Interruption: Are You Breaking Global Communication Rules?

Let’s face it.

We all hate interruptions when we’re speaking.

It disturbs the flow. We’re afraid that this person will take over the conversation and not allow us to complete our explanation.

In contrast, I often hear Western managers complain about something like this happening in a global meeting:

“I took the time to express my idea and asked what my Japanese colleagues thought about my idea. Dead silence… I initially thought that they needed time to think what to say but found out that they didn’t understand what I was saying… Why didn’t the Japanese interrupt?”  

I have facilitated hundreds of global meetings. I observed many instances when miscommunication took place. One of the key reasons for this is the way each culture views “interruption” differently. 

Among native English speakers I’ve observed the following:

• It’s OK to interrupt the speaker to clarify what he/she is saying. Naturally, this happens less when only English speakers are present because they share the same language.
• It’s the listener’s responsibility to notify the speaker if they’re not following the dialogue. If not, the speaker assumes they are understood.
• It is considered rude to interrupt the speaker to oppose them or to change the subject without letting the speaker finish.

In Japan it’s slightly more complicated:

• In general, the act of interrupting is always deemed rude. You’re required to listen to the speaker without cutting in even when you’re confused (please refer to the article: Why Japanese Don't Clarify Even Though They're Confused for details).

This greatly affects the way Japanese communicate with each other:

• In Japan, we expect that the point of a conversation will be revealed in the end. We’re used to being confused in the middle. Our role is to listen patiently because we believe that everything will eventually make sense in the end. 
• The person addressing you expects to seamlessly give his/her explanation without interruption. If you stop him/her, you are sending an implied message that the person’s commentary is inadequate. You’re almost accusing them of poor preparation. 
• You should never interrupt someone who has authority over you, e.g., your boss or a customer. This is considered extremely rude.

So what happens in a global situation?

Here’s where it gets interesting. 

Imagine what happens when native English speakers and non-native English speakers get together in a meeting and they follow their own communication styles.

Typically, native English speakers expect non-native English speakers to interrupt when they’re confused. It’s assumed that, if there are no interruptions, everything is understood. 

For Japanese what’s going on is far more complicated. 

• Firstly, they are using a foreign language in these meetings so they’re more likely to get lost. 
• Secondly, they hesitate to interrupt because they think it’s extremely impolite.
• Most even think their confusion is OK because everything will come together when the speaker states their conclusion. 

When facilitating global meetings, I immediately sense when a non-native English speaker is losing track of the message or reaching a point of incomprehension. 

This is the point where I jump in and ask the speaker to clarify what he/she is saying.

The English fluency level of the non-native participants is a factor, but I don’t hesitate to ask for clarification whenever it’s necessary.

Those native English speakers (who are used to global meetings) will happily let me cut in. Others refuse to let go, continue talking, and are clearly annoyed by my interruption. I had one instance where I had to stop a native English speaker every 10 seconds to clarify his point. He was speaking too quickly and using difficult words and phrases.

Here’s what I tell native English speakers who dislike my interruptions:

• Just because non-native English speakers appear to be listening, don’t assume that they understand everything you say. These participants are working in a foreign language and some of the responsibility falls on you to ensure they comprehend your message.
• If you’re interrupted, give that person a few seconds to ask for the clarification they need. It’s important to appreciate that they are making an effort to understand you. It may be very uncomfortable for them to speak up, so acknowledge and respect that. 
• Even if you’re not interrupted (which is the usual case without a skilled facilitator present) it’s helpful to pause from time to time. Engage someone by asking “does this make sense?” or ”shall I explain this again in a diffferent way?” You may be surprised by the number of people who nod and request a repetition.

On the flip side, I tell the Japanese:

• Native English speakers will always state their conclusions first when explaining ideas so you should never be lost. 
• It’s your duty to interrupt in order to clarify what a speaker has said.
• It is far ruder to not understand than it is to interrupt. How can you contribute to the discussion if you don’t understand what’s going on?

So, with my groups of 10 or less meeting participants, that’s how I handle those cultural differences.

While the lines are occasionally blurred, there are some rules that don’t change - no matter where you’re from.

In conclusion

For me, there’s a clear distinction between an interruption intended to clarify the message and an interruption designed to challenge or change the subject. 

One is an aid to effective communication and the other is just plain rude.

There are definitely situations where it’s necessary to interrupt a speaker.

You’re doing a disservice to yourself if you don’t speak up to ask questions or clarify those points you don’t understand.

You’re also showing disdain for the person who’s speaking by not making an effort to understand their point of view.

In global business, if you’re not involved in the conversation, then why are you there? 

As always, thanks for reading. What is your view of “interrupting?” I’m looking forward to seeing your comments below.