The following essay aims to discuss what intercultural communication requires of co-workers and how it may be the reason an organisation fails or is a success. The aim is to look into things like cultural norms and whether it is easy to communicate with people who don’t have the same values, attitude, and behavioural patterns, how an organisation gets affected when there are parties that are not willing to set aside stereotypes and hear says that they receive about cultures different to theirs, whether diversity in an organisation can be controlled and can be used as an asset or not. There are many barriers in communication between people of different cultures but there are also ways to overcome the barriers and the following will be a breakdown
Other than that, is to listen to each and everyone’s opinion and conclude it with everyone’s agreement. This is to make them know that every member in the team’s opinion is equally important and this will help to cut down the conflict or argument occur. While to stop conflict when it occurs, the problem must be solve on the spot before it getting serious. Avoid solving it on the next meeting, because it will add more conflict to the next discussion. To do so, team leader need to set a small meeting with the members with the problem to convince them about the decision made, make them understand about the decision.
Stress and tiny schedule, in a multicultural environment can raise conflicts between parties and antipathy difficult to resolve as the perception of urgency could be different. A survey amongst expatriates trying to understand why interpersonal conflicts happen (Jassawalla, Truglia and Garvey, 2004) pointed out this issue. The time spent and dedicated to work, the respect of a schedule, and the perception of urgency are variables which are able to differ from different cultures. The different perceptions of these aspects cause a stressful situation and interpersonal issues. For instance, a shorter term orientation with a more relax perception of urgency can be a factor of tensions within an organisation dealing with deadlines.
(3) Communication Barriers Communication barriers are issues that hinder the successful communication of messages and employee engagement. They include but are not limited to the varying statuses of the employees, information overload and the lack of trust. First and foremost, First-Line employees may fear to communicate with the top-management as they are individuals who are higher up in the hierarchy and they may be a social gap between them. Moreover, employees receive many information from various parties per day. As such, employers may provide too much information at a goal when engaging their employees.
The fact that interpersonal communication takes two people means that it is indivisible. Without the second person, interpersonal communication is impossible. As we grow and learn, we must continually revise and update our personal theories of what works during interpersonal contacts, or our assumptions will compel us to repeat interpersonal scenarios or scripts that are doomed to fail. The effective interpersonal communicator does not take others for granted. Instead of following stereotypes, the effective interpersonal communicator is guided by knowledge and skill.
According to professor Bannan Perspective-Taking is the importance of to know thyself and to listen to all forms of communications shared by others. Therefore, as helpers, we gather Information about what we don’t understand including the knowns and the unknowns which include body language, rushing, talking fast, anxieties and nervousness. In fact, we must test the grasp of their perspective, as well as, listen and refine our viewpoint further. The importance of using brutal basics is for the purpose to ask open-ended questions for the best explanation, for this reason, avoid closed-ended questions like Yes or No as well as the “why?” questions. As professionals, we give reflective statements with specific questions to the client.
The helper must be flexible and to encourage good behaviors that the clients might not yet be recognized. Since the helper’s self-disclosure is about sharing their experiences that are appropriate as well as culturally appropriate and is only for the purpose to serve the client. A helper should also avoid telling the client how to behave, because some client’s desire more explicit instructions or challenges, and some require it. Nevertheless, be mindful that some clients need a specific, and a direct challenge to address their tactics. Also, the helper must be careful not to violate the empowerment value by challenging the client, even though; it’s not indirectly by forcing them to accept your values.
She writes, “The presence of high anxiety/tension is very common in cross-cultural experiences because of the uncertainties present” (71). Certainly, when we do not understand whatever other people are talking about in a conversation, we will be nervous, timid, or even feel isolated. Moreover, high anxiety can be a result by a misinterpretation of the language. Barna confirms this with a case of an international student. Even though, this student doesn’t understand what his/her classmates are talking about and why they are laughing, he/she has to pretend to understand by smiling.
Misunderstanding is a communication phenomenon that we often experience in our life. Especially, when we communicate with people from different cultures, the misunderstanding is inevitable. In reality, there are many possible reasons for these cases. But in my opinion, the main reasons are owing to language differences, different communication styles and non-verbal misinterpretation. The important thing here is what will we have to do in order to avoid misunderstanding, does not let it results in cultural conflicts.
So if the managers engaged in a complex discussion, it may be difficult to keep track of what they are allowed to say and what they aren’t. Also, the most difficult secrets which normally should be keeping aren’t about good news, most of the information that has negative news, either for the company with the secret or for the market in general. The simple reason sometime to keep the secret hidden is because in case if other people as customers had the information that you possess, they would see the world differently than they do now and probably with a certain degree of shock. The truth is that it often feels good to know a reaction from other people when the company informs them something, even if it is something positive and