Culture Clash
Culture Clash
A TEAM of officials from Hawaii's visitor industry traveled to Brazil and Argentina to explore how tourism from these countries could be increased. Team members had scheduled meetings with government officials, executives in the private sector, and with the directors of major tourist attractions. Clock time less
important to someAfter returning to Hawaii, team members met to compare experiences and to formulate plans for the future. While there were many exceptions, one common experience was that scheduled meetings often did not start on time. Meetings scheduled for 1:30 p.m., for example, might not start until 3 p.m. or later. The team members complained that it was hard to stay occupied while sitting in reception rooms waiting for meetings to start.
One cultural difference that is helpful in understanding this incident is the distinction between "clock time" and "event time." People everywhere need to arrange activities during their workdays. If they organize these activities by the clock, then various meetings and tasks are scheduled at set times and are often written down on a calendar. In clock time cultures, people become uncomfortable if they have to deviate from their calendars and use terms like, "I'm running late."
In event time cultures, meetings and tasks begin and end according to people's feelings about time rather than by previously written down schedules. Events take a certain amount of time to complete, and they shouldn't be rushed. After one event is given its proper amount of time, another event can start. The executives who were late for meetings with the visitors from Hawaii were likely finishing up events that began earlier in the day. A subordinate may have needed last minute advice for a task, a relative may have called, or a colleague may have had pictures of a newborn baby that had to be admired. These events demand time and the executives are expected to show respect for people by sharing their busy workdays.
How might the visitors from Hawaii have modified their behaviors? They could have started their own events. They could have engaged the executives' assistants in conversations about tourism and about marketing to upscale travelers. They could have admired pictures of the assistants' children. They could have asked for the assistants' recommendations for other influential people who might be contacted.
With knowledge of this cultural difference, members of the Hawaii team could be prepared to set aside their clock time cultures and participate in various unfolding events.
The purpose of this column is to increase understanding of human behavior as it has an impact on the workplace. Special attention will be given to miscommunications caused by cultural differences. Each column will start with a short example of such confusion. Possible explanations will be offered to encourage thought about these issues.
Richard Brislin is a professor in the College of Business Administration,
University of Hawaii. He can be reached through the
College Relations Office: cro@cba.hawaii.edu