Introduction
With respect of communication with foreigners, language proficiency is often cited in Japan. For example, TOEFL scores are commonly seen in job requirements. Language proficiency is certainly necessary as a basis though, it is not sufficient for work. Communication, which is to understand between one and other, encompasses broader areas. I will explain about some examples of such areas from two aspects: inside and outside of an organization.
Outside of organization: Difference of contexts
Context, which is the background or situation to define the words and expressions, differs depending on the country, culture, or organization. In my experiences, use of words, phrases, and logics are particularly outstanding.
One understandable example is a Japanese phrase “Yoroshiku Onegaishimasu”. In English, there is no fully compatible phrase in English with the Japanese one. If you were a Japanese speaker, you would have to find a specific meaning beyond the Japanese phrase. It may be “Thank you”, “Keep in touch”, or else.
In another example, logics, which is the sequences of stories, can be raised. Logics have to be differentiated based on the culture of the person you are communicating with. In some cases, you may directly point out the problem at the beginning and present the solution. Or, in certain countries, that manner may be so offensive that the person may stop accepting further information after getting the message. Even if you believe you received the person’s consent on the solution at the end of negotiation, you may not be able to have the expected response from the person. As a result, you may misunderstand that the person is not trustworthy. You may have to mention the problem indirectly and propose a solution, which could be more acceptable.
These differences are out of language proficiency. It is necessary to understand the cultural tendency of the person, or analyze the logics from frequently used words and phrases from daily communication and newspapers etc.
Inside of organization: Relationship
Among superiors, subordinates, or colleagues in an organization, fixed ideas which were made on respective sides may hinder smooth communication. Even if you master the language you use, if the person you are communicating with do not turn on the switch of his/her understanding, expected actions will not be taken by the person.
For example, just on the ground that General Affairs Department is xxx, or my superiors are xxx, you may feel frustration about the lack of communication. Similar fixed ideas can be made with foreign expatriates.
In such a case, it is necessary to monitor the relationship with the other person in which both sides are willing to understand each other: analyze the facial, behavioral, or verbal expressions, and build a foundation of constructive results. It would also be effective to reframe or metaphorize the perspective.
Conclusion
The above examples places in opposite way: relationship issues take place with external entity; context issues take place internally, although the above are more likely. In any case, raising the language proficiency will not be the sole solution; it is necessary to monitor the situation, be aware of such differences, and conduct maintenance of communication. ■
Reference
- Erin Meyer (2014) The Culture Map: Breaking Through the Invisible Boundaries of Global Business
- Yuki Anzai (2020) “Toi No Design: Souzoueki Taiwa No Facilitation” [Designing questions: Facilitation of Creative Dialogues]
- Kenneth J. Gergen (2015) An Invitation to Social Construction 3rd Edition