Issues Involved in Cross-cultural Communication
Learning Outcomes
• At the end of the lesson, the you should be able to:
• 1. demonstrate an awareness of the reality of cultural
diversity;
• 2. appreciate the benefits and challenges of cross-
cultural communication;
• 3. assess their ability to communicate effectively with
persons from different cultures.
Cross-Cultural Issues
• Cross-cultural issues will not always be a hindrance, in
fact they can be a force for positive creativity, but as and
when a clash of cultures occurs it has a negative impact,
especially within a team.
• By way of introducing the impact of culture and
communication within global teams we focus on four
examples of issues that occur when team members are of
differing nationalities.
1. Language: Do We All Speak the Same?
• Although English may always be the language of the
office it does not mean everyone is totally confident in its
use. Also bear in mind they may not appreciate the
language to the same degree as a native speaker.
• Examine the following issues:
• Non-native English speakers may be more reluctant to
express themselves freely. This might interfere with the
ability of team members to offer their maximum
contribution.
• Non-native speakers may not always be able to express
themselves in the manner they intended. Words can be
misused, given the wrong emphasis or statements can
come across as rude.
• Some cultures rely heavily on the use of body language
and gestures. When non-verbal signals are being given
they will not be picked up on by others. Also their
communication style may be inhibited when the meetings
are conducted virtually.
2. Conflict Resolution: Do We Solve Our
Disagreements the Same?
• Different cultures approach conflict and disagreement in
sometimes very contrasting ways.Some cultures accept
that conflict occurs in the natural order of things and that
when it does, it needs to be addressed in a direct and
upfront manner. Other cultures however are
uncomfortable with open disagreement and will do their
best to avoid it in order to save face and not put people in
uncomfortable positions.
• They may withdraw or withhold their opinion if someone
strongly disagrees rather that confront another person
• It is important for a team to define the way it wishes to
handle conflict and disagreement. However, even after a
process has been defined for managing conflict, it is
important to bear in mind that cultural values are difficult
to change.
• People from cultures where harmony is more
important will still not be totally comfortable
dealing with conflict and confrontation. The
key is that all parties are aware of such
differences and sensitive to ways of dealing
with conflict.
3. Gender: Do We See Gender Roles the Same?
• Every culture or society has its own understanding of
gender relations and acts according to them. What is
acceptable in one culture may offend in the other. This
may play a role on a team to some degree, especially
when two ends of the spectrum are represented in a
team.
• The way men and women in a team interact, the way
authority is allocated, assumed or perceived, and the way
roles and responsibilities are distributed can all be
impacted by different viewpoints on gender. As and where
issues arrive it is best to tackle the subject head on and
agree that within the company or team there are specific
protocols when it comes to gender interaction.
. 4. Decision-making: Do We Come to
Conclusions the Same?
• Different cultures have different ways of making
and expecting decisions to be made. Some expect
that consensus is the only way to go, i.e. that all
team members should be approached for their
points of view and using rational debate come to an
agreement. Others believe that the majority rules
and debate is a waste of time.
• Then here are others who believe that decisions are
made by the leader or most senior person and not the
team.
• A global team will have to agree on the way in which
decisions will be made. When you consider the decision
making process, it is not just the end result that you need
to discuss. It is the process you undergo as you make the
decision
• For example:
• Is it all right for juniors in a team to disagree with more
senior people?
• Are discussions limited or open-ended?
• Is it typical for decisions to come about through a step-by-
step process or is it more organic in nature?
• Is consensus necessary or will majority-rule suffice?
• How supportive are people expected to be to decisions in
spite of their original objections?
• In conclusion, for multicultural, global and/or cross-
cultural teams to succeed, managers and team members
need to be attuned to cultural differences.
• Companies must be supportive, proactive and innovative
if they wish to reap the potential benefits such global
teams can offer. This goes beyond financing and creating
technological links to bring people together at surface
level and going back to basics by fostering better
interpersonal communication.
