Capilano University TOUR326: Cross Culturism Tour 326 Analysis Report

This report, prepared for TOUR326, examines the cultural differences between Canada and China, focusing on how these differences impact business negotiations and intercultural competence. It explores key cultural dimensions including individualism/collectivism, power distance, uncertainty avoidance, and time management, providing a comparative analysis of both countries. The report emphasizes the importance of understanding these dimensions for effective communication and building successful business relationships. It also delves into how cultural attitudes and approaches influence conflict resolution. The report aims to equip the World Adventures team with the necessary knowledge to navigate potential conflicts and achieve successful contract negotiations. The report covers aspects of communication styles, risk avoidance, and societal values such as masculinity and indulgence. The report also provides insights into how these cultural dimensions affect behavior in organizations and institutions, offering practical recommendations for fostering intercultural understanding and achieving favorable outcomes in international business ventures.

Running head: CROSS CULTURISM TOUR 326 1
Cross Culturism Tour 326
Students Name
School Affiliation

CROSS CULTURISM TOUR 326 2
Cross Culturism Tour 326.
Introduction.
Cultural diversity between Canada and China has impacted their business and project
completion. Strategic policy which are culture sensitive should be initiated by team leaders.
Difference in cultural and ethnic states determines how business negotiation will be conducted.
To avoid cultural misunderstanding; this report focuses on enlightening World adventures on
how to build team’s intercultural competence. Examining the cultural dimension in both
countries enhance their knowledge on cultural diversity. Comparison, analysis and quality
information is well digested in this report.
Common aspects in Canada and China include; Low/high power distance,
Individualist/collectivistic, High/low uncertainty avoidance et al. Behavior of human beings
(thinking, acting, feeling), organizations and institutions are affected by value systems above in
predictable ways. Above dimensions aid to explore how Canada and China manage power and
time, strategic plan induced to transmit information and diminish ambiguity. In addition, aspects
that influence cultural difference in both states.
Cultural Dimensions of Canada and China.
Individualism/Collectivism.
Individualism refers to lose bond between people and society. Every individual’s take care of
themselves/immediate family only. Collectivism stands for integrated strong bonds created from
birth onwards. People work as a team to achieve remarkable results.

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Canadians have pride of and internal self-control. High percentage of people believe in “time is
money”. Conversely, Chinese believe in “time is life” and operate in saving the face of their
country. They believe in “we” factor unlike the “I” in Canada’s people (McLaren, 1998)
Chinese take care of their families and society. Business pioneers create networking project
which shall benefit every individual. Online business is there major concern for benefits of these
business are enjoyed globally. Investment in people earn a lot of profits. Everyone takes
responsibility for their group members. Exterior compromise relationship is built and everyone
earns from the same projects. Hierarchical approach is adhered to accordingly. Economic of the
state is boosted. Therefore, trust (proximity personal relationship) is the only aspect that stands a
chance for one to negotiate with Chinese. This reality is portrayed in organizations where family
members work together.
Canadians are self-centered; only take care of themselves and loved ones. They adore past and
traditions; work independently to maintain their privacy. hardly to find family members working
together. Inequality in economic for few people are unemployed.
Power Distance.
Canadians implement egalitarian ideology. People only adhere to work rules when under
supervision. Work is neglected especially when the managers are not available, they envy
benefiting the employer (Brislin, 2008). World adventures should learn that chin operate under
power. Socioeconomic imbalance is legal for centralization has great significance to them.
Subordinates expect commands from their superiors, it considered as respect. Great effort is
applied in work for they follow all instructions appropriately. Profit elevation in such
organization is observed for there is health completion amid the members. Parental-children

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relationship implements this attribute as well. Team should observe formality, respect and
consider hierarchy for effective business negotiation with Chinese.
Back in Canada people ignore instructions given to them. They consider its as oppression.
Equality is crucial aspect in Canadians work ethic, superiors are considered as fellow colleagues.
Canadians emerge from a society where superiors are mostly nearby, expectations of supervision
are minimal.
Classified as high-power distance state, China despise ambiguity or rather unrecognized
situations. Laws are full adhered to avoid risks. In the contrary Canada accepts improvised ideas
from anyone. Ambiguity is common in the population. Rules are taken less seriously. Team
members should develop refined proposal with well outlined risks.
Time and Message Transmission.
Canadians follow schedule in operating business. However, Chinese do not compartmentalize by
time. Time is more flexible to them. They work smart rather than working hard. Rushing to
decisions draws failures near, to avoid this Chinese take time to digest and implement ideas. In
case of inconveniences they adjust well without severe consequences. Projects and developments
run smoothly without interactions (Harris, 2004). Conversely, polychronic is the best term to
define Canadians. They hardly multitask unlike Chinese who carry out multiple task.
Consequently, World adventures should prepare for delay in decision from Chinese during
negotiations. Requires Canada team to include extra time on their schedules.
Nevertheless, the diversity in information transmission between Canada and China is enormous.
Team members should note that full concentration is essential when negotiating with Chinese.
Understanding the proposals full needs keen observation of gestures, facial expression et al.

