant part of who we are, intercultural communication also happens within a single country. Differences in language, region, and perspective shape interactions between people from different areas, whether it’s the variations between high and low German dialects, the distinctions between Eastern and Western Canadians, or the contrast between urban and rural viewpoints. Our geographical, linguistic, educational, and social backgrounds all influence how we communicate.

Culture is woven into our very thinking, and it stays with us even as we grow and redefine ourselves through new experiences. Every group or organization has its own culture, and within a larger, global culture, many subcultures or co-cultures exist. For example, in a business, the sales and accounting departments might have distinct ways of communicating, each with unique symbols, vocabulary, and values. Within these departments, there may be smaller subgroups, and each individual brings their own background, influencing how they interact.

Imagine a group of students of similar age and educational level. Differences still exist across gender, background, and personal experiences, shaping how they communicate. These distinctions are not limited to just gender but also to individual personalities and perspectives within the same group. Even siblings raised in the same household will have unique ways of expressing themselves, reflecting the complexity of intercultural communication. Our upbringing shapes our worldview, values, and interactions with others, revealing that culture is not a static concept but something we continually create and navigate.

Culture encompasses shared beliefs, attitudes, values, and traditions, extending beyond visible traits like clothing, entertainment, and hobbies. It includes the underlying psychological expectations and behaviours of a group. For instance, if someone grows up in an environment where certain behaviours are expected based on gender, those expectations influence their communication style. Everything from word choice to the mode of communication—whether in person or online—to subtle non-verbal cues like a nod or glance is shaped by cultural context. Culture defines the framework within which communication occurs, affecting every aspect of our interactions.

Figure 6.1.1: What Is Culture

by Laura Underwood

Adapted by Olds College from Understanding Culture, Figure 2.2 in Cultural Intelligence for Leaders. CC BY-NC-SA 3.0

[Alt text: Culture is symbolic, learned, shared, dynamic and systemic]

Culture consists of the shared beliefs, values, and assumptions of a group of people who learn from one another and teach to others that their behaviours, attitudes, and perspectives are the correct ways to think, act, and feel.

It is helpful to think about culture in the following five ways:

Culture is learned.

Culture is shared.

Culture is dynamic.

Culture is systemic.

Culture is symbolic.

Figure 6.1.2: The Cultural Iceberg

by Laura Underwood

Based on Edward T. Hall’s Cultural Iceberg (Lindner, 2013)

[Alt text: Surface culture: food, flags, fashion, games, dances and so on. Deep culture includes communication style: facial expressions, gestures, touching, eye contact and so on; notions of courtesy, manners, friendship, leadership and so on; concepts of self, time, past and future and so on; attitudes towards elders, adolescents, dependents, rule, expectations and so on; approaches to religion, courtship, raising children, and so on]

The iceberg, a commonly used metaphor to describe culture, is great for illustrating the tangible and the intangible. When talking about culture, most people focus on the “tip of the iceberg,” which is visible but makes up just 10% of the object. The rest of the iceberg, 90% of it, is below the waterline. Many business leaders, when addressing intercultural situations, pick up on the things they can see—things on the “tip of the iceberg.” Things like food, clothing, and language differences are easily and immediately obvious, but focusing only on these can mean missing or overlooking deeper cultural aspects such as thought patterns, values, and beliefs that are under the surface. Solutions to any interpersonal miscommunication that results become temporary bandages covering deeply rooted conflicts.

Cultural Membership

Becoming a member of a culture involves gradually acquiring the shared meanings, values, and practices that define that culture. Communication relies heavily on this shared understanding—meanings of words, symbols, gestures, and other elements that are commonly agreed upon. When people interpret these elements in the same way, communication flows smoothly. However, when meanings differ, communication difficulties arise.

Members of the same culture share certain common understandings. Researchers who study cultures globally have pinpointed key characteristics that are central to nearly every culture. These characteristics are expressed in different ways, but they tend to be present in nearly all cultures:

rites of initiation

common history and traditions

values and principles

purpose and mission

symbols, boundaries, and status indicators

rituals

language

Terms to Know

Although they are often used interchangeably, it is important to note the distinctions among multicultural, cross-cultural, and intercultural communication.

Multiculturalism is a rather surface approach to the coexistence and tolerance of different cultures. It takes the perspective of “us and the others” and typically focuses on those tip-of-the-iceberg features of culture, thus highlighting and accepting some differences but maintaining a “safe” distance. If you have a multicultural day at work, for example, it usually will feature some food, dance, dress, or maybe learning about how to say a few words or greetings in a sampling of cultures.

Cross-cultural approaches typically go a bit deeper, the goal being to be more diplomatic or sensitive. They account for some interaction and recognition of difference through trade and cooperation, which builds some limited understanding—such as, for instance, bowing instead of shaking hands, or giving small but meaningful gifts. Even using tools like Hofstede, as you’ll learn about in this unit, gives us some overarching ideas about helpful things we can learn when we compare those deeper cultural elements across cultures. Sadly, they are not always nuanced comparisons; a common drawback of cross-cultural comparisons is that we can wade into stereotyping and ethnocentric attitudes—judging other cultures by our own cultural standards—if we aren’t mindful.

Lastly, when we look at intercultural approaches, we are well beneath the surface of the iceberg, intentionally making efforts to better understand other cultures as well as ourselves. An intercultural approach is not easy, often messy, but when you get it right, it is usually far more rewarding than the other two approaches. The intercultural approach is difficult and effective for the same reasons; it acknowledges complexity and aims to work through it to a positive, inclusive, and equitable outcome.

Whenever we encounter someone, we notice similarities and differences. While both are important, it is often the differences that contribute to communication troubles. We don’t see similarities and differences only on an individual level. In fact, we also place people into in-groups and out-groups based on the similarities and differences we perceive.

We tend to react to someone we perceive as a member of an out-group based on the characteristics we attach to the group rather than the individual (Allen, 2010). In these situations, it is more likely that stereotypes and prejudice will influence our communication. This division of people into opposing groups has been the source of great conflict around the world, as with, for example, the division between Catholics and Protestants in Northern Ireland; between Croats, Serbs, and Bosnian Muslims in the former Yugoslavia; and between males and females during women’s suffrage. Divisions like these can still cause conflict on an individual level. Learning about difference and why it matters will help us be more competent communicators and help to prevent conflict.

Activity 2: Personal Reflection Journal – Reflection Question 1

Please answer the following reflection in any format you like (such as in writing, a video, note form, or a drawing). Save your reflection responses in one large file so you can refer to them later in the course if needed.

Reflection Question 1: Consider how your own cultural background has shaped your communication style. What are some specific elements—like language, region, or personal experiences—that influence how you interact with others?

Media Attributions

Figure 6.1.1: What Is Culture by L. Underwood adapted from content created by Anonymous for Understanding Culture in Cultural Intelligence for Leaders

Figure 6.1.2: The Cultural Iceberg by L. Underwood adapted from Lindner, M. (2013). Edward T. Hall’s Cultural Iceberg

References

Anonymous. (n.d.) Cultural Intelligence for Leaders. https://2012books.lardbucket.org/books/cultural-intelligence-for-leaders/index.html

Lindner, M. (2013). Edward T. Hall’s Cultural Iceberg. Prezi presentation retrieved from https://prezi.com/y4biykjasxhw/edward-t-halls-cultural-iceberg/