Mitev-A3-ICCM-Fall 2023
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M3 Case Study: Building Relationships at a Japanese Kaiseki
Question 1.
The AIA model is implemented by global managers to better understand communication behaviors in any given interaction by breakdown using three key processes. The processes are Attention, Interpretations, and Action. Attention
: Often during communication interactions, a client or recipient of the messages can fail to pinpoint the most important parts. As a global manager, one must focus on grabbing the listeners’ attention to guide them to focus on the intended message. (Steers, R.M., & Osland, J., 2019, pg. 158) Interpretation
: Once the message is focused on by the listener, they often need to make sense of
it themselves. A listener often asks themselves, How should I interpret this message and what does it mean?
” (Steers, R.M., & Osland, J., 2019, pg. 159) Research also shows that cultural variations in the communication process can impact the results of the interpretation process. Action
: Finally, the listener must analyze the situation to determine if and how to respond. This decision can be guided by the following question, What is the most suitable reaction?
(Steers, R.M., & Osland, J., 2019, pg. 159)
The model also infers on communication interference, which alludes that many “factors can serve to reinforce, attract, or distract attention towards or away from some messages at the expense of others.” (Steers, R.M., & Osland, J., 2019, pg. 159)
Australian
In the case study provided the Australian’s, Robert Brown, and Luke Thompson both accepted a dinner invitation after their initial meeting with their potential Japanese business partners. Both played a key role in the AIA model, with specific focus on Luke Thompson. Luke paid attention
to the invitation which mentioned the dress code would not be especially formal. He interpreted this information as an opportunity to dress informally, and he acted by wearing a very casual attire. This major misinterpretation caused by lack of understanding on Japanese culture could lead to serious conflicts and confusion as seen in the dinner business meeting, to even the seating arrangements.
Japanese
The Japanese business partners, primarily Takeshi Miyamoto, Yoshi Shimizu and Chairman Suzuki played a key role in the AIA model as well. Takeshi had the most important role in this case as he was the interpreter between the two different cultures. Takeshi had to translate from English to Japanese, as well as teaching the Australians on various Japanese cultural norms and ques. Question 2.
There are several power distance and hierarchy-related differences presented in this case. Power distance is one of Hofstede’s cultural dimensions theory and is crucial when attempting to understand the nuances and norms of other cultures. It impacts communication, key decision making, and expectations regarding leadership and hierarchy structures. (Steers, R.M., & Osland, J., 2019, pg. 47)
The Japanese are shown to have a high-power distance than the Australians. The Japanese
cultural norms lean towards a hierarchical social organization, where people accept unequal distribution of power as a normal part of society. These core Japanese value’s stop people from lower ends of the hierarchy from speaking freely and arguing with superiors. (Taoka Y. et al, 2021, pg. 24 – 25) As seen in the case study, the Japanese businessmen were taken aback at the informal and
rude dress of Luke. Traditionally, in Japan such informality in dress says a lot about that person’s
respect for hierarchy and cultural customs. Another situation presented is the business card exchange at the beginning of the dinner meeting. In Japanese, business etiquette is taken very seriously and displays respect to the hierarchy present. For this reasons, the Japanese business took care to print the information on their business cards in both languages, respecting the visitors culture. The Australians on the other hand have a more lower power distance culture, where people are freely allowed to speak their mind regarding issues or grievances with superiors. In Luke’s culture, his casual dress would not be taken so disrespectfully as Australian culture is more informal and relaxed in such regards as dinners, or other normally festive gatherings. Regarding the business cards, since both Australian businessmen were unprepared in having bilingual business cards it showed lack of preparation in understanding business etiquette in Japan. The roles of these disparities had a great impact on communication during the business dinner, and revealed several areas that the Australians need to improve. The lack of understanding about the Japanese communication styles made it difficult for the Australian businessmen to correctly interpret every nonverbal, or verbal communication. As seen with
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Luke’s misinterpretation for the dress code to the dinner event, Australians often implemented a more direct communication style so their failure to decipher all the nuisances of Japanese social norms led to some disdain and minor opposition. They respected the hierarchical structure of the Japanese allowing the Chairman to pour; however, they needed more knowledge and foresight into the business card, sporadic business meetings and dress norms of the Japanese.
