2024-01

Managing Cross-Cultural Differences

FROM LEADING INTERNATIONAL TEAMS TO DEVELOPING INTO A NEW MARKET: HOW UNDERSTANDING CULTURAL DIFFERENCES CAN HELP ACHIEVE OUR GOALS

Have you noticed a difference of approach between you and the one of your colleagues, associates or clients? Cultural differences could be a contributing factor. We live in an era of unprecedented  connectivity and globalisation, businesses, teams, and individuals find themselves operating in an increasingly diverse world. We can travel, relocate, work, learn and communicate with people from different cultures, and therefore the ability to navigate and thrive in cross-cultural environments has become an essential skill. Whether you are collaborating with colleagues from different cultural backgrounds, conducting international business, or leading a multinational team, understanding the intricacies of cross-cultural interactions is therefore vital to creating a common purpose that drives and support your business goals and performance.

In this article, I am exploring CULTURAL DIFFERENCES and the importance of having guidance to understand everyone in the meeting room. This is designed to create AWARENESS, help bridge the cultural gaps, reduce misunderstandings, foster effective communication with anyone, from your colleagues to your clients.

WHAT DO WE MEAN BY CULTURE?

In sociology, culture is a repository that allows us to make sense of behavior that are visible or invisible.It consists of beliefs, norms, values, rituals, symbols, languages that characterise a group or society. It is essentially a system with components interacting with each other and with external factors to shape our behaviours, perceptions and social interactions.

There isn’t just ONE culture but many. The one of a nation, a region, a family, an individual, a company and many more.

Culture is shaped by the way each one of us see the world, which means that we often use different lenses or a combination of those to judge someone or make sense of a situation. Approach to hierarchy, decision making, relationship, time, gender, communication, risk taking can be widely different from one person to the other depending on where we come from, our education, our values, our beliefs or our language. We quite often compare behaviours or practices against our own knowledge base, that has been learned or transmitted. We are, unwittingly making systematic distortion based on our own perception of the world. The complexity of operating in cross cultural environment is therefore very often misunderstood. It requires awareness but also patience and empathy, in other words an ability to sense how someone might be thinking or feeling.

Pioneering research on cross cultural groups and organisations was significantly advanced by Geert Hofstede, a Dutch social psychologist. Several other researchers such as Edward T Hall designed models and frameworks that are today widely used to understand and analyse cultural differences.

More recent studies, books and specialist courses are now available and can help develop the necessary awareness to thrive in a multi-cultural environment, understand your clients or prospects and help teams communicate effectively for better outcome. My friend and contributor to this piece Barbara Sametinger is a certified Intercultural Coach and Corporate Communications trainer, who specialises in enhancing international teams’ performance.

BENEFITS FROM CULTURAL DIFFERENCES AWARENESS

Elevating our cultural awareness brings numerous rewards and it fosters positive and effective
interactions within our organisation or during negotiations.
It can:

  • Enhance clarity when communicating with others;
  • Understand customers and prospects decision making process and negotiation style;
  • Leverage people’s cultural differences to boost innovation and creativity;
  • Promote team collaboration, engagement and satisfaction;
  • Anticipate conflict or develop effective resolution strategies;
  • Improve customer satisfaction and loyalty.

CREATING AWARENESS

Communication can be verbal and non-verbal, therefore recognising cultural differences entails considering people visible and invisible traits or behaviours, as well as the physical environment or geographical context you are in. Self-awareness is intricate, but understanding others begins by understanding our own behaviour and social preferences.

How perception influences our understanding

Have you thought about how perception impacts your relationships?

Can people around the globe, observing the same visual scene, share a uniform perception?
Perception means the brain's ability to receive, interpret, and act upon stimuli through the
senses.
The way our visible personalities are expressed plays a significant role in shaping others'
perceptions of us.

How physically close we are, how loudly we speak, shaking hands or making eye contact can
have consequences and can sometime increase or reduce our ability to establish a connection
and DEVELOP TRUST.

  • Language and communication
  • Body Language
  • Clothing      
  • Gender and Age
  • Communication modes                                                                               
Decoding cultural differences
  • Authority: In France, authority is present within a hierarchical framework, often respecting organisational structures. However, there's a cultural inclination towards open discussions and collaborative decision-making, allowing for input from various levels.
  • Uncertainty: In England uncertainty is often reflected in people pragmatic approach. The preference for flexibility and adaptability in decision-making aligns with an approach to navigate within uncertain situation.
  • Communication style: In France, explicit communication is often blended with implicit elements. While clarity is sought through explicit language, nuances, and non-verbal cues contribute to the overall message.
  • Time: In Germany, there is often a focus on punctuality, efficiency, and adherence to schedules. Meetings start and end promptly, and a systematic, well-organized approach is valued.
  • Performance: In England, performance often emphasise individual achievement and meritocracy. Recognition and reward systems may be based on individual contributions, reflecting a culture that values personal initiative and accountability.

Creating awareness

  • Embrace cultural difference by creating diverse teams;
  • Develop training programs workshops, seminars, or courses designed to enhance awareness;
  • Read books, articles and research on cross cultural differences;
  • Seek cross cultural experiences with international assignments or International partnerships.

CONCLUSION

People and organisation benefit from the ability to adapt and tailor their communication to align with diverse cultural contexts. It is an ongoing journey with no size for all toolkit, but curiosity and the willingness to learn helps to go through challenges and opportunities created by cultural diversity.

Our capacity to integrate and familiarise ourselves with cultural differences is key to leave in a
globalised world, manage international teams or establish a business abroad.

About me:

I am writing this paper after more than 20 years living in London, a transient city, a
melting pot of “cultures”. Cultural learning is an ongoing process that has, over the years and
some formal learning, helped me foster meaningful relationships, communicate more effectively and gain a better understanding of the country I live in and people I work with.

Barbara Sametinger is a certified Intercultural Coach and Corporate Communications Trainer
who specializes in enhancing internationals team performance through high impact training,
effective dialog, and knowledge building. Since 2008, she has been running her own
international communication training consultancy based in Freiburg, Germany. Her areas of
expertise include cross-cultural and international executive communication, leadership across
cultures, team building, creativity, and presentation skills. Barbara draws her experience from
a background in Linguistics, Communication Sciences, Business, and International Studies. In
her work, she takes from the latest insights in Cognitive Psychology on the learning
experience. She has developed specialized communication training seminars for managers
and has worked with professionals and international companies from all sectors of business.
She is a member of SIETAR Germany / SIETAR Europa - Society for Intercultural Education,

Training and Research. Barbara delivers trainings in German and English and speaks English,
French and German fluently.

Reading list:
Les clés du savoir interculturels Laurent Goulvestre
The Culture Map Erin Meyer
Working Effectively with Germans Barbara Sametinger

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