Herbert Lewis

Culture rules virtually every aspect of our lives, yet many people are completely unaware of this. If asked, many would likely define culture as music, literature, visual arts, architecture or language, and they would not be wrong. But they would not be entirely right either. In effect, the things produced by a culture which we perceive with our five senses are simply manifestations of the deeper meaning of culture - what we do, think and feel. Culture is taught and learned and, shared - there is no culture of one.

Culture is symbolic. Meaning is ascribed to behaviour, words and objects and this meaning is objectively arbitrary, subjectively logical and rational. For example, a 'home', is a physical structure, a family construct and a moral reference point - which is distinct from one culture to another.

By and large we are not a people whose work culture points us to the realisation that respect for rules and regulations is critical; that punctuality is important; that respect for authority is important; and, that performance and accountability must be observed at all times.

And yet, we invite peoples of different work cultures from different countries to come to our country and to invest and we seem to pay so little attention to enlightening them as to the Jamaican work culture.

One size does not fit all

Many who come here speak very little English, and when it comes to understanding patois, they are completely lost. It is very important to remember that every country has its own way of saying things. The important thing is that which lies behind people's word.

Communication across cultures begins with the basic understanding that one size does not fit all. Simply because we practise certain cultural habits or patterns of behaviour does not mean the rest of the world does. Cultural differences are the most significant and trouble- some variables. The failure of both employers and employees to fully comprehend these disparities has led to serious international business blunders. Failure to recognise and adapt to these differences can mean the difference between a done deal and a faceless failure. I believe that language, more than anything else, is the heart of culture, and assumptions about culture can affect the way people communicate with each other.

Look for the nuances in the way people from different cultures use language. For example, the English use understatement and modesty; they are sometimes deliberately vague to avoid any confrontation, and they can be extremely polite.

Asians, including the Japanese and Chinese, consider harmony an important virtue and will avoid confrontation at all cost. For that reason, they will often say "yes" to many things with the understanding of "yes, I hear you" or "yes, I understand", and not necessarily "yes I agree".

Communicating across cultures takes great sensitivity and awareness. By understanding other cultures, we become more insightful and adaptable in our communication effort. No one expects you to know all the nuances of his or her culture. Just as others are expected to respect and understand your culture, they will make allowances for any missed cues on your part. It is a wise thing to always leave plenty of room for give and take.

It is not so long ago that there were major disturbances at the garment factories which were established in the free zone in Kingston. The Chinese, who operated those factories, had brought to Jamaica their own work ethics and culture with them. It was argued at the time that they were not adequately briefed about the fact that the Jamaican culture was different from theirs. For example, they were not aware of the fact that workers were free to join trade unions and that for many Jamaicans 8 o'clock means 9 o'clock. This whole situation gave rise to a level of conflict which took some effort to unravel.

There is a situation which bears resemblance to the free-zone saga which is taking place at the Spanish hotel sites on the north coast. This time it appears that language differences, poor communication and a breakdown of employer/employee relationship are the causes of their conflict.

Drama triangle of conflict

This cycle of victimisation, attack and defence can be characterised as a drama triangle of conflict - a dynamic which locks us into confrontation with winners and losers, right and wrong. One person's hero, however, is another's villain, as both roles are marked by aggressive behaviours which impose what is 'right' on others.

We label people based on how their actions impact us. When we feel attacked or disrespected, we assume the other person intended that result and characterise them as a villain. (We justify our own actions based on our noble intention and the righteousness of our cause.)

Culture, in my opinion, can be seen as the lens through which we judge behaviours and we characterise people as victims, heroes or villains. We must never forget that behaviours lauded as admirable in one culture - "she is forthright" or "you know where you stand with him" - may be judged as inappropriate and unacceptable, in another culture; "he is so aggressive" or "he is always in your face" may be looked upon in a different light.

As we woo investors to our country, it is imperative that every effort is made to apprise them of what to expect when it comes to our work culture if we wish to avoid conflict at the workplace. Remember that there are always hidden costs in conflicts at the workplace, and chief among them in our case could be the loss of future investment and ultimately, the loss of prospective employment - something which is of critical importance to our people and our economy.

Herbert Lewis is an industrial relations consultant and past president of the Jamaica Employers' Federation; email herblewis@cwjamaica.com.