Posts Tagged ‘dr. john medina’
Approches to the Core (Values) of Hofstede’s Onion Model
Unfortunately, the nice intercultural website where I got the pic from was closed down: http://homepages.rtlnet.de/krkarwoth/priorities.html (retrieved 28.08.2009, disappearance noticed 22.11.2012). Sorry for this.
It is made of 3 layers around a core. The core stands for the values of a certain culture, which is not moving a lot. It mostly remains the same. Even if something seems to be outdated, it still can subconsciously play a role in the present. That includes individuals as well as groups.
Those values are laid in the early childhood and only change little. They mostly appear subconsciously. The outer layer appear more and more consciously. The Schemata – Theory was originally meant to describe mechanisms of learning, but can also be applied to cultures.
Bartlett’s Schema Theory
“(…) Bartlett proposed that people have schemata, or unconscious mental structures, that represent an individual’s generic knowledge about the world. It is through schemata that old knowledge influences new information. (…) For example, consider the representation of a generic (typical) elementary school classroom. The frame for such a classroom includes certain information, such as that the room has walls, a ceiling, lights, and a door. The door can be thought of as a slot which accepts values such as wood door or metal door, but does not accept a value such as a door made of jello. If a person or a machine is trying to represent a particular elementary school classroom, the person or machine instantiates the generic frame with specific information from the particular classroom (e.g., it has a window on one wall, and the door is wooden with a small glass panel). If, for some reason, one does not actually observe the lights in the classroom, one can fill the lighting slot with the default assumption that they are fluorescent lights. This proposal gives a good account of a wide range of phenomena. It explains, for example, why one would be very surprised to walk into an elementary classroom and find that it did not have a ceiling, and it accounts for the fact that someone might recall that a certain classroom had fluorescent lights when it did not. (…)
Read more: Learning Theory – Schema Theory – Knowledge, Representation, Schemata, and Information – StateUniversity.com http://education.stateuniversity.com/pages/2175/Learning-Theory-SCHEMA-THEORY.html#ixzz2elzT1rAf
(retrieved 13.09.2013 at http://education.stateuniversity.com/pages/2175/Learning-Theory-SCHEMA-THEORY.html#ixzz2elzT1rAf)
Dr. John Medina gives an example by leaving out the core-information when describing an everyday issue. He describes the schemata as “(…) the way of organizing thoughts about some aspects of the world. We call those framework schemas, and you have them about people, situations, objects. This means that something profound. (…)”
(retrieved 12.09.2013 at http://www.youtube.com/watch?feature=player_detailpage&v=mzbRpMlEHzM)
Dr. Medina’s website Brain Rules! is definitely worth a visit http://www.brainrules.net/
John Anderson on The Counsel Channel about Schemata
“(…) they encompus the beliefs we encountered in childhood and the beliefs, (which) we developed as a result of those beliefs and the way we maintain them.
They in a sense give us brinks, because they also determine the way we perceive events in the world and structure our thinking. Schemata (…) are made up of unconditional beliefs laid down in very early childhood – the child’s view of themselves and the environment, at the people – and the future or goals – are they achievable or not achievable.
In slightly later childhood, when the child becomes a manipulator of a situation – or trying to be – then they use to be developing conditional beliefs. If I do this, then that may happen., and if I do that, then this may happens – which become rules – I must do this, I must do that. I ought to do this – and which is also applied to other people too. (…) . And then you get ways of maintaining these beliefs. So people either replay them or because they don’t like the negative beliefs, they go great length to avoid them. (…)”
(retrieved 13.09.2013 at http://www.youtube.com/watch?v=bMadzaLGP0M)
High Context Communication and Low Context Communication
The context gives additional information, which is necessary to encode the whole situation / background of a given information.
(retrieved 10.05.2014 at http://my.ilstu.edu/~jrbaldw/372/Values.htm)
An example for High Context Communication would be the question, where my (the editor’s) black pepper is. A high context information would be: above my micro-wave. Those people, who know me, my apartment and my kitchen can immediately find the pepper. Their context is to know who I am, where I live, where my kitchen is and where micro-wave. Without the context (additional information) there is not enough information to encrypt the proper meaning.
In high context communication an information can have different meanings according. It needs additional information to encode (understand). Speaking in examples is also a high context information.
