In previous articles of Agricultura cultural dynamics such as individualism/collectivism and power distance have been discussed and related to the intercultural interactions experienced on dairy farms (see AgFocus February ’09.) Note that many of our Hispanic employees on dairy farms come from countries in which power distance and collectivism are much higher than the United States, such as México and especially Guatemala. Needless to say, there is a contrast in language and culture between dairy farm managers and their employees. Power distance and the concepts of individualism and collectivism are only a few of the many factors at play in intercultural interactions. This month’s Agricultura will introduce the concepts of External Reality and Interpersonal Reality as outlined by Brislin & Toshida (1994). These concepts seek to explain how the act, function and outcome of communication can differ between cultures, as social values affect people’s perception of reality and in turn their reasoning and their interactions.

External Reality- refers to the measurable, verifiable facts that exist outside the interaction. People who value external reality place importance on elements outside of the interaction, often without regard for the damage it could potentially cause to the relationship. For example: an urgent job that needs to get done, running late for an appointment, or a busy schedule may take precedent over having a conversation. A person who values external reality over interpersonal reality will not have a problem saying, “No, I’m busy” when asked to take on another job. They may also provide ample criticism (constructive or otherwise) and will not shy away from conflict. The saying, “honesty is the best policy” reflects a value of external reality.

Interpersonal Reality- refers to the feelings and impressions created during interactions between two or more people. Importance is placed on maintaining harmonious relationships with people and within the group. For example: a person that will do almost everything to avoid saying no or continue a conversation even though he or she is late for an appointment. A person who values interpersonal reality over external reality will avoid telling a difficult truth if it could disrupt the relationship. They are not likely to criticize or offer suggestions readily and are averse to disappointing the boss or coworkers.

The effective manager of intercultural employees should recognize his or her own identity in regards to these concepts and then try to understand their employees’ identities. As a general rule, people from collectivistic societies generally place a higher value on interpersonal reality, while those from individualistic societies are likely to favor external reality. Be careful, however, not to assume that simply because a person is from a certain type of society, they will invariably act one way or another. Although the United States tends to be an individualistic society, rural communities tend to be more collectivistic than urban centers. The same is true for rural/city life in México and Guatemala. Try not to think of this as a black or white issue, but as a spectrum. You and your employees fall somewhere between the two concepts, therefore it is important to delay attribution until enough is learned about the other person.

Tips for managers of employees from other cultures:
As an owner/manager, you surely have to deal with external realities of operating the business, often despite interpersonal relationships. Let your employees know what type of interaction and information is important to you. Praise them for being the bearer of bad news and hold back on displays of anger or frustration about the news, even if it’s not directed at them. When an employee offers a suggestion, take them seriously and encourage their critical thinking skills on the job (even if you don’t take his/her advice.) Make the effort to make the other person feel that you have a good working relationship; ask questions about family, give praise for a job well done, make conversation. Finally, always treat every employee (and person) with respect for their identity and intelligence.

Brislin, R. & Yoshida, T. (1994). Improving intercultural interactions: Modules for cross-cultural training programs. Thousand Oaks, CA: Sage Publications.
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