Neutral/Affective Essay

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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:  

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

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