Organizations also develop their own cultures, which have a huge impact on communication. You might work for a company that encourages casual dress, informal meetings, and the ability to openly share thoughts with management. Or you might work for an organization that is more formal and hierarchical. Your communication needs to be adjusted to be competent in a particular organizational culture, a point we address in Chapter 11.
Finally, we must discuss the fact that all communication takes place within the powerful context of the surrounding culture, represented by the outermost sphere of the competent communication model. Culture is the backdrop for the situation, the relationship, and the communicators themselves. As you will learn in Chapter 5, the communication aspects of culture encompass more than nationality; culture also includes race, gender, religion, sexual orientation, group identities, and so on. This cultural “mix” can create tensions and challenges, but also incredible opportunities (Sprain & Boromisza-
Culture influences which of our messages are considered to be appropriate and effective and strongly affects our cognitions. For example, Hannah comes from a culture that shows respect for elders by not questioning their authority and by cherishing possessions that have been passed down in the family for generations. Cole, by contrast, was raised in a culture that encourages him to talk back to and question elders and that values new possessions over old ones. Both Hannah and Cole view their own behaviors as natural and may view the other’s behavior as odd or abnormal. If they are to become friends, colleagues, or romantic partners, each would benefit from becoming sensitive to the other’s cultural background.
Cultural identity—how individuals view themselves as members of a specific culture—