Culture Clash
Culture Clash
Respect for
powerholders is highly
valued in some cultures'I think my last conversation with our boss did not go very well," Martin Summers told colleagues as they ate lunch together in the company cafeteria. Martin, 30 years old, had accepted a position as a computer specialist at an accounting firm in Taejon, Korea.
It was a dream job for Martin. He had studied Korean for four years in college. Given his outgoing personality and obvious interest in Asia, he was welcomed by international students from Korea and spent much of his free time with them. He was able to practice Korean with these students, and this helped him excel in his classroom studies.
His boss in Korea was Jung-Ho Cho. A graduate of Seoul National University, Jung-Ho was 35 years old, looked young for his age, and seemed to have a sense of humor when he discussed company issues with members of his staff. One day, Martin made an appointment with Jung-Ho to recommend the purchase of some expensive software. Martin tried to remember how he interacted with his Korean friends at college when he made a recommendation to them. He tried to use memories of previous successful approaches during this conversation with Jung-Ho.
When Martin remembers his college years, he will be remembering informal interactions with Koreans. These interactions among age peers are not what Martin should have in mind when he interacts with his boss. The Korean language has various honorifics that people are expected to use when they interact with high status people. Honorifics include choice of vocabulary terms, a different set of verb endings, and use of a deferential tone of voice. In contrast, English has relatively few honorifics, and their use can seem stilted and inappropriate. Many Americans are successful using similar language when talking with bosses, colleagues and subordinates. Koreans, on the other hand, are sensitive to the absence of honorifics when they are expected. Bosses feel insulted when subordinates do not use language that acknowledges status differences.
This conversation and analysis developed from conversations with Eugene Kim of the University of Hawaii College of Business Administration. Language use that acknowledges status differences is part of cultural differences in "power distance." In cultures such as the United States, the psychological distance between bosses and subordinates is small. Subordinates do not feel that their bosses are better people, often address bosses using first names and look forward to the day when they will be bosses. In cultures such as Korea, the psychological distance is much greater. Bosses are highly respected, receive deference from their subordinates, and are often viewed as role models for proper behavior. Respect for this power distance is communicated when subordinates use honorifics.
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