Internal business structures have been radically transformed in recent decades. Changes in areas such as communications and transportation technology and shifts towards global interdependence have resulted in companies becoming increasingly international and therefore intercultural.
In addition, the need to “go global” and reduce costs requires companies to combine the protection of international interests and reduce the number of staff. The solution in most cases has been the formation of intercultural teams.
As with all businesses, success depends on effective cooperation and communication within teams. However, the intercultural dimension of today’s teams brings with it new challenges. Successful team building involves not only the traditional needs to harmonize personalities, but also languages, cultures, ways of thinking, behaviors and motivations.
Cross-cultural teams have an inherent disadvantage. Cultural differences can lead to communication problems, unpredictability, poor team cohesion, mistrust, stress, and ultimately poor results. However, cross-cultural teams can be very positive entities. The combination of different perspectives, points of view and opinions can lead to a better quality of analysis and decision making as team members develop new skills in global awareness and intercultural communication.
In reality, this scenario is rarely seen at best. Most of the time, cross-cultural teams do not reach their potential. The root cause of this is that when cross-cultural teams are formed, people with different frames of understanding come together and are expected to naturally solidify. Without a common framework of understanding, for example on matters such as status, decision-making, communication etiquette, this is very difficult and therefore you need outside help to mix the team.
Cross-cultural or cross-cultural training is a method to help merge a team. Through analysis of the cultures involved in a team, their particular approaches to communication and business, and how the team interacts, cross-cultural team builders can find, suggest, and use common ground to help team members build harmonious relationships.
Cross-cultural training sessions seek to help a team realize their differences and similarities in areas such as status, hierarchy, decision-making, conflict resolution, emotion display, and relationship building. They are then used to create mutually agreed upon communication and interaction structures. From this foundation, teams are instructed on how to recognize future communication difficulties and their cultural roots, thus empowering the team to be more self-reliant. The end result is a more cohesive and productive team.
In conclusion, for cross-cultural teams to be successful, HR managers and staff must be attuned to the need for cross-cultural training to help cultivate harmonious relationships. Companies must be supportive, proactive and innovative if they are to reap the potential benefits that cross-cultural teams can offer. This goes beyond funding and creating technology linkages to bringing cross-cultural teams together at the surface level and getting back to basics by fostering better interpersonal communication. For international companies to grow and prosper in this increasingly contracted world, cross-cultural synergy must be a priority.