| Working in an intercultural environment is | | | | presence, increases the chances of |
| becoming increasingly common. One of the results | | | | misunderstandings. |
| of such set-ups is an experience of more | | | | Throw in the cultural complexities and managing |
| communication difficulties. Different approaches to | | | | this is twice as problematic. Team members who |
| areas such management, communication, time, | | | | are quieter (whether due to cultural or personal |
| meetings, conflict resolution and the sharing of | | | | leanings) will make less of a contribution on |
| information are all culturally relative. When cultures | | | | telephone conference calls. Language proficiency |
| come together and differ in their approaches, | | | | will also play a significant role in the ability of |
| misunderstandings can and do occur. It is these | | | | people to contribute. Imagine how challenging it is |
| that can often lead to poor team performance or | | | | for someone to join a spirited conversation on |
| morale. | | | | the telephone if they are either uncomfortable |
| The intercultural team is by no means a | | | | interrupting or not fluent in the language being |
| straightforward environment. People need to be | | | | used. |
| aware and sensitive to the dynamics of the | | | | These are but a few of the many intercultural |
| group. However, consider the extra challenges | | | | complexities that make virtual teams very |
| when this team is virtual. By their very definition, | | | | challenging. |
| virtual teams bring together people from different | | | | For those working in an intercultural virtual team, |
| time zones, cultures, geographies and mind-sets | | | | the following ten tips are good guidelines to keep |
| making it highly unlikely that much team work will | | | | in mind to ensure communication is kept clear: |
| happen face-to-face, if at all. Consequently | | | | 1. If possible it is beneficial to bring all team |
| communication takes on a whole new dimension | | | | members together physically. This can be at the |
| making it even more of a challenge. | | | | birth of the team or at regular intervals. |
| In order to operate effectively any team needs | | | | 2. The manager or team together should establish |
| trust. Building trust is critical. Yet in the virtual | | | | clear ground rules of engagement covering issues |
| team this is very difficult to achieve. Without | | | | such as:a. How meetings are to be structuredb. |
| spending much time together can a team really | | | | How decisions will be madec. How written |
| gel? Some cultures such as the U.S. or Germany | | | | communications will be usedd. How responses |
| may find it easy, i.e. they come from cultures | | | | should be processed or givene. How conflicts will |
| where the relationship is not crucial. Other, more | | | | be resolvedf. Whether interrupting a speaker will |
| relationship driven cultures such as the Middle East | | | | be acceptable |
| or South America, may however struggle to ever | | | | 3. Written agendas for team meetings are |
| feel totally at ease working with someone they | | | | important to give structure. |
| do not know on a personal level. | | | | 4. Clear, easy-to-understand objectives that are |
| Cultures have different ways of communicating; | | | | communicated frequently must be created. |
| some are comfortable expressing opinions and | | | | 5. Carefully monitor how comfortable all team |
| discussing things openly and directly; others look | | | | members are with the technology used in virtual |
| for more subtle ways of expressing themselves. | | | | meetings or communication. Support those that |
| Some may have no issues raising delicate | | | | may be struggling. |
| subjects in front of others; many cultures would | | | | 6. Develop clear guidelines for email regarding |
| not even contemplate doing so in an open arena. | | | | formality and timeliness of response. |
| Some cultures use a lot of non-vernal | | | | 7. Solicit feedback from all participants. |
| communication such body language and | | | | 8. Be careful not to always interpret silence as |
| eye-contact to convey meaning; others rely | | | | agreement or incomprehension. |
| almost completely on the spoken word. Some | | | | 9. Follow-up meetings with written communication |
| cultures are comfortable getting right down to | | | | to be sure everyone understands. |
| business while others need a little time to make | | | | 10. Create an atmosphere that tolerates |
| dialogue comfortable. | | | | differences. |
| Working "blind", i.e. not being in each others | | | | |