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verbalized information hinders one from reading between the lines. Paying attention emphasizes
your seriousness in the business. In addition, body contact and interpersonal distance while
talking need great observation.
Risk (uncertainty) Avoidance.
Safety of people when severe consequences hit a state is referred to risk avoidance. Esurance’s of
concise strategy to mitigate risk depends on states preparation in such states (Saad et al, 2009).
Project developed by Chinese always cover the actions to be implemented incase of
contradicting results. With good knowledge of covering their faults, citizens are assured of
safety. Unlike Canada where firms major on policy implementation alone forgetting potential
risk. Therefore, team members should draw a good proposal and include risk and approaches
during negotiation.
Masculinity
A higher score on the masculinity dimension will demonstrate that society is motivated by
competition, achievement, and success. Success is defined as the best or the winner in the field.
A lower score on the same indicates that the dominant values in the society are caring for others
and value the quality of life (Mulder, 2009). Canada is a moderate society in this dimension
because it scores 52. Canadians tend to balance both works and play, which they try to attain
high standards of performance. Further, they have a well-balanced work life, enjoy personal
pursuits and have a cultural tone that’s subdued in winning, success, and achievement. On the
other hand, China is a success and drive oriented society. Chinese people would sacrifice their
family and leisure activities to exemplify success. A good example is the migrants who leave

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their families behind to get better pay and better work. The same can be said about the student
who is very careful about their scores in school.
Cultural attitudes and approaches.
With the multifaceted relationship between Canada and China, cultural connections and business
have elevated. However, to maintain the healthy relationship world adventures are obliged to
learn when to initiate negotiations and how to solve potential conflicts. Chinese negotiation
method is competitive (Brislin, 2008). Harmony is the stem factor for peaceful negotiations with
Chinese for thy consider proximate and long intimate relationship. Arise of dispute requires team
members to provide satisfactory resolution. By respecting and trusting Chinese there will be win-
win on both teams.
Indulgence
The extent which individuals try to control their needs and impulses based on the way is raised is
defined as indulgence. Weak control is defined as an indulgence, while strong ones are restraints.
China has a tendency to cynicism and pessimism and thus, a restraint society. Restraints society
do not put a lot of importance on control of gratification of their desires. People in Canada are
indulgence because they possess an attribute that willing to realise their impulses and enjoy life
while having fun.
Conclusion.
Ultimately the intercultural differences among the two countries are diverse. However, if the
Canada team avoid inadequacy of trust; unnecessarily talking native language while negotiating
the Chinese. Perception and false communication; inappropriate use of gestures “nodding” there
will be no conflicts among the countries. World adventures have the responsibility to learn

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Chinese culture and its influence to avoid conflicts during negotiation. No extreme conflicts if
intercultural differences will fully be observed. To summarize, with quality information from the
above report, world adventures are fully equipped to reach the great opportunity for the
company. Effective and accurate communication behavior will be portrayed at the negotiation
desk through implementation of this report.

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References
Brislin, R. W. (2008). Working with Cultural Differences: Dealing Effectively with Diversity in
the Workplace. Santa Barbara, CA: Greenwood Publishing Group.
Harris, P. R., Moran, R. T., & Moran, S. V. (2004). Managing Cultural Differences: Global
leadership strategies for the 21st century. Routledge.
McLaren, M. C. (1998). Interpreting Cultural Differences: The Challenge of Intercultural
Communication.
Saade, R., Nebebe, F., & Mak, T. (2009). Canada - China Cultural Differences in E-learning: A
Motivation Perspective. Proceedings of the 2009 InSITE Conference. doi:10.28945/3346
Mulder, P. (2009). Cultural dimensions by Geert Hofstede. Retrieved on May 28, 2019 from
ToolsHero: https://www.toolshero.com/communication-skills/hofstede-cultural-
dimensions/

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