We are operating in a globalized world of business. According to one survey, nearly 90% of corporate employees have found themselves on a global team at least once. And, as we find ourselves more often working alongside people who come from foreign cultures, we may begin questioning how our experiences have shaped our assumptions about relationship building and collaboration with our coworkers.
Cross-cultural work environments can be beneficial for organizations. Beyond getting local insight into foreign markets, a culturally diverse work environment can create more efficient and innovative teams. When members of a diverse, global team can take a learning perspective — an approach where individuals are open to different perspectives, feel comfortable sharing their own point of view, and can effectively handle healthy (productive) conflict — they often benefit from an enhanced team experience and more effective work outcomes.
However, for any group that includes varied perspectives and assumptions, there is greater possibility of unhelpful conflict. In fact, a meta-analysis of more than one thousand articles on international business found that research tends to focus on the potential risks of cultural diversity in organizations.
It is true that multinational environments can be tricky. Problems with time zones, language barriers, and physical distance are all obvious places where global teams may struggle to get things done. A potential issue even more difficult to pin down and deal with, however, is how individuals from very different cultures can merge different approaches for building good workplace relationships.
Discovering ways to bridge these gaps creates teams where cultural diversity is an asset and not a detriment.
Build an Integrate-and-Learn Perspective
Organizations, teams, and leaders may have very different ways of handling cultural diversity. Some may primarily see diversity as a way to gain access to and perceptions of legitimacy with different markets but stop short of integrating diverse perspectives into the organization itself. Others may choose to avoid acknowledging diversity at all and prioritize enforcing one-size-fits-all norms.
But, for organizations who wish to take advantage of their global workforce, an integration and learning strategy is ideal. With an integration-and-learning perspective, culturally diverse teams consciously place value on the varying insights, views, and skills they can gain from their colleagues. Additionally, all members will feel respected and perceive that what they have to offer is valued by the group. With this perspective, rather than simply allowing diversity to exist, teams are empowered to explore it.
Teams who embody an integration-and-learning perspective tend to produce more high-quality work. However, more than that, they feel personal value from being on the team because they are given opportunities to both learn from others as well as to teach.
Building Workplace Relationships
To encourage an integrate-and-learn approach, global employees need an environment that supports these interactions. It is essential that teams are given the tools to build and maintain good working relationships. If they have solid relationships as a foundation, when disagreement arises from differing perspectives (which, under the right conditions, is what the organization should want from diverse groups), they can handle that conflict in healthy and beneficial ways.
One way to start thinking about how to build relationships with an international coworker is to understand how their culture may differ from yours.
Tip for Cross-cultural Relationship Building
- Research. Professional environments may function differently between cultures. A good place to start is by researching the context your new coworker may be used to. Start with the basics about their country and its culture, but also find out if there are any topics you should avoid discussing, or anything else they may find offensive or inappropriate. Talking to them to learn more is important as well, but establishing basic knowledge is an excellent starting point.
- Consider power distance. One of Hofstede’s (1973) cultural dimensions that is particularly relevant in this case is power distance, which is how a culture views the way power is distributed throughout societal structure. And, in this case, within an organization. Individuals in a high-power distance culture prioritize deference and respect to organizational superiors; those in a low-power distance culture tend to feel more comfortable connecting with superiors and won’t mind offering their own opinions and perspectives. Someone who is from a high-power distance culture but is a member of a low-power distance team (which is much more common in the U.S.) may not feel comfortable sharing different perspectives and will likely shy away from conflict, especially if a leader is present. To encourage integration and learning, a leader may try to motivate such employees to share their opinions (and overtly demonstrate that their input is valued by the team). They may even take a different approach with these employees, such as reducing supervisory presence (reduced supervisory presence was shown to increase creativity for Chinese students, who tend to come from high-power distance environments).
- Mind the language gap. Especially at first, try to avoid jargon and idioms when communicating with a coworker whose first language is not English (supposing your global team is using English, of course). Speak plainly, explain acronyms or jargon when applicable, and encourage your teammate to jump in for clarification when needed. Even if your coworker does speak English as a first language, excessive use of slang or idioms may still cause miscommunication (as colloquial language still may vary).
- Learn the right names. When addressing new colleagues, there are two important considerations to be made: what name do they want to be called, and how is that name pronounced? If your teammate has a name you’re not sure how to say correctly, ask them. Additionally, make sure you ask what name they want you to use. In some contexts, your colleague may prefer you use their last name instead of their first. Sometimes, nicknames are preferred, and other times nicknames could be seen as inappropriately informal. Some people who have earned a doctorate may not care if you drop the ‘Doctor’ in front of their name; others may feel dropping it is disrespectful or dismissive. Clarify these preferences at the start. To establish a good relationship with someone, it's important they feel respected by the way you refer to them.
Good Communication is Critical
Research can only tell you so much. You may be able to make predictions about how to best integrate an international employee into a team, but they will be only best guesses. The most effective way to create environments that allow individuals to learn from each other is to ask them what they need from those environments.
Discuss the ground rules. How do they prefer communication, and how often do they expect it? How do they want to handle conflict (Should it be done over video call? Will they want a supervisor present?)? Are they okay with getting to know you better while at work, or might non-work-related conversations be seen as unprofessional (and should instead be done outside an office context)?
Spanning cultural gaps will take time and effort. But, with a learning perspective and mutual respect, it can be done. Both your employees and your organization will benefit from it.
You're Not Alone
If this seems overwhelming in any way, let’s talk. At Innovative Connections, we have a team of experienced consultants and executive coaches who are adept at navigating the rapidly changing organizational environment. We would love to be part of your journey as you encounter the successes and challenges that lie ahead. For a free consultation to talk about transforming your organizational culture, or how leadership development and professional coaching can help you or your organization, please contact us for a no-obligation, free consultation by clicking this link: Innovative Connections or calling us at 970-279-3330.
Our mission is to give voice and action to an emerging future. As a partner in your success, we would love to help you find your voice, see your vision, and imagine what the right action could be for you, your team, and your organization.