Cross-Cultural Awareness

HR Magazine, March, 2001 by Lee Gardenswartz, Anita Rowe

Effective managers can recognize and adapt to different work styles and cultures.

Getting work done through others requires a free flow of accurate information and open, productive relationships with employees. But that's easier said than done in a diverse workplace where many cultures collide.

Many a manager has been frustrated by the employee who nods in apparent understanding of a direction, then does just the opposite. Or there are the staff members who grow cold and distant after receiving feedback on their work, as well as the team members who clam up at meetings when asked for suggestions.

But culture is behind our behavior on the job. Often without our realization, culture influences how close we stand, how loud we speak, how we deal with conflict--even how we participate in a meeting.

While many cultural norms influence a manager's behavior and subsequent reactions, five particularly important ones are hierarchy and status, groups vs. individual orientation, time consciousness, communication and conflict resolution. By failing to understand how culture impacts individual needs and preferences, managers often misinterpret behaviors.

Nurturing a Safe, Inclusive Climate

When we ask people to describe a desirable work climate, we tend to hear very similar answers--regardless of geography or industry. Responses include words such as "high trust," "collaborative," "accountable," "feeling connected," "effective problem solving" and "feeling valued." But trying to create a climate in which complex work groups feel the same way about these matters is not easy.

Consider the norm of hierarchy and status. If you want all people to feel valued and to participate in problem solving or decision making, differences in this norm could be inhibiting. An employee who has been taught deference to age, gender or title, might--out of respect--shy away from being honest or offering ideas because offering suggestions to an elder or a boss might appear to be challenging authority.

The manager also may need to structure a climate that balances preferences for group and individual work. The employee who can't or won't subordinate individual needs or desires for the good of the group may perform better working alone.

A culturally competent manager will create opportunities for individuals to take some risks and explore projects that don't require coordinating with others. Doing so can encourage employees with a strong individualist bent to draw attention to important matters, such as policies or procedures that don't work.

On the other hand, when managers place too high a premium on avoiding workplace discord, even individualistic employees may be discouraged from providing potentially constructive feedback.

Time-conscious managers may see people whose cultures take a more relaxed view toward deadlines as being less committed to team goals, as well as less dependable, accountable and reliable. Or, consider the employee who nods "yes" but doesn't mean it. Both individuals are not only operating according to their own rules of communication, but they also are interpreting each other's behavior through that lens.

If you are a direct communicator, you probably expect a "tell it like it is," response from the employee. But the employee may be an indirect communicator who expects you to read the contextual clues to understand his response. His cultural background might require you to pick up on nonverbal cues to understand that his nodding and affirmative response is a polite, face-saving gesture, not an indication of agreement or understanding.

What happens with the team that clams up? Your egalitarian approach and individualistic orientation expects teamwork between manager and employees; you expect people to think and speak for themselves. But for staff members with a more hierarchical and group orientation, taking the initiative to make suggestions to an authority figure would be awkward for all involved. They may expect you as the manager to demonstrate your leadership by making decisions and giving directions.

Recognizing the Role of Culture

So what can you do? First, recognize the role culture plays in interactions and try to identify the critical elements of the cultures involved. What are your preferences and expectations, and what are the norms and preferences of your employee? Second, don't interpret their behavior through your cultural background. Most employees don't intend to be deceptive, difficult or unproductive; they are simply adhering to their cultural programming.

However, to get the information and effective communication you need, you have to find alternative approaches that are more in line with the employee's culture. Here are some suggestions:

* Avoid yes/no questions such as "Is that clear?" or "Do you understand?" Give the employee options from which to choose. Ask for specific information, such as "Which step will you do first with this new procedure?"

* If time allows, perform the task along with the employee or watch to see how well he understands your directions.