As Myanmar develops, it inevitably attracts more foreign investment. Understanding how Myanmar people communicate, and how they compare with other countries, is important for establishing and maintaining good relationships – both socially and in business.
With the influx of international universities and colleges too, information about local and international communication styles can be useful for students pursuing opportunities overseas.
These issues were discussed in a panel forum called “Successful Business through Better Intercultural Communication in Myanmar,” which was held last Tuesday 11 June at the Melia Hotel.
It was an excellent opportunity for expats and locals to talk about their experiences in a new, internationally-oriented Myanmar – where more multinationals and international visitors than ever are arriving.
The event was hosted by CCI France Myanmar, and featured guest speakers from a range of industries. The panelists were Hana Bui, author and intercultural trainer; Philippe Battle, General Manager of the Accor Group of Hotels; Win Myint Aung, HR and corporate affairs consultant; and the head of PR and Communications at iflix Myanmar, Kyaw Zin Tun. Werner Eggert, the Director of the Interlink Academy, moderated the discussion.
Until now, however, very little research has been done on this topic in Myanmar. Myanmar has been left out of surveys measuring key data on communication styles, attitudes towards relationships, workplace rules and contracts. These are important things to know for anyone wanting to set up a business in the country, or for establish relations with local partners.
Intercultural communication (or cross-cultural communication) is defined as a discipline that studies communication practices across different cultures. Data on intercultural communication has been captured in books like Trompenaars and Hampden-Turner’s Riding the Waves of Culture (1997), which surveyed participants from around the world about work-related topics.
The concept of ah na deh was prominent in the panel’s discussions. According to Hana Bui ah na deh can be thought of as a kind of “consideration for others.” I
t is a kind of modesty, but usually reserved for superiors or bosses. This may be similar to the idea of “saving face” in China or kreng jai in Thai, where people avoid situations that may embarrass others.
This makes sense in shame-based cultures (such as those in Asia and other parts of the world), but is much different to Western countries – where interactions can seem more abrupt. In a business meeting in New York, for instance, executives may care less about each others’ feelings when negotiating a deal; whereas in Myanmar, a social faux pas may cost the company a business contract.
Many foreign bosses are aware of these cultural differences, but taking steps to avoid conflict as a result of ah na deh can be difficult.
Normally Myanmar employees are hesitant to ask their superiors to clarify questions or instructions for fear of sounding rude. For foreign bosses, however, feedback is expected and even encouraged. Finding strategies to navigate between these different attitudes is difficult, but could be mitigated through regular meetings or mediating through mid-level staff.
Panelist Ko Win Myint Aung pointed out that even “repats” experience culture shock when they go abroad, finding themselves needing to adjust a second time when coming back. Their experiences will have an impact on Myanmar businesses in the future, just as the local customs will influence the way foreign companies do business here.
The panel discussed the five step model of intercultural development, which may be useful for anyone still finding it difficult to settle into the host culture. At first an attitude of denial emerges, as newcomers find it difficult to assimilate new information with their preconceived notions of the host culture. People might be surprised to discover so much betel-nut-eating in Myanmar, for instance, given that pictures of red-stained teeth weren’t in the tourist brochures they’d read before arriving.
Next is a sense of polarisation, which develops as people focus on the differences with their own culture. Once accustomed to the new culture, however, these differences are minimised until the point at which they are finally accepted.
Whether or not a person adopts particular local customs is more a question of personal values and preferences.
The American anthropologist and social theorist made a similar point, but phrased in a more interesting way: “Every human is like all other humans, some other humans, and no other human.”
The study of culture has been going on for decades, first by social and market researchers, and now in the field of intercultural communication. There is always variation though and, no matter what the population, there will always important personality differences to account for.
