Cross-Cultural Do's
Provide plenty of background information when working with Germans. They have a saying,
"You have to start with Charlemagne," which means they require detail and a historical perspective
on issues before feeling comfortable making decisions.
Remember that the Japanese are interested in long-term relationships that generally are based on
trust, friendship, service and quality, rather than price.
Remember to use formal titles with the French until you've known them for a considerable length
of time. The quick familiarity of Americans can be offensive to them.
Realize that in Latin countries it isn't what you do that counts, but to whom you're related.
Americans tend to rank each other by occupation, but Latin Americans will want to know who your
father is.
Offer a gift when invited to a Japanese home. Gifts must not be lavish, but in good taste and nicely
wrapped.
Feel free to make physical contact - a pat on the back, a long handshake or even a kiss on the
cheek - with your associates in Europe and Latin America. These gestures are almost always
acceptable in a business setting. On the other hand, in India and Pakistan, no type of touching is
acceptable. People simply bow.
Dress conservatively in Japan and avoid cologne and perfume. They are not used in that country
traditionally and could be offensive.
Cross-Cultural Don'ts
Don't ask a French Person, "Where do you live?" or "What do you do? It's similar to asking an
American, "How much money do you make?"
Don't suggest casually to a German individual, "Let's get together for lunch sometime," unless
you mean it. Taking the comment literally, the German is apt to take out a calendar to schedule a
time.
Don't stand more than a foot away from a business associate from Saudi Arabia. Too much
distance is a sign of rejection.
Don't expect your Latin American counterparts to stick to an agenda or start meetings exactly at
the scheduled time. They're more flexible with time and regard it as a long-term commodity.
Don't say no to the Japanese. Because of their desire for saving face and maintaining harmony,
Japanese people have an aversion to this word. To avoid being impolite, they'll either simply not
respond, or they'll give an evasive answer such as, "It's very difficult."
Don't cross your legs or expose the heel of your foot during a business meeting in the Middle
East. This gives the signal to your host that they're worthy of being stepped on.
Don't hold up your hand, palms outward, in Africa. Such a gesture is considered rude and
inappropriate.
Note: These generalities may or may not be true for the groups represented. Each situation is
different and must be judged independently.
Reprinted from Managing Diversity, January 1998
Book Review
Global Work, Bridging Distance, Culture and Time by Mary O'Hara-Devereaux and Robert
Johansen provides a fresh approach to current critical issues in the world of work. The authors offer
new, positive, and powerful perspectives on bridging distance, culture, and time in today's global
economy. While the focus is global, the information in this text has direct application to our own
home grown diversity factors.
Available from Jossey-Bass Publishers (800) 274-4434.
What's New
Diversity Issues in the Classroom is a video from Penn State University. It has four case studies,
each dealing with a specific aspect of diversity in the classroom. Short dramatic vignettes are followed
by panel discussions. Each segment is open-ended to facilitate live discussion:
Confronting Overt Racism - Addresses the question of what an instructor's responsibility is when
confronted with overt racism in the classroom.
Gender Bias - A female student is constantly overlooked in class by her professor.
Diversity as Subject Matter - Women's Studies instructor loses control of class as the legitimacy of
her discipline is called into question.
Instructor with Language Bias - Instructor insists Latino student has problem with English.
Available from Penn State University, $125, (800) 770-2111.