Culture Clash
Culture Clash
Ron Olsen worked in Detroit for a large firm that imported automobile replacement parts. He traveled to Japan with the goal of identifying companies that might enter into joint venture agreements. Fortunately, he learned of an upcoming convention in Nagoya whose attendees worked in the automobile industry. He e-mailed his home office, a Japanese colleague there put him in touch with the convention organizers, and they issued an invitation. Business cards aid
discourse in JapanRon knew that Japanese business people exchange business cards, and so he had some made while still in Detroit. However, he forgot to take them to the convention. Upon meeting people, they would offer him their cards but he would be unable to reciprocate. Ron was surprised that conference participants seemed to have difficulty communicating with him.
Ron knew of the norm that business cards are exchanged but he underestimated its importance. The Japanese language has various stylistic features that are used with people of different status levels compared to the speaker. There is a style for those with higher status, equal status, and lower status. A company president in Japan would use one style with government officials of equal status, and another style with recent college graduates just starting their careers.
If Ron does not present his business card, the Japanese have a difficult time deciding what style to use. Rather than make a mistake, the Japanese might say little. In contrast to Japanese, English has a "one style fits all" approach. There is a collection of phrases accompanied by a pleasant voice tone that can be used with many people of varying status levels. In Hawaii, regardless of who they are communicating with, people frequently find themselves using phrases such as: "How was your trip? Are you over jet lag yet? Have you had a chance to go to the beach?"
This incident and analysis developed from conversations with Keiko Shimazu, a graduate student at Chaminade University. Another implication is that people doing business in Japan frequently engage in title inflation. Salespeople become assistant vice presidents for marketing, and computer specialists become directors of electronic information processing. The belief is that prestigious titles lead to better treatment in Japan. Title inflation is not recommended, however, because the Japanese may overestimate the decision-making powers of the visiting business people and will lose respect if the Americans cannot deliver on promises.
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