Intercultural Business

| Intercultural Business: | Communication Diversity in the Brazilian Market | | Martin Gambino | CMC/260 - Communication Variety: The Spice of Life January 8, 2012Instructor: Trisha NavaroliAxia College Of University of Phoenix |

Intercultural Business:
Communication Diversity in the Brazilian Market
Most cultures of the world share several common features and face a number of common problems. In 2016, Brazil will be host city to the summer Olympic Games. This fact alone shows that Brazil is no longer the country portrayed prior to the 21st century. Brazil is now the ninth largest economy in the world and as such has become a choice business partner for many companies and organizations. Simply going to Brazil and leaving with a business contract is not something that will ever occur. Expanding business into the Brazilian market gives reason to discuss the communication diversity that shows similarities between American and Brazilian business dealings, and the differences that make Brazil a unique and challenging partner in the expansion of world economics.
This project is a guideline for preparing to conduct business in Brazil in hopes to minimize culture shock and optimize successful communication. As such, it will look at the following topics as elements to consider prior to any expansion into Brazil: * Universal Systems * Cultural Values * Language * Social Etiquette * Business customs * Negotiation Strategies * Culture Shock

Universal Systems
Commonalities between American culture and any foreign culture are referred to as "cultural universals." Four of the largest universal systems include economic systems, social systems, educational systems, and political systems. Identifying and understanding each of these gives insight as to what specific aspects of the United States (U.S.) cultural system Americans should not presume exist in other countries. Economic systems are developed as a culture meets the needs of its people. Our text adds, “The way in which the products that meet the material needs of the people are produced, distributed, and consumed are referred to as the economic system” (Chaney & Martin, p. 21). There is no “correct” economic system in the world although the United States, as a financial center, has an economic system that affects the world. This system is what most industrialized nations model their systems after. It is important to identify the type of economic system a country follows to understand how their culture has adjusted and to compare it to that of the United States. Although economic systems are important, we must also place emphasis on Brazil’s social, educational, and political systems. Consider the following questions: 1. How will the political system in Brazil have an impact on our opportunities within its boundaries? 2. What elements of the Brazilian social system must we understand to accomplish our goals as efficiently as possible?
Cultural Values
Cultural Values for the purpose of this project refer to marriage and family, social hierarchies, and interaction. Remember that all cultures must procreate and all cultures have rules concerning families and how children and the elderly are cared for. In Brazil, as with most South American countries, the family is extended beyond traditional American families often incorporating “Godparents” into the family unit. In times of need, Brazilians turn toward their family as a source of assistance and family comprises the majority of their social network. Often business advice will not come from associates, but from the family hierarchy. In addition, Americans will note an increased amount of nepotism. In Brazil it is considered a positive thing. It shows the importance in employing people one knows and trusts and offers a sense of security; understanding this principle of Brazilian culture forces Americans to adjust their business plan. Consider these questions in our quest for business equality: 1. How should we, as Americans, show our appreciation for the family unit in our business dealings? 2. Understanding nepotism and the hurdles that may surface, what expectations should we prepared for?
Language
Language unifies Brazil and is considered a source of identify among South American nations. Brazilian’s speak Portuguese and more than 95 percent of the population uses it as their first and only language. Little is different between the Portuguese spoken in Portugal and that spoken in Brazil. A comparison can be made to the difference between English spoken in the United States and that spoken in other countries where English is the first language. 1. Should the entire team be able to speak and understand Portuguese or should we make sure that we have at least one person fluent in the language? 1. Are there any words or phrases in our presentation that could be interpreted differently or negatively in Portuguese? 2. What, if any, impact will the language have on future business and negotiation strategies if needed?
Social Etiquette
Several types of communication will encompass our business model for Brazil. I believe that the single most important element is to show our Brazilian counterparts that we understand and respect the social etiquette of the country. Social etiquette refers to, “manners and behavior considered acceptable in social and business situations” (Chaney & Martin, p. 161). In addition, we must be respectful of the protocol, or the customs and regulations, in our official dealings. All staff members must be completely aware of dining practices (lunch is the heavy meal in Brazil), gifting (make sure that we are in compliance with both the United States and Brazilian laws and regulations), physical contact (an embrace is typical in Brazilian culture), and other social customs (Always dress elegantly it is common practice in the business culture). Ask the following questions of everyone involved: 1. Is anyone comfortable with their personal space as it is different in Brazil? 2. Are we prepared for any “gifting” that may need to occur as part of Brazilian social etiquette? 3. While on Brazilian soil, do we have systems in place for documenting all of our transactions for proper reporting in the U.S.? 4. Which takes precedence in a business meeting age or ranking?

