Communications Chapter 13 Homework Although Had Hoped Implement Regional Program The

84

CHAPTER THIRTEEN: DIVERSITY AND INTERCULTURAL

COMMUNICATION

The learning goal of this chapter is that any effective manager will have to communicate

with people of backgrounds and cultures that differ from his or her own.

This chapter offers an excellent opportunity to exploit cultural and national diversity in

your classroom for the purposes of learning. Even in a relatively homogeneous class,

students will have a number of stories to tell about how they failed to communicate

effectively because of cultural differences or communication barriers. Assigning them to

think about such examples ahead of time can provide material for an excellent class

introduction. Before discussing the case(s), instructors may want to take a part of the

class to discuss intercultural communication or miscommunication that students have

experienced in the workplace. Depending on the level of experience and class mix, study

questions could include:

l. Have you ever been in a situation where you thought you’d communicated, but

later found out you’d been misinterpreted because of cultural or linguistic

barriers?

2. Have you ever been in a situation where you realized that the same word in the

same language meant something very different to the two parties engaged in

communication?

3. How many of you are bilingual to some degree? Do you find yourself thinking

different ways in different languages?

Teaching REED WATKINS PHARMACEUTICALS

Kirk Lewis, General Manager for the Southwest Region of Reed-Watkins

Pharmaceuticals is faced with responding to a sensitive issue that has surfaced in his

organization. Will Roberts, an African American and a top performing sales

representative, has expressed concern regarding the company’s commitment to diversity.

Although Kirk is somewhat surprised at this comment, he also understands that his

employees may be wondering what has transpired since his first memo of March 5, 2000.

85

Kirk addressed this memo to the entire region in response to complaints from a few

2. Using a team approach makes better decisions.

3. Sensitivity and respect for differences is essential in a large organization.

While Kirk presented strong arguments, the memo might have been more effective by

presenting them in a descending order. He presented one example that supported his first

point. “As an example, many of our customers are becoming much more diverse in their

ethnicity, gender and age and that if we are to be successful we need to recognize this, be

sensitive to it, and involve diverse groups from our own organization to better help our

customers.” His audience may perceive this as the most important argument. Although

His most important point regarding sensitivity and respect should have been supported

with examples, since Kirk needed to address the issues of the racial and ethnic jokes

being told at company meetings. A stronger statement such as,” Gratuitous remarks

86

Meet with Will immediately to address his concerns and ask for his assistance in

developing a regional diversity initiative.

• Send a follow-up communication to the region updating them on the status of the

diversity initiative and apologizing for his lack of follow-up.

By implementing this communication plan, Kirk will regain the trust of his employees in

the Southwest Region. Kirk’s actions are not without risk to his career, since upper

Attached are examples of the letters that Kirk should send to his region and to the VP for

personnel. The goals for these communications are to:

1. Address the lack of follow-up to memo of March 5, 2000.

The overriding goal of letter 1 is to be open and honest with his employees regarding the

status of the diversity initiative. Kirk should consider his audience, and their likely

attitudes towards this issue. His audience has different perspectives and experience with

diversity. The former Reed employees are skeptical. They have experienced the diversity

87

Although Kirk should apologize for his lack of follow through, the letter should maintain

a positive tone. Using a letter format will help to provide a more personal approach to

this sensitive and controversial topic. Kirk’s should use inductive logic in his argument

and appeal to his employee’s common knowledge that a diverse work force is desirable

for an organization. His argument might be:

Given: Based on my experience at Reed Pharmaceuticals, diversity can provide value to

an organization’s success.

Sample Letter 1:

Reed-Watkins Pharmaceuticals

Kirk Lewis, General Manager

April 24, 2001

Dear Colleagues,

Recently I received several inquires regarding the status of the Diversity Initiative at

Reed-Watkins. Since it has been over year since I last addressed this issue, I would like

to provide you with an update on the program. You may recall that I sent a memo

regarding “Diversity and Sensitivity” on March 5, 2000. The purpose of the memo was to

address the benefits of diversity and to ask for your cooperation in being respectful and

88

Last week, I sent a memo to Peter McMahon, Vice President of the Human

Resources inquiring about the status of the national initiative. I also offered to chair a

national steering committee to review the issue of diversity in the workplace. At this

89

Sample Letter 2

Reed-Watkins Pharmaceuticals

Kirk Lewis, General Manager

Date: April 20, 2001

To: Peter McMahon, VP Human Resources

From: Kirk Lewis, General Manager

Subject: Diversity

________________________________________________________________________

During the last eighteen months the organization’s focus has been to ensure the

success of the merger. Everyone has been involved in efforts to combine our products,

processes and resources to achieve our corporate financial goals. Along with the other

regions in the country, the Southwest region has been working hard to achieve our goals.

The outstanding sales performance last year is a testimony to the benefits of teamwork

and organizational focus.

The merger however, has not been without conflict. In the Southwest region, an issue

surfaced last year with the former Reed employees. There were complaints that the

former Watkins employees were insensitive to the issues of diversity. I addressed the

issue by sending a memo to the region. Until a few weeks ago, I heard of no further

comments from any employees relating to this issue. Will Roberts, an African American

and of our top performing representatives, feels that he is no longer a “fit” in the new

Additionally, as labor markets tighten it is essential that we attract and maintain

individuals regardless of race, ethnicity or gender. As our workforce becomes less diverse

and more homogenous, we lose the ability to attract individuals of color and risk the loss

of employees, who feel that they don’t fit in the organization,

I plan to have a personal meeting with Will Roberts to discuss his concerns. It would

Teaching INTERNATIONAL OIL

This brief case is designed for a class that draws as heavily as possible on students’

personal experience. A good opening question: “What cultural clashes does Schwaneger

face, and what communication challenges do these pose for him?” Follow-up comments

should enable the instructor to get several main topics up on the chalkboard, including:

company context, internal cultural communication, intercultural communication, possible

actions, and how these actions should be communicated.

After the opening, students can be encouraged to discuss the general context in which

International Oil operates.

1. Is the existence of such an entity useful or desirable for an increasingly united

Common Market?

2. Do any parallels exist with the joining of the original thirteen colonies into the

United States? Is International Oil performing essentially a government

function? If so, how does this affect its responsibilities as a business?

Some students will probably argue that International Oil is an unnecessary level of

Once these major political and contextual issues have been addressed, the discussion can

be focused with a few pointed questions:

1. Can Schwaneger develop policies that might reduce intercultural friction within

International Oil? Good suggestions can be listed on the chalkboard under

2. Can Schwaneger develop policies that might make the field operators’ jobs

easier? Here, he might recommend: better training for employees going

3. How are the field operators likely to interpret Schwaneger’s call?

4. What, if anything, would you do now if you were Schwaneger?

One subtle but important point here: A submerged intercultural issue is that the

Europeans portrayed in the case are clearly trying to learn from countries like Japan,

Study Questions:

l. What internal cultural conflicts does Schwaneger need to take into consideration

before he determines his goal and designs a communication policy?

2. Are there common threads among the field managers’ concerns, or do they differ

widely from region to region?