Chapter End Case: The Software Deal. Page 276
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Questions
- What negotiation tactics were used by both parties (see section 9.5)?
- Do you see any communication and negotiation patterns related to the national cultures of both negotiation parties? You can draw on additional literature to supplement any missing information in the case.
Writing Requirements
- Use APA format from the 6th edition
- Paper length should be 2–3 pages excluding cover page, abstract, and reference page.
- APA format, Use the APA template located in the Student Resource Center to complete the assignment.
Grading Criteria:
- This assignment will be graded using the UOTP Writing Rubric displayed below
COMMUNICATING IN
INTERNATIONAL PROJECTS
Chapter
9
COMMUNICATING IN INTERNATIONAL PROJECTS
Communication is the key to increase value – in all types of projects.
Up to 90 per cent of the time of project managers is spent with
communication.
Good communication in international projects means:
Being aware of the importance of communication in such a
complex environment.
Overcoming language barriers.
Dealing with different communication styles.
Using a variety of communication modes and channels.
Planning for structured communication in the frame of a
communication governance system.
Having communication guidelines as a common reference frame
for all project members.
2
Medium
transmits message with
selected medium
Receiver
decodes meaning
Sender
encodes meaning
Noise
Culture
Feedback
PROCESS OF INTERCULTURAL COMMUNICATION
3
People from hierarchy-oriented cultures tend to hesitate
to communicate especially negative messages to higher
ranks and will tailor their communication style a lot to the
addressee. Individuals from equality-oriented cultures
tend to share openly negative messages with seniors
and focus on the content of the message rather on the
addressee.
Equality Hierarchy
Persons from consensus-oriented cultures tend to use
communication as a tool to create a positive atmosphere
and tend to indirectly approach conflict.
People from conflict-oriented cultures tend to openly
address conflicts with direct language.
Conflict Consensus
People from relationship-oriented cultures tend to
communicate more holistically about all kind of topics to
further the interpersonal relationship. Individuals from
task-oriented cultures tend to communicate about topics
directly linked to the task at hand.
Task Relationship
People from group-oriented cultures tend to put
numerous persons from their network on CC. People
from individualistic cultures tend to minimize CCs to the
persons directly affected or responsible.
People from group-oriented cultures tend to categorize
what they communicate and how they communicate in
terms of in-group and out-group communication.
Persons from individualistic cultures tend to focus rather
on the content of the message regardless of the
addressee.
Individual Group
4
Cultural impact on communication
CHALLENGES OF INTERCULTURAL COMMUNICATION
We all bring associations to the communication process based on
values and norms.
Verbal AND non-verbal communication can differ among cultures.
Communication is an unconscious process.
Awareness building is the prerequisite for understanding
differences in communication.
Communication epitomizes interpersonal interactions. It is
irreversible because the receiver may not change his or her reaction
to a communication the sender wants to modify.
5
Impact of
language
diversity on
international
projects
Insufficient
project
feasibility
Loss of
speed
Misjudge-
ments and
underuse of
resources
Unexpected
misunder-
standings
Loss of
creativity
6
Language and communication
Language (natural, functional, and technical languages) differences tend to be overlooked. However, they have a big
impact on the efficiency and efficacy of international projects.
COMMUNICATION STYLES
Communication not only differs by language, but also can be
clustered into different styles.
A wide-spread differentiation is:
High-context: feelings and thoughts are not explicitly expressed to
maintain harmony and not to cause offence to the receiver.
versus
Low-context: feelings and thoughts are clearly expressed in words
and information is given in a comprehensive way.
Context can be categorized into:
Physical context
Social context
Situational context.
7
Low Context/
Explicit Messages
High Context/
Implicit Messages
German Japanese
• Arab
• Mediterranean
• Latin American
• South European
• South Asian
• Chinese
• Swiss
• Scandinavian
• North-American
• Other Central and North
Europeans
8
Hall’s concept of low-context and high-context cultures
DIFFERENCES IN COMMUNICATION STYLES
Direct communication style
Typically used in low-context cultures.
Example: ‘Please modify the plan based on the last week’s
changes.’
Indirect communication style
Typically used in high-context cultures.
Example: ‘Maybe we have new figures…’ or ‘It is so important
to always have the latest figures.’
9
NEGOTIATIONS
A negotiation is a special communication situation.
They are ubiquitous in international projects.
Factors impacting on the effectiveness of negotiations in
international projects:
1. The relative emphasis on tasks versus interpersonal
relationships.
2. Nature of persuasive arguments.
3. Use of time.
4. Decision-making style.
10
US NEGOTIATOR PROFILE
States his or her position as clearly as possible in a low-context
style (‘Say it like it is’).
