Eye Contact & Culture: A Guide to Understanding Non-Verbal Communication

Eye contact is a fundamental aspect of human communication, serving as a powerful non-verbal cue conveying various emotions and intentions

However, the interpretation and significance of eye contact can vary dramatically across cultures, often leading to misunderstandings in cross-cultural interactions

Understanding these differences is crucial for effective communication in global business.

Western Cultures: Direct Eye Contact = Confidence

In many Western cultures, particularly in the United States and Europe, direct eye contact is often seen as a sign of confidence, sincerity, and attentiveness. 

People who make steady eye contact during conversations are typically perceived as trustworthy and engaged.

In business settings, maintaining eye contact is crucial during negotiations and presentations, as it demonstrates interest and credibility.

But this doesn’t end at business: direct eye contact is also valued in social interactions

It is considered polite and respectful, indicating that you are actively listening and interested in the other person’s words. 

However, balance is necessary, as excessive staring can be perceived as confrontational or aggressive.

East Asian Cultures: Indirect Eye Contact = Respect

In contrast, many East Asian cultures, including Japan, China, and Korea, view direct eye contact differently.

Here, indirect eye contact is often a sign of respect and deference, particularly towards elders or those in positions of authority

Avoiding prolonged eye contact is seen as a way to show humility and politeness.

For instance, in Japan, a child might lower their gaze when speaking to a teacher or elder as a mark of respect. 

Similarly, employees may avoid direct eye contact with their superiors during meetings to demonstrate deference. 

Misinterpreting this cultural norm can lead Westerners to mistakenly perceive East Asians as being evasive or untrustworthy, when they are simply adhering to cultural standards of respect.

Studies Confirm These Differences

Research has shown that faces making eye contact are quickly detected and preferentially processed, a phenomenon known as the eye contact effect. 

This sensitivity to eye contact is believed to be innate and universal among humans

However, cultural norms influence eye contact behaviors, with Japanese individuals typically making less eye contact than those from Western European or North American cultures.

This study explored how cultural differences affect eye contact behaviors by examining autonomic responses (heart rate), looking time, and evaluative ratings of eye contact with a person displaying a neutral expression.

Participants from Western European (Finnish) and East Asian (Japanese) cultures were compared. 

The findings revealed that eye contact elicited stronger heart rate deceleration (indicative of attentional orienting), shorter looking times, and higher arousal ratings in both cultures compared to averted gaze.

However, cultural differences were evident in how participants interpreted faces making eye contact. 

Japanese participants rated faces as angrier, less approachable, and more unpleasant compared to Finnish participants. 

These results suggest that cultural norms and display rules influence how eye contact is perceived, rather than culture directly affecting physiological responses to eye contact.

We’ll talk more about culture’s influence on eye contact norms next week.

Coronavirus: How Did Culture Impact Compliance?

The coronavirus pandemic taught us many things about human nature.

We are a social people. Toilet paper is important. And many people hate covering their face.

It also showed us that the way different countries dealt with the pandemic proved more or less effective and largely dependent upon compliance from the population.

New research aimed to explore attitudes towards health compliance and psychological responses within the context of cultural frameworks of individualism and collectivism

Cultural Orientation

The findings, based on data from Chinese university students, revealed that cultural orientations significantly predicted attitudes toward compliance and psychological responses.

The study found a high overall endorsement of restrictive measures. 

Compared to Japanese and American counterparts, Chinese participants exhibited the highest acceptance of society-level preventive measures. 

This strong compliance with social distancing can be attributed to the strict isolation measures implemented by the Chinese government. 

However, despite behavioral compliance, participants might have had personal reservations about individual-level precautions, such as wearing gloves when shopping or disclosing travel history.

Predictors of Compliance

Several predictors shed light on Chinese participants’ attitudes toward compliance. 

Gender was one such predictor, with female students demonstrating a greater willingness to comply than males.

Additionally, cultural orientations at the individual level played a significant role. 

Vertical collectivism (VC) predicted positive attitudes towards compliance, as it fostered a strong group identity and respect for authority

Horizontal collectivism (HC), while promoting in-group commitment, did not lead to the same level of acceptance of preventive measures. 

