After Asia, Africa is the world’s second-largest and second-most populous continent that consists of 54 different countries with a vast array of cultures, religions, politics, agriculture cuisine and over 2,000 languages¹ of which the most spoken languages are Arabic, English, French, Portuguese, and Swahili. A continent so diverse in all its fullness yet often misunderstood and wrongfully portrayed in the western media.

We discussed with Dutch expats who are working in the region of eastern Africa, also known as the Horn of Africa (home to the countries of Djibouti, Ethiopia, Eritrea, Sudan, South Sudan, Kenya, Somalia and Uganda) about their experiences and challenges in regards to intercultural communication while travelling and working with its people, local customs, traditions and their new gained perspectives.

One of the expats we interviewed, a female Hydrologist by profession who is working for a Dutch organization that focuses on groundwater in relation to surface water, environment and infrastructure as well as implementation of field measurements and model calculations, giving training and strategic advice, often visits Sudan, Rwanda and Uganda to meet with local stakeholders and to collaborate with local NGOs on different projects. As part of her work, she also visits local towns and villages that each have their own strong regional, cultural differences and identities that have been inhibited in that particular region, the prohibitive and inhibitive behavior that is associated with different ethnicities in these regions adds an extra dimension to the intercultural communication aspect.

In this paper, we narrow our findings by focusing only on North Sudan by describing its culture and behavior that are based on personal encounters, observations and experiences and intend to develop our own awareness, while recognizing that other people are different and that other people can be right in being different (Peel, 1997).

Hofstede Dimension Values and Behaviors

For North Sudanese people it is inhibitive to deny any form of gift giving. When new people arrive at a village (this has occurred several times to our interviewee), they may feel often overwhelmed by the generosity and hospitality of the local people who welcome them with gifts. What we may perceive as something out of the ordinary for example slaughtering an animal such as a goat, sheep or chicken, is considered as a local custom that the host presents to their guests as a form of respect and gratitude for visiting them. Not accepting these gifts would be regarded as rude and offensive, therefore, it is best to accept their gesture as an act of kindness and show gratitude. The Sudanese ways of ‘’Difaya’’ which in Arabic means ‘’Hospitality’’, is often the source of many cross-cultural miscommunications that take place. For example, a Westerner may be overwhelmed by a Sudanese person’s generosity and accept the offer, unintentionally taking advantage of their politeness (Cultural Atlas, 2008). A Sudanese person is unlikely to speak up (see Stoicism), and may end up going to great lengths to perform a favor that they meant to offer out of politeness. The Westerner may also be unaware that upon accepting this offer, there is an expectation that they repay the person with similar generosity at some point in the future (Cultural Atlas, 2008).

Other notable characteristics traits and important values are having Honor and dignity, Modesty, Duty i.e., taking care of each other, Hospitality, Generosity, Humility and Stoicism. (Cultural Atlas, 2008)

Some of the common values that are shared among the people of North Sudan is that the Sudanese people take pride in being Sudanese, not a pride of nationalism or supremacy of their own territory but one that is akin to hope. This is also reflected on the professional level in terms of teamwork and collaboration; however, the main difference may lie in the fact that the local people may prefer doing it on their way which may not always be as time efficient.

Power distance

According to the theory of G. Hofstede ‘’Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally’’ (Hofstede G. & Hofstede G.I., 2002). This is especially true and visible in North Sudan be it living in small rural villages or sprawling urban settlements surrounding cities, a rigid hierarchy is maintained with a large power distance. In smaller villages for example, a clear hierarchy is maintained; everyone listens to the village elder who is the main chief in charge when it comes to taking big decisions, it is not expected that you talk with the women. When new people arrive in town, they are welcomed and are met by curious people who ask them all sorts of questions. They are aware that the coming of new people often stands for new innovations and progress for their area. The social hierarchy is widespread and deeply rooted into the corporate, in both governmental and not for profit governmental organizations. The Dutch Expat explained that she too has to adapt to this social norm by giving an example that whenever one of the higher directors gives a note during a

meeting, others in a lower rank are expected to react by complimenting the comment even when the comment doesn’t contribute to the process in any way.

