Internal, Intercultural Communication

Previously, external communication namely PR’s boundary spanning role linking government and businesses was examined.

Now, let’s look inward at internal communication.

Effective communication is the lifeblood of organisational efficiency/efficacy. Dialogue helps steer and motivate employees in attaining corporate objectives. Hence, transparency is advocated inasmuch as possible. So too is respect for individual talents and contribution. Since a firm’s people provide the basis for corporate brand image especially where there is heavy service component (Aaker 2004). In fact, staff represent tangible aspects of the brand (Daffey and Abratt 2002).

This is harder in practice where intercultural differences in the workplace abound. In spite of today’s modernity and open-mindedness, cultural stereotyping persists perhaps in part due to our innate selective perceptions and/or because global connectivity spell higher probability for cultural clashes. At the office, this was most apparent with British, Chinese, Filipino, French and Korean staff. To name a few unhelpful, entrenched stereotypes – Asians slogged and Europeans skived.

We also adjusted to each other’s different etiquette and mannerisms. I recall slightly wincing involuntarily when air kissed (a common European greeting) the first time. Deardoff’s model is helpful in achieving intercultural competence. He suggests acquiring cultural knowledge and possessing genuine curiosity and respect in order to shift frame of reference and become adept in new cultural contexts (Eunson 2008).

By and large, I came away with widened horizons and a keener appreciation of other cultures from bonding with the team. Where there are differences in cultural practices, there are also underlying similar value systems and much common ground.

By Eunice

Curtin Singapore