Use IABC's network - it's full of possibilities

Communication World, April-May, 1998 by Kit Jenkins

My plan for sabbatical leave from Webster University was to experience cross-cultural communication, not just read others' work for research. Weaving through the IABC network, I searched for the right opportunity. The IABC/Belgium chapter's one-day expert forum on "Coping with the Multicultural Business Environment" was ideal, and Brussels was my destination in October 1997. Was the IABC network strong enough to get me in?

As a way of introduction, via e-mail, I volunteered to serve as the logistics coordinator for the workshop to get involved and really connect with the chapter members - the same way anyone would get started with a local chapter. A welcoming group of professionals responded, willing to share their time with me as if we had been lunching at IABC meetings together for the last five years. Now the door was open to explore cross-cultural communication on two levels: by talking to those who work in a multicultural environment every day and by experiencing such an environment first hand.

Cross-cultural communication is one thing in the abstract. Intellectually we grasp the concept perfectly. Of course cultures different from our own react differently to the same stimuli. Language barriers aside, we just see the world from a different vantage point. But when you really have to get someone from another country to understand you even if you are both speaking English - it all becomes very concrete indeed.

As the event planner for the multicultural communication workshop, I had to work with a caterer. No big deal if you know the territory, but not only was I in a foreign country (define elegant business lunch in Brussels), the caterer spoke French. But did she really understand I wanted the coffee there one-half hour early? As I would for any event, I confirmed everything in writing, in English.

One of the speakers at the forum discussed English as the language of international business. He is Dutch, with English as his second, third or fourth language. He spoke about having to work with colleagues from the U.S., who spoke only English. During his organization's strategy meetings, held in English, discussion would be dominated by those for whom English was a first language. On the surface it appeared that everyone was actively participating in the decision making because everyone present could speak English. But the truth was, according to this 30-year veteran, that those who worked in English as a second language frequently did not participate in the discussions at all. It is difficult to express oneself in another language with nuance and persuasion, to burst into a conversation midstream as we frequently do in the U.S. All present at the company meetings understood what was happening, but many chose not to get involved in the verbal challenges. The boss went away thinking he had consensus, but unfortunately, he did not. He did have frustrated managers who could not get their ideas aired. The Dutch manager's solution?

1. Take time to repeat others' input.

2. Ask them directly for their ideas.

3. Wait patiently to hear what those ideas are.

4. Ask questions to make sure you do understand what the other person is saying, because at first, it may not be clear, even though it's spoken in perfect English.

Sounds obvious, doesn't it? Then why don't all international managers do it? According to many of the IABC members at the forum, English speakers frequently dominate the conversation without realizing it, the greatest barrier to true communication. Without realizing it? How was my professional behavior and language translating in this culture?

That's when having the IABC network really helped. Calling on various members of the Belgian chapter, I was able to ask for clarification and get answers. A different culture is a lot easier to navigate if you have a tour guide.

Unfortunately, I had no social interpreter at the American Chamber of Commerce luncheon. I know how an elegant table is set and which fork to use first, but what was this large, extra-extra spoon for? I spent much of the meal mentally chewing on this puzzle. Finally at dessert, I watched with interest as most of my very professional Belgian colleagues proceeded to eat their pie with a fork and spoon. As I couldn't quite manage that gracefully, I moved the spoon out of the way. Who would know if my spoon was left unused? Was it even important? Probably not, but I was on my best multicultural behavior. I was working hard to fit in.

A friendly guide can help a lot, from interpreting minor practices to navigating major cultural differences. Through IABC I found many such guides in the Brussels chapter who helped me during my stay there. Several chapter leaders spent a great deal of time with me, talking about their work and the challenges - and pleasures - of cross-cultural living in the European Union.

Would I go back? I definitely plan to. In fall of 1998, IABC/Belgium will again hold a conference, open to all IABC members worldwide. Sure, it's an opportunity to travel, to visit Europe and to make new connections from a different culture. And it's no more expensive than traveling around the U.S. from the midwest. But more than that, the conference is an open door to real cross-cultural communication. Because of the international aspect of this professional association, IABC members in other countries are an extension of the network. Many of them would welcome the opportunity to share their expertise and their views. And we Americans need to get more real practice in the international arena - not an article on international business, but an honest-to-goodness contact. And that's something a travel agent can't give you.