Business Customs
Most Americans are not conscious of how business customs are interchangeable with social etiquette and customs in most other countries. Brazilians consider business card exchange as a proper introduction, but have little use for titles and other rankings of the associates with whom they interact. In order to work more effectively, Brazilians need to know who they are doing business with. Trust takes a larger role in business practices. To Brazilian’s, individuals are more important than the company or organization in most business dealings. Communication is often informal. If a Brazilian has something to say they will inherently add their opinion. In addition, do not mistake behavior that is loud, boisterous, and argumentative as a negative. Brazilians are very passionate about their work and that will carry over into the work environment. 1. Do we have the right “front person” that will represent us as a group? 2. Are all of our business supplies adequate? 3. Have we adjusted the traditional American office customs and practices to that of Brazil? Hours of operation?
Negotiation Strategies Going into a negotiation in a foreign country will have many difficulties, most of which will surface prior to meeting. Formulating a “game plan” for negotiation may lead to a favorable outcome if the cumulative attitude of the negotiating team is in sync. Business in Brazil may require additional approaches as part of any strategy. Knowing whether the team will be Compromising (seeking a middle ground), Forcing (making the other party comply), or using Legalism (using legal documents to force the other partner to comply) will make the negotiating team a cohesive force to reckon with. Using any of these strategies could lead to additional problems based on the nature of the strategy. For example, Forcing or using Legalism to obtain a favorable outcome may lead to adverse feelings toward your organization. Since Brazilians like to deal with individuals instead of the organization, this may jeopardize any relationships that have been built. This may not be a benefit desired and may hamper future operations for your company should additional negotiations be needed.
The negotiation process is a delicate and complicated procedure. In Brazil, to ensure the best outcome for either party, be prepared and do your homework. This may include such simple steps as choosing the most appropriate meeting place, determining if dining together is appropriate, practicing and understanding the tactics that your team will use, and going into the process prepared to answer and ask appropriate questions. Ultimately, there should be a member of the team that can make any final decisions. Brazilians have their own style for conflict resolution and Americans must be prepared to extend and meet those demands. Below are some key notes on the cultural differences for the negotiation process in Brazil: * Brazilian’s conduct business at a much slower pace. This makes the negotiation process much longer. South Americans prefer to tackle issues one at a time in a very informal way. * Brazilian’s make moderate initial demands and are slow to make concessions. * In addition, they are often argumentative, whether right or wrong, as they are a very passionate society. * Last, South Americans place a very high emphasis on personal relationships and often want to “know” you before they can negotiate appropriately
Remember that entering into the Brazil business market will be easier when you take into consideration any “natural cultural characteristic differences and/or organizational cultural differences” (Chaney & Martin, p. 212).
Culture Shock
Part of the complete discussion on intercultural business must include details on culture shock. Culture shock is defined as, “the trauma you experience when you move into a culture different from your home culture” (Chaney & Martin, p. 73). Most individuals do not associate culture shock for what it is; a communication problem. Chaney and Martin go on to say that it “involves the frustrations of not understanding the verbal and nonverbal communication of the host culture, it customs, and its value systems” (Chaney & Martin, p. 74). This project has addressed many of these issues but alleviate the stress that culture shock can induce, Americans must lesson the disruption to daily routines. At some point and time we all will experience the five stages of culture shock. To best identify them they are listed below.
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Stage 1 – Excitement, fascination, and initial euphoria. In this stage everything is new and different.
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Stage 2 – Crisis or disenchantment. This occurs when excitement turns to disappointment and the differences in culture build. Often daily and routine struggles will lead to this stage.
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Stage 3 – The adjustment phase. You begin to accept differences as you try alternatives to what you consider “normal” routines.
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Stage 4 – The acceptance phase. This stage differs from stage three because a feeling of “home” sets in and a level of comfort has replaced any disillusionment.
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Stage 5 – Reentry shock. This usually occurs after a lengthy period of time in the new culture. Americans often find fault in the own culture and often find that friends and relatives do not want to hear about the time spent abroad.