Individualism vs collectivism

Individualism pertains to societies in which the ties between individuals are loose, everyone is expected to look after themselves or herself and his immediate family. Collectivism as its opposite pertains to societies in which people from birth onwards are integrated into strong, cohesive groups, which throughout people’s lifetimes continue to protect them in exchange for unquestioning loyalty (Hofstede G. & Hofstede G.I., 2002).

Here in the Netherlands, we are far more individualistic, people are expected to only take care of themselves and their immediate families. Visiting people is often by appointment and does not necessarily include staying for dinner as well, unless invited (Hofstede Insights, 2017).

In contrast to the Dutch culture, the Sudanese culture has a very strong collectivistic nature that is deeply embedded in its culture, as well as people’s sense of duty in helping one another. For example, neighborhoods and villages collectively share to lighten one another’s burden or face one’s challenges of hardship together. Another example of this collectivistic nature that is visible within the Sudanese community is that people always try to arrange all sorts of things for each other; such as sharing land for everyone’s livestock to graze on. Working together is always encouraged. Communication between the different villages is improving due to modern inventions which in turn promotes teamwork between the towns and creates opportunities for even bigger projects. Though, in bigger cities with a much younger population people tend to be more individualistic mainly due to the different lifestyle and standards where people are

more focused on improving their personal skills and climbing on the social scale through academic achievements.

Masculinity vs femininity

In regards to gender inequality, Sudan scores very low. In comparison to The Netherlands, Sudan is more of a masculine society as gender roles are very patriarchal and defined. In general, men are expected to be assertive and the breadwinner, whereas women are supposed to be modest, tender and concerned with the quality of life and the homemaker. Polygamy where men often have multiple wives is perceived as normal on the condition that he is able to afford providing for all four of the wives equally. In the bigger cities, however, this idea is shifting as women no longer want to accept their husband having more wives beside them. Sudanese men also have a paternalistic view towards women, who are regarded as vulnerable beings who need to be protected.

Uncertainty avoidance

Sudan is similar to Arab countries where people strive to avoid uncertainty by relying on established norms, rituals and bureaucratic practices to decrease the probability of unpredictable future events. Moreover, there is also a common belief that all events are predetermined by God (Allah), crying and complaining can be seen as an objection against God’s will or a lack of faith in his plan, thus they are often very accepting of the circumstances that they face. They use the term “Inshallah” for this, meaning: If Allah wills it. Where Dutch people are quick to adapt and move on from the situation in order to be as productive as possible, the Sudanese may appear to throw in the towel and loiter. So even though they strive to avoid uncertainty, at the same time they are capable of handling change and unforeseen situations in a rather relaxed manner.

As we learned about the cultural differences between the Sudanese culture and the Dutch culture, we learned that rather than generalizing, we should treat each other as individuals. The Dutch expat was very open and honest in sharing with us about her experience, struggles and interesting details on communicating with such a distinct culture. In her position as an unmarried woman, she gets to experience all the dimensions of doing business in an African country. We got an in-depth insight about the Sudanese culture in comparison to the Dutch culture as well as the intercultural communication aspect and the multi-layered dimensions that comes with it.

Outcome

The Dutch expat shared a few incidents of miscommunication which was caused mainly due to cultural difference, language, customs and manners, different aspects as described by Hofstede’s Cultural Dimension Theory model. For example, it happened that the Dutch people were thinking in a different way than how the locals looked at things. They noticed that the locals did not show their disagreements because they considered it would be rude to do so. The Dutch expats realized that the best way to avoid future miscommunication and cultural clashes, adaption would be the best practice. Understanding and adaption is highly effective for the

work process and creating awareness of the cultural differences, strengthens the relations by showing respect and minimizes unnecessary future confrontations and misunderstanding.

Possible solutions/best practice

Preparation is key to success, especially when it comes to travelling to a different country and meeting people from a different culture, the last thing you want is getting lost in translation and have miscommunications or worse cultural clashes, therefore, read about the local values and traditions and if you are uncertain simply ask questions from the locals or your guide about what goes and what doesn’t. Good preparation will help to create mutual understanding, appreciation and respect. Travelling with a guide and translator that speaks the language and is familiar with the local custom is very useful. Our interviewee however, experienced on multiple occasions that despite having a translator at hand, the translation did not always go very well, for example during her meetings with the local people, the translator would translate a whole story with only a simple and quick ‘yes’ or ‘no’ instead of the whole story, the best solution is to continue asking your questions in a respectful manner. Depending on your time and resources, a good solution would be to learn the local language, even if they may be a couple of words or sentences will help you a long way. Our interviewee picked up a few words of Arabic that helped her understand when there was a problem or other issues going on. In Sudan, it is very common that the local people won’t tell you when there are difficulties or issues which could be for example something as simple as a punctured car.

