McCain campaign changes leadership (Moldova.org)

Sen. John McCain's U.S. presidential campaign staff has been altered, with political adviser Steve Schmidt tapped to take over the day-to-day leadership role.Schmidt's taking full operational control of the entire campaign means the role of Campaign Manager Rick Davis has been reduced, The Washington Post reported Wednesday.Schmidt will continue to report to Davis, who now will focus on ...

"Service is the rent we pay to be living. It is the very purpose of life and not something you do in your spare time"

Marian Wright Edelman

Understanding the differences in communication styles across cultures is a vital attribute for technical managers. Edward Hall, author of The Silent Language, notes that all cultures can be understood in relationship to one another by their communication styles. Researchers have noted some cultures during negotiations as silent (Japanese) while others are most vocal (Brazilians); therefore, organizations need to understand the dynamics of entering each foreign country. High-Context communication implies a message that is non-verbal; it can include the situation, behavior, and para-verbal cues during communications. The use of body language may be used as an alternative. In the Japanese and Chinese culture, High-context communication is used.

On the contrary, Low-Context communication occurs directly through explicit text and speech. In the Low-Context communication, Swiss and German societies utilize this mechanism. In the United States, people are very direct in their opinions. Therefore, US culture is considered to be a Low-Context culture. Unfortunately, an individual coming from a very High-Context environment may find US business people rude and impolite by their frankness. By understanding how communication styles are reflected in business operations, technical managers can be more effective during global negotiations. For example, the Asian culture utilizes a High-Context. Asians are very concerned about self-image and shame. In this situation, they are very considerate about a company's name or an individual's reputation. Good leaders understand how to maneuver the cultural landmines. Therefore, a manager working in a High-Context culture needs to make sure to avoid open criticism or ridicule that would cause an individual to lose face.

References:

Hall, E. (1959). The Silent Language. Garden City, New York: Doubleday & Company, Inc.

LeBaron, M. (2003). Culture-based negotiation styles. Retrieved on June 19, 2007, from beyondintractability /essay/culture_negotiation/.

Wurtz, E. (2005). A cross-cultural analysis of websites from high-context cultures and low-context cultures. Journal of Computer-Mediated Communication, 11(1), article 13.

2008 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of four books, including More than a Conqueror: Achieving Personal Fulfillment in Government Service. Do you want to improve your life? Do you want to make better decisions? If you answer "yes," then go to the 'master decision-making' website at darylgreen darylgreen

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