Maintaining a high degree of tolerance and flexibility is essential when dealing with the potential fallout of culture shock. “Brazilians try to maintain a balance in their social relations and general day-to-day activities: business meetings are important, but so is football and family time” (ExpatArrivals, 2011). The resilience of the Brazilian people will impress most Americans. Their resourcefulness and ability to stay positive and greet life with a smile should be a model for most countries. Again, consider the following questions relating to culture shock: 1. Has enough training been provided for a comfortable transition into the Brazilian culture? 2. Do we have versatility and experience in our exploration team to ensure minimal impact of culture shock on the group? 3. Is there a system in place to create an atmosphere, similar to that expected here at home, in which our global managers are given adequate feedback and rewards? 4. Do we have a contingency plan in the event situations arise where a team member may need to return home and ultimately be replaced?
Conclusion
Through globalization, especially the increasing of global trade, it is inevitable that different cultures will meet, conflict, and blend together. Foreigners often find it hard to communicate because of language barriers, but they are also affected by styles within a culture and different cultural systems. Learning and understanding the differences and similarities in any country’s culture and their cultural systems will allow Americans to continue to strive for greater achievement in the competitive global market. Brazil, as with many countries, has opportunities that are there and that are real. It is essential to understand the local business landscape if you are to reap the rewards - regardless of the nature of the business, local knowledge is vital.

References
Chaney, L. & Martin, J. (2007). Intercultural business communication (4th Ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
ExpatArrivals. (2011). Culture Shock in Brazil. Globe Media. Retrieved on December 31, 2011 from Website: http://www.expatarrivals.com/brazil/culture-shock-in-brazil
Kwintessential. (2011). Business and Relationships in Brazil. Retrieved on December 31, 2011 from Website: http://www.kwintessential.co.uk/country/brazil.html .

CERTIFICATE OF ORIGINALITY
I certify that the attached paper is my original work. I am familiar with, and acknowledge my responsibilities which are part of, the University of Phoenix Student Code Of Academic Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as such, and that this paper has not been submitted by anyone else. I have identified the sources of all information whether quoted verbatim or paraphrased, all images, and all quotations with citations and reference listings. Along with citations and reference listings, I have used quotation marks to identify quotations of fewer than 40 words and have used block indentation for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other intellectual property laws. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature. Student 's signature (name typed here is equivalent to a signature):
Martin Gambino

References: Chaney, L. & Martin, J. (2007). Intercultural business communication (4th Ed.). Upper Saddle River, NJ: Pearson Prentice Hall. ExpatArrivals. (2011). Culture Shock in Brazil. Globe Media. Retrieved on December 31, 2011 from Website: http://www.expatarrivals.com/brazil/culture-shock-in-brazil Kwintessential. (2011). Business and Relationships in Brazil. Retrieved on December 31, 2011 from Website: http://www.kwintessential.co.uk/country/brazil.html . CERTIFICATE OF ORIGINALITY I certify that the attached paper is my original work. I am familiar with, and acknowledge my responsibilities which are part of, the University of Phoenix Student Code Of Academic Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as such, and that this paper has not been submitted by anyone else. I have identified the sources of all information whether quoted verbatim or paraphrased, all images, and all quotations with citations and reference listings. Along with citations and reference listings, I have used quotation marks to identify quotations of fewer than 40 words and have used block indentation for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other intellectual property laws. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature.   Student 's signature (name typed here is equivalent to a signature): Martin Gambino