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As globalization has increased over the last decades, workplaces have felt the impact of working within multicultural teams. The earlier lesson on team diversity outlined some of the highlights and benefits of working on diverse teams, and a multicultural group certainly qualifies as diverse. However, there are some key practices that are recommended to those who are leading multicultural teams so that they can parlay the diversity into an advantage and not be derailed by it.
People may assume that communication is the key factor that can derail multicultural teams, as participants may have different languages and communication styles. In the Harvard Business Review article “Managing Multicultural Teams,” the authors point out four key cultural differences that can cause destructive conflicts in a team (Brett et al., 2006). The first difference is direct versus indirect communication. Some cultures are very direct and explicit in their communication, while others are more indirect and ask questions rather than pointing out problems. This difference can cause conflict because, at the extreme, the direct style may be considered offensive by some, while the indirect style may be perceived as unproductive and passive-aggressive in team interactions.
The second difference that multicultural teams may face is trouble with accents and fluency. When team members don’t speak the same language, there may be one language that dominates the group interaction—and those who don’t speak it may feel left out. The speakers of the primary language may feel that those members don’t contribute as much or are less competent. The next challenge is when there are differing attitudes toward hierarchy. Some cultures are very respectful of the hierarchy and will treat team members a certain way based on that hierarchy. Other cultures are more egalitarian and don’t observe hierarchical differences to the same degree. This may lead to clashes if some people feel that they are being disrespected and not treated according to their status. The final difference that may challenge multicultural teams is conflicting decision-making norms. Different cultures make decisions differently, and some will apply a great deal of analysis and preparation beforehand. Those cultures that make decisions more quickly (and need just enough information to make a decision) may be frustrated with the slow response and relatively longer thought process.
These cultural differences are good examples of how everyday team activities (decision making, communication, interaction among team members) may become points of contention for a multicultural team if there isn’t adequate understanding of everyone’s culture. The authors propose that there are several potential interventions to try if these conflicts arise. One simple intervention is adaptation, which is working with or around differences. This is best used when team members are willing to acknowledge the cultural differences and learn how to work with them. The next intervention technique is structural intervention, or reorganizing to reduce friction on the team. This technique is best used if there are unproductive subgroups or cliques within the team that need to be moved around. Managerial intervention is the technique of making decisions by management and without team involvement. This technique is one that should be used sparingly, as it essentially shows that the team needs guidance and can’t move forward without management getting involved. Finally, exit is an intervention of last resort, and is the voluntary or involuntary removal of a team member. If the differences and challenges have proven to be so great that an individual on the team can no longer work with the team productively, then it may be necessary to remove the team member in question.
In order to promote team success, consider these key practices to unlock the advantages of multicultural teams and avoid potential pitfalls:
1. Cultivate cultural awareness: Effective leaders actively invest in understanding the various cultural backgrounds represented within their team. This includes researching cultural norms, communication styles, and decision-making preferences. Hosting workshops or inviting team members to share their cultural perspectives can further enhance awareness and appreciation.
2. Foster inclusive communication: Clear and inclusive communication is critical. Encourage diverse communication styles, acknowledging that directness, humor, and nonverbal cues can vary across cultures. Utilize multiple communication channels, offering summaries and translations when necessary. Encourage active listening and respectful questioning to ensure everyone feels heard and understood.
3. Embrace diverse thinking: Recognize that different cultural backgrounds bring unique strengths and perspectives. Create a safe space for open dialogue and encourage healthy debate of ideas. Implement brainstorming techniques that foster diverse contributions, such as anonymous idea submissions or round-robin discussions.
4. Leverage individual strengths: Understand individual strengths and preferences within the team. Delegate tasks based on cultural expertise and personal comfort levels. Encourage team members to leverage their unique capabilities and perspectives to contribute to shared goals. This fosters individual growth and team effectiveness.
5. Celebrate cultural differences: Acknowledge and celebrate cultural differences through team-building activities and events. Encourage cultural sharing to foster understanding and appreciation. This builds team cohesion and demonstrates respect for individual identities.
6. Address conflict constructively: Cultural misunderstandings can lead to conflict. Equip yourself with conflict resolution skills specific to diverse settings. Encourage open communication, active listening, and empathy to address issues constructively. Seek solutions that consider different cultural perspectives and promote trust within the team.