- Less verbally explicit communication, less written/formal information
- More internalized understandings of what is communicated
- Multiple cross-cutting ties and intersections with others
- Long term relationships
- Strong boundaries- who is accepted as belonging vs who is considered an “outsider”
- Knowledge is situational, relational.
- Decisions and activities focus around personal face-to-face relationships, often around a central person who has authority.
(quoted from Culture at Work http://www.culture-at-work.com/highlow.html)
(retrieved 12.09.2013 at http://www.culture-at-work.com/highlow.html)
High Context Communication is also common in many Western countries
“The table sheds light on just how difficult it can be for a foreigner to understand what the British really mean when they’re speaking – especially for those take every word at face value. Phrases that prove the trickiest to decipher include ‘you must come for dinner’, which foreigners tend to take as a direct invitation, but is actually said out of politeness by many Britons and often does not result in an invite. The table also reveals that when a person from Britain begins a sentence “with the greatest respect …’, they actually mean ‘I think you are an idiot’.” (Alice Philipson in The Telegraph 02 Sep 2013)
|WHAT THE BRITISH SAY||WHAT THE BRITISH MEAN||WHAT FOREIGNERS UNDERSTAND|
|I hear what you say||I disagree and do not want to discuss it further||He accepts my point of view|
|With the greatest respect||You are an idiot||He is listening to me|
|That’s not bad||That’s good||That’s poor|
|That is a very brave proposal||You are insane||He thinks I have courage|
|Quite good||A bit disappointing||Quite good|
|I would suggest||Do it or be prepared to justify yourself||Think about the idea, but do what you like|
|Oh, incidentally/ by the way||The primary purpose of our discussion is||That is not very important|
|I was a bit disappointed that||I am annoyed that||It doesn’t really matter|
|Very interesting||That is clearly nonsense||They are impressed|
|I’ll bear it in mind||I’ve forgotten it already||They will probably do it|
|I’m sure it’s my fault||It’s your fault||Why do they think it was their fault?|
|You must come for dinner||It’s not an invitation, I’m just being polite||I will get an invitation soon|
|I almost agree||I don’t agree at all||He’s not far from agreement|
|I only have a few minor comments||Please rewrite completely||He has found a few typos|
|Could we consider some other options||I don’t like your idea||They have not yet decided|
(retrieved 30.09.2013 at http://www.telegraph.co.uk/news/newstopics/howaboutthat/10280244/Translation-table-explaining-the-truth-behind-British-politeness-becomes-internet-hit.html)
A good manual is an example of low context communication / information. No other information is necessary to understand it. In low context communication an information has only one single meaning. No additional information is necessary to encode (understand) the meaning.
- Rule oriented, people play by external rules
- More knowledge is codified public, external, and accessible.
- Sequencing, separation–of time, of space, of activities, of relationships
- More interpersonal connections of shorter duration
- Knowledge is more often transferable
- Task-centered. Decisions and activities focus around what needs to be done, division of responsibilities.
(received 10.05.2014 at http://www.culture-at-work.com/highlow.html)
High Context vs. Low Context
Take a look how members of high and low contextual cultures see themselves and their opposites:
|High Context Communication
||Low Context Communication
|High Context claims Low Context
||Low Context claims High Context
For an example how a low context culture interacts with a high context culture as the Chinese, please visit GlobThink: http://globthink.com/2009/06/24/indirect-communication-and-indirect-leadership-in-asia/ Unfortunately this link is broken / not existing anymore (reviewed 12.12.2012)
Applications of Hall`s Theories about the Context
Website Design in High and Low Context Cultures
|Parameter:||Tendency in HC Cultures||Tendency in LC Cultures|
|Animation||High use of animation, especially in connection with images of moving people||Lower use of animation, mainly reserved for highlighting effects e.g., of text|
|Promotion of values||Images promote values characteristic of collectivist societies||Images promote values characteristic of individualistic societies|
|Individuals separate or together with the product||Featured images depict products and merchandise in use by individuals||Images portray lifestyles of individuals, with or without a direct emphasis on the use of products or merchandise|
|Level of transparency||Links promote an exploratory approach to navigation on the website; process-oriented||Clear and redundant cues in connection with navigation on a website; goal-oriented|
|Linear vs. parallel navigation on the website||Many sidebars and menus, opening of new browser windows for each new page||Few sidebars and menus, constant opening in same browser window|
High Context Cultures
Low Context Cultures
(…) Meanwhile, it’s rolling out a new social media campaign, asking consumers to share favorite moments at the store, and it made a massive ad buy on Baidu, China’s main search engine, this weekend. The new togetherness message doesn’t mean China is phasing out global slogan “I’m Lovin’ It.”
