The Cultural Iceberg Model Developed By Weaver 1986 Building

The Cultural Iceberg Model Developed By Weaver 1986 Building On E

The ‘Cultural Iceberg’ model, developed by Weaver (1986), builds upon Edward T. Hall's theory of culture, illustrating how culture consists of visible (external) and invisible (internal) elements. This model emphasizes that only a small portion of cultural elements are readily observable, while a larger, often subconscious, part remains beneath the surface. Understanding this distinction is crucial in intercultural communication and sociological analysis of cultural differences.

External elements of culture, often referred to as surface culture, include observable behaviors, customs, language, dress, and food. For example, in Western societies, attire such as business suits or casual wear represents surface cultural elements. Language usage, such as the English language in the United States, is also a visible marker. Dietary habits, like the consumption of fast food or traditional dishes, exemplify external cultural expressions. These surface elements are easily noticed and often serve as initial indicators of cultural identity.

Internal elements, which compose the deep culture, encompass beliefs, values, thought patterns, worldviews, and assumptions that influence behavior and perceptions subconsciously. Sociologically, these are seen as core cultural values that guide individuals' actions and interactions. For instance, the value of individualism prevalent in American culture influences personal achievement and independence. In contrast, collectivist cultures, such as those in East Asia, prioritize community and harmony over individual success. Another internal element is the pattern of conflict resolution, which may be direct confrontation in one culture versus indirect communication in another. Beliefs about authority and hierarchy also fall within these internal elements, shaping societal structures and individual interactions.

In analyzing a culture I am familiar with, such as Japanese culture, examples of both external and internal elements can be identified. External elements include traditional clothing like kimono, language formalities, and rituals during ceremonies. Internal elements involve deep-seated values of harmony (wa), respect for hierarchy, and a collective orientation emphasizing group cohesion. These internal elements influence behaviors such as indirect communication styles and collectivist decision-making processes.

Regarding the distinction between real and ideal culture, a real culture exemplifies the actual practices and behaviors observed in society, which may sometimes deviate from the societal norms or values. For example, in a culture that values punctuality (ideal culture), actual behaviors might show instances of lateness due to social or logistical factors. Conversely, the ideal culture serves as the aspirational standard—such as the societal emphasis on honesty—though actual practices might occasionally fall short. For example, in India, the ideal of hospitality and respect for elders is widespread, but real interactions may sometimes reflect informal or hierarchical deviations.

The Cultural Iceberg Model helps us approach and engage with different cultures by fostering an understanding of the unseen forces shaping cultural behavior. Recognizing that observable behaviors are shaped by underlying values and beliefs encourages cultural sensitivity and reduces misunderstandings. For example, when interacting with cultures that emphasize indirect communication, an awareness of internal culture can prevent misjudgments based on tone or expression. The model promotes patience and openness, urging intercultural communicators to look beyond surface traits and seek to understand deeper cultural meanings. Consequently, this enhances cross-cultural competence, facilitates respectful dialogue, and supports more effective international relationships.

References

• Hall, E. T. (1976). Beyond Culture. Anchor Books.
• Weaver, G. R. (1986). Culture: The Missing Link in Global Business. Organizational Dynamics, 14(4), 5-19.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• Triandis, H. C. (1995). Individualism & Collectivism. Westview Press.
• Leung, K., et al. (2014). Intercultural Communication: A Reader. Routledge.
• Markus, H. R., & Kitayama, S. (1991). Culture and the Self: Implications for Cognition, Emotion, and Motivation. Psychological Review, 98(2), 224–253.
• Chen, G.M. (2010). Intercultural Communication in Contexts (5th ed.). Wadsworth Cengage Learning.
• Hall, E. T. (1989). The Dance of Life: The Other Dimension of Time. Anchor Books.
• Crane, D. (2013). Culture and Globalization. Routledge.
• Kim, Y. Y. (2001). Becoming Interculturally Competent. Intercultural Press.