Can you successfully transfer knowledge between high- and low-context cultures?
When considering knowledge transfer between different cultures, we will likely at first think about words and language. However, as I alerted in a previous RealKM Magazine article1, cross-cultural knowledge transfer needs to also consider the cultural context of communication, as described by Edward T. Hall in his book Beyond Culture2:
A high-context (HC) communication or message is one in which most of the information is either in the physical context or internalized in the person, while very little is in the coded, explicit transmitted part of the message. A low-context (LC) communication is just the opposite; i.e., the mass of information is vested in the explicit code.
Low-context cultures depend on explicit verbal communication and clear, direct messages. Examples include many Western cultures, such as the United States and Germany. High-context cultures, on the other hand, rely heavily on implicit communication, non-verbal cues, and the surrounding context to convey meaning. Examples include many Asian and Middle Eastern cultures.
Reader activity: Can you successfully transfer knowledge between high- and low-context cultures?
You now know the theory, but are you able to reflect it in your knowledge management (KM) practice? This is an example that I use in my cross-cultural communication teaching. Can you see what went wrong? Put your thoughts in the comments below.
Scenario:
An international travel and tourism fair is being held in Beijing, China:
- Mr. Li, the manager of a Chinese tour company, has an exhibit at the fair
- George Hall, a travel agent from the USA, is visiting the fair, and approaches Mr Li’s exhibit
Dialogue:
George is interested in Mr. Li’s company’s tours, and suggests that they arrange a meeting.
Mr. Li replied in fairly good English, “That would be interesting.”
“When can we meet?” asked George.
“Ah. This week is very busy,” replied Mr. Li.
“It sure is,” said George, “How about 10 o’clock tomorrow? Meet you here.”
“Tomorrow at 10 o’clock?” asked Mr. Li thoughtfully.
“Right,” said George, “I’ll see you then?”
“Hmm, yes, why don’t you come by tomorrow,” was the reply.
The next day at 10 o’clock, George went to Mr. Li’s company’s exhibit only to find that Mr. Li had some important business and was not there. George called back later in the day and was told that Mr. Li was not available.
What went wrong? Put your thoughts in the comments below.
Header image source: Freepik.
References:
This is a classic example of a high-context vs. low-context communication breakdown.
From George’s (U.S., low-context) perspective, he received a clear agreement:
“That would be interesting”
“Why don’t you come by tomorrow”
In a low-context culture, those statements are typically interpreted as confirmation.
However, from Mr. Li’s (China, high-context) perspective, he never actually agreed. Instead, he was communicating indirectly:
“This week is very busy” = a polite decline
Hesitation (“Hmm…”, “thoughtfully”) = uncertainty / non-commitment
“Why don’t you come by tomorrow” = non-committal, face-saving response
In high-context cultures, saying “no” directly can be seen as impolite or damaging to the relationship, so refusal is often implied rather than stated.
The core issue is that George relied on explicit words, while Mr. Li communicated through context and nuance. As a result, George believed a meeting was confirmed when, in reality, it never was.
From a knowledge management perspective, this highlights an important point:
Knowledge transfer is not just about what is said, but how it is interpreted within cultural context.
Without shared expectations or confirmation, even simple decisions (like scheduling a meeting) can fail due to context misalignment.
A simple fix in practice would be to introduce clear confirmation loops, such as:
“Just to confirm, are we meeting at 10 AM tomorrow?”
This scenario is a great reminder that effective KM must account for both explicit and tacit communication, especially in cross-cultural environments.
Also, to add to John’s comment, knowing when to back off. Mr. Li having met George for the first time wants to be agreeable so he doesn’t come right out and say, “I’m sorry, won’t be able to meet tomorrow.” Instead he hints that the week is busy. Still George is pushy and forces him to close on an appointment. George would have done better to ask when would be a good time to visit.
Context is important in most cultural settings. We can allay this somewhat in corporate organizations that often train their staff to comply with their preferred business culture. If working in a cross-cultural environment however, I think it’s a good idea to check in with colleagues who have the relevant communication experience.
Both earlier comments highlight valuable insights (confirming and actively listening to meaning, not transaction). It is always worth starting to build some Guanxi (connection/relationship) before attempting to do formal business arrangements. A casual conversation about the person, what they are interested in and why can help connect snd build trust. Finding mutual familiar experiences will build a personal connection foundation on which a trusted business relationship can be fostered.