Influence of Culture in

communication
Lakshmi Narasimhan
About me
• Computer Science Engineer, Alumnus of Insead Business school
• Married twice
• First wedding happened with Intel, the next wedding happened with
my current wife
• Hobbies: Yoga, Toastmaster, Music, Reading, Writing
Why Indians make good CEOs
Key attributes of Successful Indian CEOs
Our Traps/Pitfalls
Why is this international perspective
important?
• Global World and can rarely escape working with international
audience
• Build awareness
• Tweak our communication
• Faster integration on migration
• “Translating” between cultures is essential for better influencing
Dimensions of national culture
Sense of time

Dutch, Denmark,
US, UK, Romania, Latin Asia, Arab Nations,
Germany, Israel, Russia,
America, Kenya
Australia, France, Spain

Monochronic Polychronic

Monochronic Polychronic
Timeliness of events and Time taken for important relationship
activities are important building is a priority

Rigid Deadlines Flexible Deadlines

Keeping to plans and arrangements is Plans change with flexibility and
important ongoing adaptation

Activities are more sequential in timing Multiple activities are simultaneously

processed in the culture
Uncertainty Avoidance
Uncertainty Avoiding societies
The uncertainty inherent in life is a threat that
must be fought
High stress and anxiety,
Aggression and emotions may sometimes be
vented
What is different, is dangerous
Need for rules, even if not practical and/or not
practiced
Adoption of innovations slow
Uncertainty Accepting societies
Uncertainty is normal, life is accepted as it
comes
Low stress and anxiety
Aggression and emotions should be
controlled
What is different, is curious
Fewer rules, which may be broken if
necessary
Adoption of innovations fast
Reasoning and decision making

USA, Canada, Denmark, Germany, Latin Asia, France, Spain,

Norway, Sweden American Nations Italy, Portugal, etc.

Inductive Deductive

Inductive Deductive
Bottoms up Tops Down
Conclusion Premise
Specific Instances Generalized Principles
Leads to a probable The conclusion is true if the
conclusion premises are true
Power Distance- Equality vs Inequality
High PDI societies
Inequality is normal
More income inequality, Smaller middle
class
Superiors are superior beings
Power comes before good and evil
Children should learn respect as a key
virtue
Subordinates expect to be told
Low PDI societies
Inequality is wrong
Less income inequality, Larger middle
class
Hierarchy is for practical purposes
Use of power should be legitimate
Children should learn to be independent
Subordinates expect to be consulted
Providing Feedback

Dutch, Denmark,
US, UK, Romania, Latin Asia, Arab Nations,
Germany, Israel, Russia,
America, Kenya
Australia, France, Spain

Negative Direct Negative Indirect

Negative Direct Negative Indirect

Clear, Open and direct
Honesty, clarity and efficiency
are key
Does not believe in diluting the
feedback, nor does give
importance for relationship in
this context
Soft and Indirect
Feelings of the other person is
important
Believe that if the message is given
in a careful skillful way it can
strengthen the relationship and
motivate employees
Individualism/Collectivism

Collectivist societies Individualist societies

“We” identity
Competition between “tribes”
Lower divorce rates, Older husbands, younger
wives
Relations before task
High-context communication (many things are
obvious)
In-group harmony must be maintained
“I” identity
Competition between individuals
Higher divorce rates, Smaller age differences
between spouse
Task before relations
Low-context communication (everything must
be specified)
Confrontations can be healthy
Summary
• Build on our strengths, be aware of our traps
• Understand and internalize the cultures that you work with
• Communication is an essential piece of leadership and understanding
culture plays a critical role in communication
References
• G Hofstede publications (1983, 1992, 2004,2015) published in geert-
hofstede.com
• Source adapted from lectures by: Erin Myer, INSEAD, Conducting
Business Across Cultures – TGM and MGVT programmes, 2011
• Source adapted from lectures by: Ian Woodward, INSEAD, Leadership
Communication – ILPSE programme, 2016-17
• Thank you “Google”