Individualistic orientations had mixed effects, with horizontal individualism (HI) positively predicting compliance and vertical individualism (VI) predicting less favorable attitudes toward compliance.

Contrary to previous research on epidemics, the study found that concerns about the virus did not notably predict positive attitudes toward compliance. 

Instead, psychological distress was positively predicted by VI and VC, indicating that those who valued uniqueness and competition or strong group identity experienced more negative psychological effects. 

In contrast, HC predicted less psychological distress, suggesting that individuals emphasizing equal responsibility within their in-group experienced fewer mental health problems.

Chinese college students were more willing to comply with preventive measures if they had higher VC and HI cultural orientations.

Trust

While trust was linked to attitudes towards compliance and psychological distress, it did not notably predict these variables in the regression models. 

This indicates that individual-level cultural orientations were more influential in explaining compliance attitudes and psychological responses than interpersonal trust.

The study highlighted the importance of considering psychological distress and cultural orientations in public health interventions to promote public cooperation. 

By incorporating individuals’ beliefs and concerns, effective strategies can be developed to fight infectious diseases without compromising democratic values.

Relationship- vs. Rule-Based Cultures: Socially-Based Control vs. Individual Autonomy

Imagine living in a culture where the village and the individual are one and the same.

That’s how the Bantu cultures of sub-Saharan Africa see things: an individual’s welfare is dependent on the village’s and vice versa.

One example of the way this manifests in the culture’s social norms is in their greeting.

The Shona people greet others with Maswere sei (“How is your day?”).

The response is Ndiswera maswerawo (“My day is OK if yours is.”).

Relationships are a fundamental part of the culture, so social control is exercised through relationships.

Last week, we talked about how cultures differ in their views of rules and relationships.

In the Shona society, certain relative figureheads are in authoritarian roles over subordinates in the family. Wives are subordinate to husbands, children to parents, younger siblings to older siblings, and all to the village elders.

The culture sees this subordination as natural. Subordinates don’t buck against the hierarchy, because it is the way of life, and the society’s baobab roots are formed and interconnected by relationships.

In contrast, rule-based cultures don’t see rules and relationships this way.

Human Beings as Autonomous Individuals

Rule-based societies view human beings as autonomous (i.e. having no natural authority over others).

As we saw in last week’s post, the authority in such cultures is rather embodied in the rules – rules that are applied to everyone.

This Western cultural concept can be traced back to God and the Ten Commandments.

God is seen as a lawmaker. He governs using universal rule of law.

The Greeks also influenced the West’s rule-based values, as they saw individuals as generally rational and rules as generally logical.

This idea is the basis of “homo economicus,” a principle in which a prosperous society is based on a logical and rational people.

It follows then that, in rule-based cultures, management and behavior is based upon the culture’s respect for rules.

Both cultural types have rules, but they differ in their relation to these rules in two ways:

  • In relationship-based cultures, the authority of rules is directly related to the authority of the person who lays down the law, while in rule-based cultures, rules are respected for their sake.
  • Moreover, in relationship-based cultures, supervision and shame ensure compliance with rules, while in rule-based cultures, fear of punishment and guilt are used for the same.

How This Difference Affects Business Relations

These complex differences can sew distrust between business partners.

Each culture views their own perspective on rules and relationships as just and right. In turn, they view the other’s perspective as corrupt.

Imagine this scenario, adapted from Riding the Waves of Culture:

A manager in a relationship-based culture offers his nephew a lofty position in the company, despite the fact that this nephew is unqualified.

A rule-based colleague of this manager tells his counterparts:

“They’ll always help their friends and family over more qualified candidates. It’s nepotism. They cannot be trusted.”

On the opposite side, the relationship-based manager sees his rule-based colleague pass up a friend for a position in lieu of a more qualified candidate.

He tells his team:

“He will not even help a friend? How can we trust him?”

In this way, cross-cultural business relations can be easily damaged or decimated, when the motives of other cultures are not understood.

Next week, we’ll talk about how to avoid this misunderstanding.