How Do You Say...?

Helping you say what you mean in their language.





Martha Galindo





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Dear clients and friends:

Vol. 3, Issue 28- Apr 2006





Once upon a time, diversity for major companies meant providing job opportunities for African-Americans. That was the working definition of diversity. The goal was to develop programs designed to facilitate their integration into the company. The word "integration" has lapsed into disuse, even disfavor, but at the time the word described the goal, which was to bring this American minority into a long-established business culture - integrating them into an existing set of business and social dynamics.

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President & C.E.O.
Galindo Publicidad, Inc.
TEL 954.255.5620  1.800.572.9446 
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email: mgalindo@translationsandmore.com
http://www.translationsandmore.com



    Are We Ready to Redefine Diversity?



There was little real analysis given to how the culture itself would change as a result of these actions. Nor did corporations see clearly how this was only the starting gun in a transformation of American business life. There was an aura of benign paternalism about the effort. How narrow such a vision now seems and how naïve. But when both sponsors and supposed beneficiaries pushed back it became clear that not only were the days of de facto and overt exclusion numbered but the days in which conditional inclusion by the kindly powers-that-be were growing short as well. Noblesse oblige was not going to cut it.

We have come a long way from those conditions and from that ingenuous definition of diversity. Very quickly the definition came to include women, national and ethnic minorities, gays and lesbians. Now every major company has diversity departments and affinity groups whose input is actively sought by learning departments and Human Resources.

But despite the globalization of business, and the seemingly obvious lessons that inexorable trend should teach, such a definition is still too narrow. Another major demographic trend is gradually bringing yet another once invisible minority into the light.

Just as once the corporate world was the bastion of white males, it is now a place distinguished by a single language - English. But the world outside speaks many languages and companies increasingly realize those languages make their own distinctive contributions. And yes, these languages also indicate many new markets.

Every company that seeks to serve a market, whether domestic or foreign, in which a language other than English is predominant, has learned to present its products or services in the favored language. It's simple. We talk to the market in its language and customs and preferences. And the market rewards such courtesy and respect. So, why is it that the increasingly significant numbers of employees whose primary language is other than English are still not addressed in their preferred language? Why is it that most written materials required to bring new employees on board are provided solely in English? Why are most internal corporate websites only in English? Or e-learning?

This perspective is not contemplating a corporate culture that operates like a UN assembly in which every meeting requires the services of professional translators. We only need to learn the lesson of the Tower of Babel once. English will continue to be the lingua franca of business. But accommodation of other important languages in recruiting, orientation, training, and internal communications seems only reasonable in a diverse workplace that values diversity. This is true whether those employees speak Spanish primarily and work in a US location or speak Mandarin or Cantonese and work in China.

If diversity truly is a value in and of itself then diversity of language is no more outside the bounds of a useful definition than any other characteristic. Language professionals with multicultural exposure are a key element in the success of diversity and multicultural initiatives in the US. And companies that welcome and continuously communicate with their employees and customers whose primary language is other than English in their own languages will lead the way (and reap the rewards) of sharing language rather than imposing it.
Enjoy this http://www.demographics.apalc.org




See you soon!

Martha.


P.S. If you enjoy our newsletter HDYS, please add, copy/paste, this specific email address mgalindo@translationsandmore.com to your email address book, to insure that you receive it and it's not deleted by junk/spam filters.




 

Melting Pot

 
 


Coming Together: A Melting Pot Look at Cross-Cultural Negotiating

As the trend toward globalization continues, the middle ground where all differences converge is the business arena and specifically the negotiating table. In every era the impulse to explore, to learn about and do business with foreign cultures has been an important driver of expanding economies.

Ways have always been found to overcome the differences that impede that process. We all prefer to do business with others who respect us as individuals and as a people, who treat us with courtesy according to our customs, who understand what is important to us and what does not matter.

And many things matter - the way time is utilized, for instance. In some cultures time is strictly allocated - punctuality, getting to the point, finishing the deal - are seen as signs of competence. In other cultures time is an important way to get to know one's negotiating counterpart. For these cultures rushing the process seems both discourteous and suspicious.

The things that matter extend to such matters as who speaks to whom, seating arrangements, food as an element of the socializing process, playing games like golf, and variations in business attire.

Dr. Habib Chamoun-Nicolás has written extensively on changing negotiation styles as they are affected by globalization and interaction with foreign cultures. He says: "The action of negotiation is a time consuming effort. It is not a single pointed activity without interrelation; rather, it is a continuous process that needs to be understood fully by all negotiating parties. Sometimes understanding is more important to the process than the substance we are negotiating. Negotiators, having the tendency to focus on substance, can easily forget the process and fail to obtain win/win negotiations."

In relation to negotiating in Mexico, Professor Chamoun-Nicolás continues, "You could be having a 30-minute breakfast meeting in Monterrey and a 3-hour lunch in Mexico City, and be very effective business wise in both cases. If you think you need a long lunch meeting in Monterrey to close a business successfully, you may be surprised. Not every place has the same sense of urgency. The key in negotiating with other cultures is to understand them, tolerate them respectfully and above all, display patience with the timing differences. For instance, in Monterrey, clients are more interested in having lunch with their families and friends, than with service providers. In Mexico City, distances are so great that a lot of business issues are discussed at long lunches. In Guadalajara, business is discussed on golf courses. Generally speaking, in Mexico City and Guadalajara, tradition is more important than business, and in Monterrey, business is more important than tradition. As a rule of thumb before you sell anything, spend some time and resources understanding their particular subculture."

For more, visit Keynegotiations.






About Us



Galindo Publicidad, Inc. (GPI), Specializes in translating English business-related materials into and from Spanish and Portuguese, while also providing translations in Arabic, German, French, Italian, Korean, Chinese, Japanese, Hungarian, Creole, Russian and others.

Using its select network of native professionals, GPI guarantees linguistically accurate, reliable, and confidential translations performed with sensitivity and cultural respect.

Galindo Publicidad, Inc., winner of multiple awards, has been selected twice as a Florida 100 company, a top honor recognizing rapidly growing, privately owned companies in the state of Florida.


10677 NW 48th Street 
Coral Springs, FL 33076
TEL 954.255.5620  1.800.572.9446
FAX 954.255.5615

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