Another best practice is adaptation and acceptance to the religious restrictions, norms and values of the country you’re visiting by being mindful of the dress code, etiquettes and protocols. As a Western visitor you don’t want nor should you try to change them but have them embrace you! Show courtesy of bringing a souvenir for your colleagues in Sudan and be mindful of their hospitality. Honor, Dignity and Integrity are concepts that are highly regarded especially in Sudan. Keeping your word is very important for relationships that will affect your position with the local people in a positive way.

Student Authors

Renée Kempen (LinkedIn)
Student Amsterdam International School of Business, Amsterdam University of Applied Sciences
Block 4, Semester 2, 2021

Naznin Musa (LinkedIn)
Student Amsterdam International School of Business, Amsterdam University of Applied Sciences
Block 4, Semester 2, 2021

Josephine Kleinendorst (LinkedIn)
Student Faculty of Business and Economics Business Administration, University of Amsterdam Applied Sciences
Block 4, Semester 2

Noa Schaffels (LinkedIn)
Student Faculty of Business and Economics, University of Amsterdam Applied Sciences
Block 4, Semester 2

A Dutch HR manager is working for an international company headquartered in the Netherlands, specializing in tubular running services. The company operates under the Anglo-Saxon model, with the Dutch branch mainly responsible for conducting business with European countries, as well as Turkey. The Dutch HR manager operates in an international environment with people from various (cultural) backgrounds and often has to interact with partners, clients and colleagues from abroad both remotely and on-site. The working languages at the company are Dutch and English. Naturally, language is not only about learning new vocabulary and grammar, but also about cultural competence: knowing what to say and how, when, where and why to say it (Hofstede, 2002).

The HR manager experiences cultural differences with his international colleagues in his work life on a daily basis. Reactions and body language vary, as does their interpretation by all of the involved parties, with an abundance of different outward (tip of the iceberg model) expressions (Weaver, 2013). The HR manager would describe the work culture of the company as primarily Dutch, intermingled with influences from other international cultures. The HR manager did not find it inhibitive to answer the interview questions and noted that the company does not currently utilize interpreters, but recalled a situation in which it would have been beneficial to do so.

The HR manager was involved in discussions with partners and clients from England where mutual understanding towards one another was not satisfactory, due to the different respective ways of approaching matters (cultural differences). Both the verbal and non-verbal communication was misinterpreted by both parties more often than not, which lead to matters getting out of hand (Weaver, 2013) as unnecessary discussion over matters of little importance could grow into full-blown misunderstandings, negatively impacting everyone involved as a result of the lack of interpretation.

This highlights a certain lack of intercultural competence, as it is best practice to not assume you understand any non-verbal signals or behaviour unless you are familiar with the culture (Hofstede, 2002; Weaver, 2013). Awareness of one’s own non-verbal communication patterns, as well as not taking a stranger’s non-verbal behavior personally, are key to ensuring that matters unfold smoothly (Hofstede, 2002).

The company has policies against the manifestation of prohibitive and inhibitive issues. An example of this is a strict set of rules to prevent racism and discrimination within the workplace, which highlights that it is both prohibitive and inhibitive to propagate these negativities within the company.

Outcome

Power distance index (PDI) / Hierarchy Acceptance

Both the Netherlands and England score alike on the dimension of Power Distance (38 and 35 respectively), evidencing Small Power Distance Orientation (Hofstede, 2002). However, their communication styles differ greatly, as for all of the ‘Dutch directness’ (low context), there is ‘English elusiveness’ (indirectness, high context) to match. The Dutch value of direct communication (bottom of the iceberg model) is not reciprocated. This has on numerous occasions resulted in tensions within the company, as the HR manager felt he practically had to tip-toe around certain people, just to achieve a certain objective. The company is indirectly aware of this happening within the workplace.

