The Cultural Iceberg Model and Deep-Culture Diving
Brett Nelson
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The Cultural Iceberg Model was created by Edward T. Hall (of High/Low Context Culture fame) and is commonly used in Intercultural Competence training as a starting point for understanding just what we mean by “culture”. Specifically, it provides a visual representation of both the easily observable (e.g. behaviors) and less obvious components of culture (e.g. values) with the goal of making one aware of the “hidden” elements that drive culture. It is these elements that are key to fully understanding a different culture, but they are also where the main risks lie when working and communicating across cultures—thus the iceberg.
The model has its detractors who claim that it oversimplifies things, but I believe it is useful not only for defining and considering culture, but also for learning more about ourselves. When used correctly it forces us to consider our own “unobservable culture”, especially the base beliefs and values which we absorb throughout our lives and which are reflected in how we think, act, and communicate.
Observable culture—behavior, language, fashion, architecture, pop culture, business customs, etc.—may be interesting and useful to know, but it has little value when it comes to truly understanding a culture. More important is understanding why these things are as they are. Can you connect them to the non-observable values and beliefs from which they come?
As an example, consider the well-known value of individualism in the United States. From this value comes a desire for autonomy, self-reliance, self-concern, risk-taking, competition, creativity, self-promotion, assertive communication, and clearly defined work roles, among others. It may even lead to altruism, according to research done by Dr. Abigail Marsh, a professor of psychology and neuroscience at Georgetown University. But even this is on an individual level—lack of social cohesion is another result of individualism. Like anything there are pros and cons. But I digress.
Now we can begin tying values to behaviors, deepening our understanding of culture—theirs and ours. As I mentioned in previous articles, self-understanding is an often overlooked, but absolutely essential, step to becoming situation-flexible, the ultimate goal of cross-cultural training. The better you understand yourself, the easier it is to adapt to, and overcome, divergent values and beliefs.
This process begins with asking “why”. For instance, when I coach people from cultures that prefer casual business attire (e.g. Americans), I’ll ask them why they value this. When I work with people from cultures where formalized exchanging of business cards is mandatory (e.g. Japan), I’ll again ask why. (*See below for answers.)
Generally, even these simple questions are not so easily answered. The reality is that while we largely act and think in ways defined by our home cultures, we often do not know the deeper values which underpin them. This is, however, where we can discover, and begin learning to understand and, hopefully, accept, what would normally be deep-culture stumbling blocks.
When you understand the why of things, you can prepare for them. You can also largely remove the emotional charge that naturally occurs when facing different behaviors and belief systems. With self-understanding you can begin questioning, and adjusting, your own programming, thereby increasing your ability to be both empathetic and adaptable. ??
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So, use the Cultural Iceberg as a framework for understanding what culture means, but then go deeper. Research and uncover the values and beliefs that drive attitudes and behaviors—theirs and yours. With this knowledge you will begin approaching global work environments with a greater understanding, and awareness, of yourself and others. This in turn leads to greater flexibility and unflappability, keys for overcoming perceived cultural barriers.?
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About the author: Brett Nelson is a US-based HRD Consultant, program designer, and facilitator. Having spent most of the past 25 years living and working in Asia, he is well acquainted with intercultural pitfalls. Helping others to avoid them is his mission.?
Global Experiences Coordinator
1 年I love this article. I can really resonate with where you state: The better you understand yourself, the easier it is to adapt to, and overcome, divergent values and beliefs. Being in Japan for over a decade truly made be understand what I truly valued out of life and organizational cultures in companies. It has also made me extremely patient and adaptable when it comes to communicating with people within my culture and across cultures.
Director, Principal Consultant @ Intelli Search | Executive Search, HR Advisory
1 年Great Insight
The Japan Exchange I created so we can set up a pipeline with your location to elevate your personal brand.
1 年Yes when my sister was In Japan visiting me we were discussing how Japan is a high text culture and America is low text. In Japan the coffee cup is white because people already know the rules but in America the cup will say things like please throw away and caution it’s hot because in America we don’t assume anyone to know anything before hand.