| Internal business structures have been radically | | | | understanding, for example in matters such as |
| transformed over the past few decades. Changes | | | | status, decision making, communication etiquette, |
| in areas such as communication and transportation | | | | this is very difficult and thus necessitates outside |
| technology and shifts towards global | | | | help to commix the team. |
| interdependency have resulted in companies | | | | Intercultural or cross cultural training is one |
| becoming increasingly international and therefore | | | | method of helping to blend a team together. |
| intercultural. | | | | Through analysis of the cultures involved in a |
| In addition, the need to 'go global' and to cut | | | | team, their particular approaches to |
| outgoings is demanding that companies combine | | | | communication and business and how the team |
| protecting international interests whilst keeping | | | | interacts, intercultural team builders are able to |
| down staff numbers. The solution in most cases | | | | find, suggest and use common ground to assist |
| has been the forming of intercultural teams. | | | | team members in building harmonious relationships. |
| As with all businesses, success depends upon | | | | Intercultural training sessions look at helping a |
| effective cooperation and communication within | | | | team to realise their differences and similarities in |
| teams. The intercultural dimension of today's | | | | areas such as status, hierarchy, decision making, |
| teams however brings with it new challenges. | | | | conflict resolution, showing emotion and |
| Successful team building not only involves the | | | | relationship building. These are then used to create |
| traditional needs to harmonise personalities but | | | | mutually agreed upon structures of |
| also languages, cultures, ways of thinking, | | | | communication and interaction. From this basis, |
| behaviours and motivations. | | | | teams are then tutored how to recognise future |
| Intercultural teams have an inherent disadvantage. | | | | communication difficulties and their cultural roots, |
| Cultural differences can lead to communication | | | | empowering the team to become more self |
| problems, unpredictability, low team cohesion, | | | | reliant. The end result is a more cohesive and |
| mistrust, stress and eventually poor results. | | | | productive team. |
| However, intercultural teams can in fact be very | | | | In conclusion, for intercultural teams to succeed, |
| positive entities. The combination of different | | | | managers and HR personnel need to be attuned |
| perspectives, views and opinions can lead to an | | | | to the need for intercultural training to help |
| enhanced quality of analysis and decision making | | | | cultivate harmonious relationships. Companies must |
| while team members develop new skills in global | | | | be supportive, proactive and innovative if they |
| awareness and intercultural communication. | | | | wish to reap the potential benefits intercultural |
| In reality this best case scenario is seldom | | | | teams can offer. This goes beyond financing and |
| witnessed. More often than not, intercultural | | | | creating technological links to bring together |
| teams do not fulfil their potential. The root cause | | | | intercultural teams at surface level and going back |
| for this is that when intercultural teams are | | | | to basics by fostering better interpersonal |
| formed, people with different frameworks of | | | | communication. If international businesses are to |
| understanding are brought together and expected | | | | grow and prosper in this ever contracting world, |
| to naturally gel. Without a common framework of | | | | intercultural synergy must be a priority. |