“What we’ve done is give a layer of context to the ‘it’ — why are you lovin’ it?'” said Agatha Yap, senior marketing director for McDonald’s China.
(retrieved 21.05.2014 at http://adage.com/article/global-news/mcdonald-s-a-local-touch-chinese-store-decor/292702/)
M;rs. Martina Wuertz published “A Cross-Cultural Analysis of Websites from High-Context Cultures and Low-Context Culture“, which gives an interesting idea of applications of Hall`s model. Download pdf “Cross-Cultural Analysis of Websites from High-Context Cultures and Low-Context Culture” here.
For more info about website design in different cultures see how AM+A used Hofstede`s framework for analysing website design in different cultures/countries. Download pdf here or visit the website http://www.amanda.com
Monochrone / Polychrone Times
Western cultures intend to have a monochrone time (mono=single / chrone=time). Time is used as a single line, where all events are lined up. Asian and African cultures intend to have a polychrone conception of time (poly=different / chrone=time). Events happen simultaneously in a polychrone conception of time.
Dialogue – when two time systems collide
Mr. Paul Rosen is the international sales representative for his computer equipment company. His most recent trip takes him to China,where he is scheduled to meet with his Chinese counterpart, Patrick Chang.
Mr. Rosen and his training team arrived in Beijing three days ago for a scheduled appointment with Mr. Chang. However, Mr. Chang has not yet met with Mr. Rosen or his team. Finally, a call to Mr. Rosen’s hotel room indicates that Mr. Chang is prepared to meet with him. When Mr. Rosen arrives at the location, he is asked to wait outside Mr. Chang’s office. As he waits, he notices many people entering and leaving Mr. Chang’s office at a very quick pace. The hallways of this building are a hustle and bustle of activity, with people shuffling in and out of many rooms. Finally, after several hours, Mr. Rosen is called in to meet Mr. Chang.
Mr. Rosen: Ah, Mr. Chang, it’s so good to finally see you. Gosh, I’ve been waiting for days. Did you forget our appointment?
Mr. Chang: Hello, Mr. Rosen. Please sit down. Everything is fine?
Mr. Rosen: Actually no … (Phone rings) … the problem is …
Mr. Chang: Excuse me … (Takes the phone call and speaks in Chinese. After several minutes he concludes the phone conversation) Yes, now … everything is fine?
Mr. Rosen: Well, actually, I’ve got a small problem. You see, the computer equipment you ordered…(A staff person enters the room and hands Mr. Chang something to sign.)
Mr. Chang: Oh, excuse me… (signs the document) Yes, now, everything is fine?
Mr. Rosen: As I was saying … all of the computer equipment you ordered is just sitting on a ship at the dock. I need your help in getting it unloaded. I mean, it’s been there for two weeks!
Mr. Chang: I see … This is no problem.
Mr. Rosen: Well, if it sits in the heat much longer, it could be damaged. Could I get you to sign a worksgroups to have it unloaded by Friday?
Mr. Chang: There is no need for that. The job will get done.
Mr. Rosen: Well, could we set up some kind of deadline? You see, I have a staff of people here waiting to train your people on the equipment. I need to let them know when it will be ready. How about this Friday? Could we do it then? My people are here now, and they’re waiting to begin training.
Mr.Chang: Dont worry. We have been living quite well without those equipment for years. If necessary, we could wait for several weeks. That’s not the problem.
There is little chance that Mr. Chang will sign any kind of workgroups for Mr. Rosen. Mr. Rosen is also distressed by the constant interruptions. To Mr. Chang, Mr. Rosen is in too much of a hurry. Mr. Rosen is monochronic, whereas Mr. Chang operates from a polychronic time orientation.
Proxemics is the theory, that people from different cultures have different (imaginary) spaces around them. Link: http://www.edwardthall.com/
See more about E.T.Halls Concept of Personal Space at E. T. Hall – Proxemics (Understanding Personal Space)