Is fact focused (‘Let’s get down to business’).
Follows a linear agenda.
Prepares to make concessions only if an equivalent is returned by
the negotiation partner.
Tends to take quick and pragmatic decisions.
Prefers informality (‘Call me John’) to establish warm atmosphere.
Is very concerned with time (‘Time is money’), sometimes nearly
obsessed with time.
11
ARAB NEGOTIATOR PROFILE
Uses elaborate communication style with the display of emotions.
Bases the negotiation on reciprocity assessed by equality, equity, or
responsibility depending on the situation.
Avoids direct confrontation between opponents.
Uses references to people who are highly respected by the
negotiation partner to persuade them to change their minds on
some issues.
Is less concerned with time.
12
RUSSIAN NEGOTIATOR PROFILE
Primary focus is on relationship, not on the issue.
Assesses negotiation partner depending on how well he or she is
connected with powerful people and has good connections (in
Russian ‘blat’).
Displays emotions.
Uses a direct communication style.
Is competitive and assertive with occasional threats.
Believes that making compromises is a sign of weakness.
Is reluctant to take any decisions if he or she does not belong to the
top of the organization.
Is less concerned with time.
13
THE CHOICE OF COMMUNICATION MODES
In international projects spanning organizational, geographical, and
temporal boundaries, great volumes of information need to travel
across the globe at high speed.
Traditional communication like sitting in the same office and casually
talking with each other is insufficient in this context.
A wide variety of communication modes need to be applied, to be
categorized as follows:
Verbal or in writing.
Personal or virtual.
Informing people (one way) or interacting with people (two ways).
14
DETERMINANTS OF MEDIA RICHNESS
Does the medium convey multiple cues?
Does the medium support ambiguity?
Does the medium require co-presence of sender and receiver?
Does the medium allow for personalization?
Does the medium offer language variety?
15
Verbal
traditional
Written
traditional
Verbal virtual
Synchronous Asynchronous
1-way active
1 : Many Conference
(Project) Roadshow
(Project) Magazine
Manual
Procedures
Newsletter
Memo
Webcast
Internet
Video
Internet video
Mass E-mail
Webcast
Screensaver
Attitude survey
1 : Few Team briefing Fax
2-way active
1 : 1 Dialogue Letter Tel. conversation
(fixed line/mobile)
VoIP
Chat E-mail
Bulletin board
Few : Few Workshop
FTF Meeting
360 degree
feedback
Flip chart
Metaplan
(Multi-point)
Video
conference
Audio conference
Telepresence
Few : Many or
Many : Many
Project party Intranet/
Extranet
Internet
Web discussion
groups
Written virtual
16
An overview of communication modes
COMMUNICATION GUIDELINES FOR COMMUNICATION IN VIRTUAL
TEAMS
• Team members must identify when they are available for receiving
and responding to communication.
• Team members have to explicitly state the context of their
communication in relation to intent, relevance, situation, and
purpose.
• Team members should strive to meet regularly, on a synchronous
basis, to maintain rapport and continuity.
• Senders must take responsibility for prioritizing communications as
urgent, important, routine or informational only.
17
COMMUNICATION GOVERNANCE
In international projects, there are few opportunities to informally
share information.
A system to secure the information flow needs to be implemented
at project start.
Such a system is called ‘communication governance’.
The next slide outlines the main activities related to the creation of
a communication governance system.
18
Communica-
tion
Governance
System
1
2
34
5
Mapping the communication partners
Defining
communication
content and
format
Selecting
communication
modes / media
Defining
communication
timing and
frequency
Creating a
communication
matrix
Determining communication protocols
Agreeing on basic communication guidelines
19
Communication governance structure
Stakeholders
(WHO)
Topic/Issue
(WHAT)
Method
(HOW)
Timing
(WHEN)
Who is
responsible?
Project owner Time overrun Routine report Monthly Cluster leaders
Senior
management
Time overrun
Routine report
or face-to-face
status meeting
Quarterly Project manager
Local
management
Equipment changes
Face-to-face
meeting
Monthly Plant managers
Project
members
New project
members, changes
of responsibilities
Video
conference /
Webcast
Weekly Project manager
Support units
e.g. IT: System
modifications
needed
Phone
conference
Monthly or
when needed
Cluster leaders
20
Example of communication matrix
Never take anything for granted
Face to face communication is most powerful
Be reluctant to reply immediately to e-mails that cause offense
Practise active listening
Be patient and willing to re-phrase and paraphrase
Consciously provide and ask for feedback
Determine response times for written communication
1.
2.
3.
4.
5.
6.
7.
Basic communication guidelines for
international projects
21