Question 3.
Implementing Hall’s model of cultural differences, the following key cultural differences presented themselves. The first very impactful difference between the Australians and the Japanese businessmen was their levels of context in their culture. Low level context cultures are very direct, and to the point. Very little emphasize is put on nonverbal cues and the message is often more important than who in the hierarchy delivers it. On the other hand, high context culture often values indirect, subtle communication with great emphasis on relative nonverbal cues. Hierarchical differences have a huge influence on the message and method of communication. (Steers, R.M., & Osland, J., 2019, pg. 173 – 174) The Japanese businessmen were very indirect in their communication, as seen when the dinner invitation was described as casual, but in turn was very formal and became a business meeting informally. As a high context culture, the Japanese businessmen used nonverbal cues, and indirect communication which gave room for misinterpretation by the Australian businessman.
The Australian’s value directness on the other hand, and are a low context culture, hence why Luke took the casual dinner invitation literally. Australians are more familiar with relying on direct and explicit communication for context to any communication. Furthermore, the Japanese businessmen showed the hierarchical process of life in Japan. Communication and business etiquette can change at a moment’s whim if an important person in the hierarchy gets involved as seen in the dinner case. Communication is also very formal and hierarchical. Whereas, Australian are used to a more democratic style of communication, where people are more comfortable to speak freely and dress casually contextually under the eyes of any member of the hierarchy. (Steers, R.M., & Osland, J., 2019, pg. 174 – 175)
Question 4. Global Managers
1.
Do not assume anything about another culture. Having a strategy prior to the communication and understanding the nuances of a culture’s etiquette, communication styles, local hierarchical structure, and social behavior is top priority. As seen in the case, the Australian businessmen assumed Japanese culture was similar to other Asian countries. This caused them much conflict in the business dinner and could have been a costly lesson.
2.
The respect shown by the Australians for the local hierarchy at the business dinner when Chairman Suzuki spoke or insisted on pouring drinks was in line with local traditions. As well as their willingness to try new Japanese cuisine shined light into the importance of honoring local traditions while being a chameleon in behavior and communication styles.
Hosting Managers
1.
The hosting managers were the glue that kept together successful cross-cultural communication during the business dinner. They were prepared with bilingual business cards and even accommodated Luke when he wore casual attire to the restaurant. However, there was some error in the communication process regarding the formality of the dinner. The Japanese businessmen must have established clearer and better constructed communication for the requirements and setting of the dinner. (Steers, R.M., Osland, J., 2019, pg. 175)
2.
The Japanese businessmen did a great job translating between the two parties. There was room for improvement in providing more context for the guests for specific cultural practices. In Japan, many processes and ceremonies are more important than product, and
this often seeps through to business culture. (Ford, J.B., & Honeycutt Jr, E.D., 1992, pg. 29-30)
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Reference
Toaka, Y., Kagohashi, K., & Mougenot, C. (2021). A cross-cultural study of co-design: the impact of power distance on group dynamics in Japan. CoDesign, 17(
1), 22-49. https://doi-
org.sunyempire.idm.oclc.org/10.1080/15710882.2018.1546321
Ford, J.B., & Honeycutt Jr, E. D. (1992) Japanese national culture as a basis for understanding. Business Horizons
, 35(6), 27. https://doi-org.sunyempire.dim.olcl.org/10.1016/0007-
6813(92)90097-S
Steers, R. M., & Osland, J. S. (2019).
Management across Cultures
(4th ed.). Cambridge University Press.
https://mbsdirect.vitalsource.com/books/9781108603133