DON'T GET INTO CULTURAL HOT WATER
International business dealings involve more than facts and figures, experts say  - August 9, 2000

By Connie Adair - Special to the Star

As the adage goes, when in Rome, do as the Romans do. It's good advice, especially when it comes to conducting business among other cultures. Knowing what's accepted and what's not helps companies bridge the gap between cultures and avoid faux pas that could cost them business.

One common mistake is to assume that communication takes the same form around the world, say Peter Burgi, director of research aT IOR Global Services in Northbrook, Ill. The 20-year old company trains individuals and corporations.

For example, to North Americans and many Europeans, a pause in the conversation offers a chance to respond. And a long pause is interpreted as a loss for words. It's uncomfortable, "the equivalent to dead air on the radio, and people rush to fill the silence," says Burgi.

However in Japan and Finland, long pauses are common, offering a chance to reflect on an important point being made by the speaker. Responding too quickly can be offensive.

"It's important to find out how much silence is norm," says Burgi "It may seem trivial, but it's the reverse."

Whether to shake hands or bow may be a concern for some, but "if an outstretched hand is met with a bow, it's not a great offense. What blows deals is the failure to understand communication styles," he says.

North Americans' style of getting right down to business is seen as rushing to many cultures.

"It can be off-putting," says Monica Francois, president and director of intercultural programs for Chicago-based Language and Culture Worldwide, which specializes in training for small businesses.

Another common assumption is that because people speak the same language, for example English, that they are culturally the same. English is becoming the language of business, but people still draw on their own background, experiences and cultures when making business decisions, Burgi and Francois agree.

"Of all expatriate postings of North Americans to English-speaking (destinations such as) the United Kingdom or Australia, a large number come to grief because the expectations are inappropriate," says Burgi.

"There is a genuine style difference, and the language is not the same. The style of communicating is different - the use of understatement, irony, sarcasm," he says.

Even a simple difference in meanings for a common word, such as "table", can cause misunderstandings. when someone wants to table a report in the U.K., it means they want to deal with it immediately, unlike in North America, where tabling a report means putting it off, says Francois.

Farther afield, in Thailand, the head is seen as an extremely personal and intimate part of the body. A pat on the head for a job well done is seen as touching in an intimate way in that country.

Greet an Arabian businessman by asking about his wife and your business may not recover, says Francois.

Putting your feet on the desk, which in North America denotes relaxation and familiarity, is almost never done in any other country. "It's seen as just short of barbaric, "says Burgi.

A North American going to Germany and using first names informality in a country where formality is expected, can immediately be at a disadvantage, says Francois. In Germany and other Germanic countries, the use of titles, such as professor or doctor, is common. Germans are also very regimented in time, and a deadline missed by even one day can undermine credibility, she says.

Business success in Latin countries relies first on a warm personal relationship and building a level of trust. Latin business people may take days getting to know you.

To the common practices of people in other countries, more small companies are turning to cross-cultural trainers to guide them through the global village.

Cross-cultural training teaches individuals to be sensitive to the differences between cultures. It's not stereotyping, Burgi and Francois say.

There are numerous companies that offer cross-cultural training, with programs ranging from half-day to day-long briefings.

A company that will be most helpful will do a "detailed intake" to gather information about your business situation and the type of contact your business has with a region or country. (There are regional differences, as well. For example, to say there is an Asian way makes as much sense as saying there is a European way. Things are done very differently in different parts of Europe, Burgi says.)

Also ensure your company will be using host nationals of your intended customer country. If you're heading to Italy to do business, make sure there will be Italians there, not the trainers, but others who can offer experience "from the horse's mouth," Burgi says.

Role playing and the use of skits are also helpful, Francois adds. Francois also recommends doing a little research on the Internet to learn about cultural norms. Many offer tips and do's and don'ts, but it's important to remember they're just guidelines and it's important to avoid generalizations.

However, here are some general observations. It's always a good idea to avoid talking about politics, sex and religion. And one more: be respectful and sincere in your dealings.

The U.S. federal government's Small Business Administration has prepared a series of $30 (US) videos, called International Straight Talk, available from Amazon.com dealing with individual countries and explaining the norms.

If your business is embarking on a long-term venture or a substantial project, it's a good idea to find a local partner or someone to help during negotiations. Also, don't forget training for support staff. It will make them feel empowered, says Francois.

Francois Lasalle, spokesperson for the department of Foreign Affairs and International Trade in Ottawa, suggests checking out the department's Web site (www.dfait-maeci.gc.ca). Small businesses can also enlist the services of trade commissioners, who help develop business overseas.

Although cross-cultural training may seem expensive, it's worth the time and the cost, the trainers agree. Businesses gain a competitive advantage when dealing with foreign nationals. Knowing how to negotiate cultural barriers and avoid invisible barriers is the key.