When things are not properly interpreted during the meeting and the situation gets out of hand, the meeting is adjourned and postponed until the two parties are ready to resume it. Often, the rest of the business is usually handled over mail. More often than not, it turns out in the end that both parties ultimately meant the same thing but misinterpreted one another.

There are, however, also matters that are scarcely discussed, which the HR manager referred to as ‘lost in translation’, attributing it to the clashes in communication styles, since it is not always clear what the English mean or feel due to their indirectness, clashing with the Dutch ways.

Individualism vs. collectivism (IDV) / Identity

The Netherlands and England both score practically the same (68 and 69 respectively) on the dimension of Individualism. Both countries can misperceive culture-based behavior of foreigners as dishonest or corrupt as a result, depending on the circumstances (Hofstede, 2002). The company’s credo is to do everything together, but in practice those at the company will easily come to see that everyone is for themselves. Even though the company encourages collectivism, the people within the company primarily opt for individualism, unwilling to adjust to the internal company culture, lacking the shared values of collectivism.

Uncertainty avoidance index (UAI)

The Netherlands scores quite higher (53) on Uncertainty Avoidance than England (35), thus exhibiting a slight preference for avoiding uncertainty, compared to the UK, who is more willing to take risks and plunge themselves into the unknown, expressed by the British as ‘muddling through’ (Hofstede, 2002). The Dutch may perceive the British as unprincipled or amoral, while the English may perceive them as rigid and paranoid (Hofstede, 2002).

The HR manager noted that a guiding principle within the company is to always strive to resolve matters immediately and as soon as possible, in order to keep things orderly and on track. Additionally, it is both inhibitive and prohibitive to share information about the company’s inner workings, as evidenced by rules and policies to prevent information about the company’s equipment from leaking out into the public (high confidentiality, NDA’s, etc.). This illustrates the company’s Uncertainty Avoidance.

Masculinity vs. femininity (MAS) / Achievement

There is an overwhelming difference here, with England scoring 66 on the value of Masculinity, compared to the significantly lower 14 of the Netherlands. This means that achievement is more important for the English, compared to the Dutch who place greater value on quality of life.

As such, the English may misperceive Dutch culture-based behavior as weak, from the perspective of achievement (Hofstede, 2002). They will focus on the results and earnings, without placing a focus on more empathetic aspects (Hofstede, 2002). Meanwhile, the feminine Netherlands may misperceive British culture-based behavior as aggressive and braggart.

Long-term orientation vs. short-term orientation (LTO):

The Netherlands scores higher (67) on Time Orientation than England (51), which means that it has a pragmatic nature, compared to England, whose preference cannot be determined due to the intermediate score of 51 (Hofstede, 2002).

In general, the gas & oil industry has a short-term vision because they are forced by governments to do something in the short term. However, the company is developing a long-term orientation as it undergoes a transition phase, which has to do with the current developments in the oil & gas industry. The HR manager’s company wishes to differentiate itself by looking more at the future and developments regarding CO2 emissions, striving to have a better impact on the people, society and world.

Possible Solutions / Best Practice

The best practice approach to solving the issue is for the company to start enlisting interpreters for international meetings, while investing in additional training on intercultural communication for its employees. Extra attention must be paid to meetings and communication with the English to ensure that everyone is on the same wavelength. One of the key methods to break down a language barrier is to find someone who can speak the language as an interpreter and ask for clarification when you are not sure what someone says (Hofstede, 2002).

The company is also working on setting up an international team collaboration training programme in which employees from all over the world will be able to train working together on specific projects, in the hopes that this will add a further boost to teamwork between different cultures.

The HR manager recognizes the importance of adjusting to the way other people may talk in their culture and not taking anything personally. After all, the core of intercultural awareness is learning to separate observation from interpretation (Hofstede, 2002). Postpone interpretation until you know enough about the other culture (Weaver, 2013).

As the intercultural communications skills and awareness are expected to grow following the training, so will the quality of intercultural communication between international partners such as the Netherlands and England, hopefully to the point where additional interpreters will no longer be needed afterwards.

Student Author

Tymoteusz Filipczuk (LinkedIn)
Amsterdam School of International Business, 2nd year International Business, The Netherlands
Block 4, Semester 2 2020/2021