Neutral/Affective Essay ⋆ Business Essay Examples ⋆ EssayEmpire

There are several different frameworks by which to study the phenomenon of culture. One such framework is that developed by the research of Fons Trompenaars and Charles Hampden-Turner, who developed a model examining cultures along seven different dimensions. One dimension that the two authors identified was the neutral/affective dimension. In neutral cultures, people tend not to show their emotions in public or in business dealings. In affective cultures, open expression of natural emotions are both accepted and encouraged. This neutral/affective dimension is explored in more detail below, with specific attention given to managerial implications of the concept.

The neutral versus affective dimension concerns the acceptance of expressing emotions in a culture. In cultures with a more neutral orientation, people expect that interactions are objective and detached. People act stoically and maintain their composure. As such, the focus is placed more on the task and less on the emotional nature of the interaction. Such cultures see it as important not to let emotion influence objectivity and reason in decision making.

Conversely, cultures with a more affective orientation consider expressions of emotions, such as anger and laughter, to be normal. People are encouraged to express their emotions because it is considered to be a more natural way of being. They smile a great deal, talk loudly when they are excited, and are enthusiastic when greeting other people.

Thus, in organizations from cultures that are more neutral, members are reluctant to reveal their thoughts or feelings. In addition, controlling one’s emotions is considered to be an admirable managerial quality. Physical contact and expressive gestures are generally avoided. Thus, a good manager in a neutral culture will keep emotions in control as an act of power and status, and also will keep communication directed to the task at hand. The reluctance to reveal emotions is apparent in different cultural expressions, such as the Japanese notion that “Only a dead fish has an open mouth” or the English maxim “Empty vessels make the most noise.”

By contrast, feelings and thoughts are revealed in both verbal and nonverbal ways in an organization from an affective culture. Managers often express emotion and touching is much more common than in neutral cultures. Organizational members are free to express strong commitment to positions, and emotional outbursts are tolerated. Controlling one’s emotions is not seen as an example of power and status, but rather a suggestion of distance from other organizational members.

Businesspeople from neutral cultures do not always express precisely and directly what they are really thinking. This playing of “the cards close to the vest” orientation can lead to misunderstandings, especially when dealing with businesspeople from affective cultures. Members of neutral cultures often feel discomfort with physical contact in public and communicate in a more subtle way. This method of communication makes it difficult for members of other cultures to read between the lines and get the message.

Trompenaars and Hampden-Turner have a number of suggestions about how to best overcome differences along the neutral/affective dimension when conducting international business. For businesspeople from neutral cultures doing business in affective cultures, they should (1) not be put off by emotions that are expressed by their cultural counterparts; (2) ask for “time-outs” in meetings and negotiations to regroup; (3) when the affective counterparts are expressing goodwill, respond in an open and warm manner; (4) not misinterpret either expressions of enthusiasm or strong disagreement as an indication that the affective counterparts have made a final decision; and (5) realize that the negotiation involves the people as much as the proposal being discussed.

For businesspeople from affective cultures doing business in neutral cultures, they should also (1) ask for “time-outs” in meetings and negotiations to regroup; (2) put as much down on paper beforehand so as not to get off track in an emotionally charged atmosphere; (3) not mistake lack of emotion as disinterest but merely a tactic of not revealing their position; and (4) realize that neutrals will focus on the proposal, not on the people involved.

Countries that rank high on being a neutral culture include Austria, Hong Kong, Indonesia, Japan, and the United Kingdom. Affective cultures include Argentina, China, Cuba, Italy, Mexico, the Philippines, Russia, and Spain. However, there are some interesting nuances concerning the neutral/affective dimension. Chinese culture is generally affective, so organizational members will be more likely to express their emotions naturally. However, if they feel that expressing their emotions will cause them to “lose face,” they will refrain from showing their true feelings or intentions. In addition, people from affective cultures usually do not avoid physical contact, but many Chinese often do not like to be touched by strangers.

In addition, Trompenaars and Hampden-Turner note that emotional display in intercultural business communication involves two questions. First, “Should the emotion be exhibited in business relations?” The second question is, “Should it be separated from reasoning processes lest it corrupt them?” In the United States, for example, emotions are exhibited, but treated separately from rational decision making. By contrast, Italians exhibit and do not separate emotions from the decision-making process. Finally, the Dutch will not exhibit emotions and separate them from the decision-making process.

Bibliography:

Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations (Sage, 2001);
Larry Samovar, Richard Porter, and Edwin McDaniel, Intercultural Communication: A Reader (Thomson Wadsworth, 2009);
Harry Triandis, Individualism & Collectivism (Westview, 1995);
Fons Trompenaars, Riding the Waves of Culture (Irwin, 1994);
Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business (McGraw-Hill, 1997).

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