The individuals in this case study worked for a small Japanese advertising agency called
"Shinjinsha" that handles both international and domestic accounts. This firm provided print and
television advertisements for numerous small accounts as well as some major international
accounts. This particular office was the site of the Accounting, Advertising and Administrative
sections of the company. The three participants in this conversation are two Japanese, Muramoto
and Aoki, and one American named Penn. All of them held the title of Account Executive and
their statuses were roughly equal, with Muramoto having had slightly more authority.
During the course of this particular conversation reference is made to two accounts; "A
Company" (and its product), and "B Company" (and its various hair care products). In the first
segment of conversation, Muramoto tried to change the topic of conversation from A Company
to the B Company account, giving a notion that “B” company seems to be more profitable to do
business with. His suggestion isignored by Penn, who continued to discuss “A” Company as
preplanned on the draft. Although Muramoto’s first effort to bring up the subject of B Company
failed, he tries again after a few more minutes of talk. In the next segment, Penn cuts off Aoki’s
attempt to change the topic with his overlapping talk and his continued focus on “A”Company .
After a short time in which they continue to talk about A company, Muramoto again tries to
bring Penn’s attention to B Company. Penn explicitly states what it is that he wants to do about
the “A” Company account. On the other hand, Aoki, after numerous failed attempts, feels they
need to schedule "time for creativity" which indicates a desire to have a meeting for idea
flotation and stimulation, or even a brainstorming session. ButPenn says that they do not need
any more extra and should spend "time to put together some solid thinking" then and there.
These are expressions usually mean getting some tangible ideas down on paper, formulating a
plan and setting an agenda as a direct approach. Penn's concern is first met with silence, and then
Aoki makes an aside to Muramoto (his gaze is directed to him) that Penn is not getting it. Penn's
increasing frustration was visible as indicated in his talk "Ah hah-but l- but A Company but I..."
that indicates he is having some communicative difficulty. Penn points out the differences in the
budgets, which he writes out on paper. Here, the activity of writing is being used to enable a
comparison, to point out the importance of discussing the account. Penn is using a strategy of
comparing the larger amount of the A Company account to the smaller B Company account as a
logical reason for devoting more time and energy to A Company . For Penn, it is obvious that
they should go for the “A” Company, given the size of its account. During this part of the
conversation, both Aoki and Muramoto begin to show their own increasing frustration and
impatience with Penn. Muramotosays that they should take a break and discuss the terms of
choosing a company over a brunch, which is met with no response from Penn. Aoki begins
pacing behind his desk. When Penn looks up from writing the numbers, both Muramoto and
Aoki turn away from him, avoiding eye contact. Penn emphatically explains that he will call the
representative of “A” Company in person and "that's done," he does not want to talk about it
anymore.
a. What type of communication took place between the American and Japanese
account executives? What was the prime reason for all the miscommunication
that took place between Mr. Penn, Mr. Muramoto, and Mr. Aoki?
Ans: This is an example of verbal communication from Mr. Penn’s part because
he states everything directly and verbally. However, Mr. Muramoto and Mr.
Aoki are using meta communication where they use expressions to communicate.
The prime reason for their miscommunication is their intercultural difference.
Mr. Penn belongs to a low-context culture whereas Mr. Muramoto and Mr. Aoki
belong to high-context culture.
a. Identify THREE differences between High and Low Context communication in
this case study. In one/two lines, explain how these intercultural communication
barriers are affecting communication between the American and Japanese
account executives.
1. Learning
“On the other hand, Aoki, ...any more extra”
The high-context culture of Mr. Aoki suggests that he wants to work as a
group, however, Penn wants a more individual task on the project.
2. Time management
“Muramoto says that they should take a break and discuss the terms of choosing a
company over a brunch, which is met with no response from Penn”
People from high-context culture does not follow strict timing. However, people
from low-context culture follows strict timing, as suggested by Mr. Penn’s
reluctance to agree to Muramoto’s proposal for a break.
3. Interaction
“should spend "time to put together some solid thinking" then and there. These
are expressions usually mean getting some tangible ideas down on paper,
formulating a plan and setting an agenda as a direct approach”
Low-context cultural people tend to make things more direct whereas high-context cultural
people communicate in a lengthy and indirect process.
