high vs. low context culture

 

 

 

High context cultures (Chinese, Japanese, Arab, Greek, etc) assign broader, contextual meaning to a given situation, whereas low-context cultures focus more intensively on objective communications in a more interpretive manner. In low-context cultures, every message means something. Verbal messages could mean nothing depending on the surrounding context in high-context cultures. In high-context cultures, businesses would be run in a more close and personal manner, and extensive information networks govern this process. Extensive background knowledge about a firm and its employees automatically assigns meanings to business events and communications. All are connected in some ways. In low-context cultures, however, business entities tend to separate private and public lives in relationships. Information should stay objective without interference or extraneous details (O'Hara-Devereaux and Johansen, 1994). In a business setting, details in explicit terms is anticipated in every communication, so related people doing business in low-context cultures are expected to present their views in very detailed verbal terms.

 

These high- and low-context cultures are observed not only in different countries, but also in different professions. Human Resources and Marketing/sales departments, for example, would practice high-context cultures, whereas technical, IT systems, and engineering departments, for example, would prefer low-context cultures. The marketing culture is driven and shaped by rapport-building practices and relationships building. The best business culture in marketing, therefore, would be the ability to understand, accept, and blend with different people. Technicians and engineers, on the other hand, would take different business culture that leans toward low-context cultures. These professions are driven by analytical thinking, precision, skepticism and accuracy.

 

This means that even in the same firm, depending on the nature of work, professions, and departments, required skills, preferred attitudes, business culture and ethics would vary. An engineer, therefore, cannot underestimate an unprincipled marketer who thinks outside the box. Marketers should not judge engineers as selfish, anti-social, insensitive and rigid individuals. Inside a firm, business culture is also shaped and driven by characteristics of individual workers and their work responsibilities in a rather microscopic aspect.

 

 

Reference:

Mary O'Hara-Devereaux and Robert Johansen. (1994) ‘Transcending Cultural Barriers: Context, Relationships, and Time’ [Online]. Available from:  http://www.csub.edu/tlc/options/resources/handouts/fac_dev/culturalbarries.html. (Accessed 13 July 2010).

 

 

FYI

 

Low Context Cultures [Individualistic Gender]*
(Information must be provided explicitly, usually in words)

• Less aware of nonverbal cues, environment, and situation
• Lack well-developed networks
• Need detailed background information
• Control information on a 'need-to-know' basis
• Prefer explicit and careful directions from someone that 'knows'
• Knowledge is a commodity

Monochromic People

[Individualistic]*

• Do one thing at a time
• Concentrate on the job
• Take time commitments (deadlines, schedules) seriously
• Are low context and need information
• Adheres religiously to plans
• Are concerned about not disturbing conversations
• Emphasize promptness

High Context Cultures

[Relational Gender]*
(Much information drawn from surroundings.
Very little must be explicitly transferred)

• Nonverbal important
• Information flows freely
• Physical contact relied upon for information
• Environment, situation, gestures, mood, all taken into account
• Maintain extensive information networks
• Accustomed to interruptions
• Do not always adhere to schedules

Polychronic People

[Relational]*

• Do many things at once
• Are highly distractible and subject to interruptions
• Consider time commitments an objective to be achieved, if possible
• Are high context and already have information
• Are committed to people and human relationships
• Change plans often and easily

Source: Edward T. Hall, and Mildred Reed Hall, Understanding Cultural Differences. Tarmouth, ME: Intercultural Press, 1989.
List derived from materials prepared by Margaret D. Pusch.