Effective cross-cultural collaboration has become essential for businesses seeking success. There are some people who seem to be innately aware of and able to work with cultural differences on teams and in their organizations. These individuals might be said to have cultural intelligence, or CQ. Cultural intelligence is a competency and a skill that enables individuals to function effectively in cross-cultural environments. It develops as people become more aware of the influence of culture and more capable of adapting their behavior to the norms of other cultures. In the IESE Insight article entitled “Cultural Competence: Why It Matters and How You Can Acquire It,” the authors assert that “multicultural leaders may relate better to team members from different cultures and resolve conflicts more easily (Li & Liao, 2015). Their multiple talents can also be put to good use in international negotiations.” Multicultural leaders don’t have a lot of “baggage” from any one culture, and so are sometimes perceived as being culturally neutral. They are very good at handling diversity, which gives them a great advantage in their relationships with teammates.
Cultivating a high CQ involves three key components:
1. Cultural awareness: This encompasses basic knowledge and understanding of different cultures, including their values, communication styles, social norms, and customs. This awareness can help you avoid misunderstandings and fosters respect for diverse perspectives.
2. Cultural relationship skills: Building rapport and trust across cultures requires effective communication, empathy, and the ability to adapt one's communication style to different audiences. Individuals with high CQ excel at actively listening, showing sensitivity to nonverbal cues, and adjusting their approaches to foster meaningful connections.
3. Cultural problem solving: Navigating cross-cultural conflicts requires the ability to identify and analyze situations through a multicultural lens. Individuals with high CQ can leverage diverse perspectives to generate creative solutions, build consensus, and overcome cultural barriers to achieve shared goals.
The benefits of developing a high CQ include improved cross-cultural collaboration, leading to stronger international partnerships, enhanced market understanding, and the ability to develop products and services that resonate with diverse audiences. Additionally, teams with high CQ are better equipped to navigate complex global challenges and foster innovation by combining diverse perspectives.
In order to help employees become better team members in a world that is increasingly multicultural, there are a few best practices for honing cross-cultural skills.
1. Build cultural awareness: Embrace and promote a culture of learning through workshops, seminars, or online resources that introduce various cultural values, communication styles, and social norms. Encourage discussions and knowledge sharing to dismantle stereotypes and cultivate deeper understanding in your work environment.
2. Broaden your mind: The next practice is to broaden your mind—expand your own cultural channels (travel, movies, books) and surround yourself with people from other cultures. This helps to raise your own awareness of the cultural differences and norms that you may encounter.
3. Develop your cross-cultural skills through practice: Another best practice is to develop your cross-cultural skills through practice and experiential learning. You may have the opportunity to work or travel abroad—but if you don’t, then getting to know some of your company’s cross-cultural colleagues or foreign visitors will help you to practice your skills. Serving on a cross-cultural project team and taking the time to get to know and bond with your global colleagues is an excellent way to develop skills.
4. Boost your cultural metacognition: Once you have a sense of the different cultures and have started to work on developing your cross-cultural skills, another good practice is to “boost your cultural metacognition” and monitor your own behavior in multicultural situations. When you are in a situation in which you are interacting with multicultural individuals, you should test yourself and be aware of how you act and feel. Observe both your positive and negative interactions with people, and learn from them.
5. Develop cognitive complexity: Developing cognitive complexity is another best practice for boosting multicultural skills. This is the most advanced, and it requires being able to view situations from more than one cultural framework. In order to see things from another perspective, you need to have a strong sense of emotional intelligence, empathy, and sympathy, and be willing to engage in honest communications.
6. Promote empathy and flexibility: Embrace, cultivate, and promote empathy and flexibility as core values. Encourage team members to step outside their comfort zones and appreciate diverse perspectives, and embrace change yourself. This fosters stronger connections and facilitates problem solving through collaboration.
7. Celebrate diversity: Celebrate cultural holidays, traditions, and achievements within the team. Encourage cultural exchange through food, music, or presentations, creating a sense of belonging and inclusivity.
8. Provide continuous feedback: Implement feedback mechanisms focused on cultural sensitivity and collaboration. Encourage constructive criticism and self-reflection to foster continuous learning and improvement in cross-cultural competence.
By implementing these best practices, you can help create a positive and inclusive environment where you and your colleagues or employees thrive as skilled and respectful team members in a multicultural world, unlocking powerful synergies for increased collaboration, innovation, and organizational success.
Source: THIS TUTORIAL HAS BEEN ADAPTED FROM OPENSTAX “PRINCIPLES OF MANAGEMENT”. ACCESS FOR FREE AT OPEN STAX. LICENSE: CREATIVE COMMONS ATTRIBUTION 4.0 INTERNATIONAL.
REFERENCES
Brett, J., Behfar, K., & Kern, M. C. (2006, November). Managing Multi-cultural Teams. Harvard Business Review. hbr.org/2006/11/managing-multicultural-teams
Li, Y., & Liao, Y. (2015). Cultural competence: Why it matters and how you can acquire it. IESE Insight. www.ieseinsight.com/doc.aspx?id=1733&ar=20
