Many engineering jobs becomes more global. Listen and be sensitive, are the key words to avoid problems, advises Eva Johnsson, an expert in intercultural communication.
If there was only a single foreign culture to relate to. But the multinational team – who should adapt to whom?
– It requires strategies to deal with it, says Eva Johnsson, who has specialized in intercultural communication.
first and foremost, you have to understand what’s behind the differences we see. A joint workshop can be an eye-opener.
– Often it is quite easy to agree on the identification of cultural differences and talk about how you are used to working. Many think of course that their own culture is the best, but it is possible to create a team culture, says Eva Johnsson.
It’s important to find good methods for effective communication. Even silence is a form of communication and can be interpreted in different ways. For example, the silent agree with because they said nothing. Though they were actually jättefrustrerade.
– As the risk of missing important solutions, says Eva Johnsson.
She is around and lectures, including the various trade unions, the Swedish Engineers and Jusek, and notice a great interest in other cultural patterns.
– There I often get questions about the indirect communication. For example, in Japan and China, this is not to lose face so strong that they automatically say yes if I ask if they have understood. A no would mean that I have explained badly. Then it is criticism and it will not do.
Listen for indirect no, tips Eva Johnsson, something that signals no without the word is pronounced. They may respond, “I’ll try.” To understand an indirect no one must also learn how a direct yes sounds: “Yes, I am happy” or something similar amplifying expression.
Having many cultures in his team is a strength when has learned to deal with it, says Eva Johnsson.
– Then you get more perspective and can benefit from each other’s knowledge. If, for example, is working towards a country that is very hierarchical and there are people from the team, so they can find solutions and not only see problems.
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it should be the boss think of to avoid cultural clashes
in Sweden, it is common with a coaching manager, who wants to to know employees’ perception. In a hierarchical culture expected the manager to have all the answers. The manager says, “What do you think?” Indicates incompetence.
Ask not only about all goes well. Create space for yourself to find out what happens.
It can collide sharply on manager communicates in a direct way in an environment that is used to indirectly address. “Really what many boxes it says over there” may be perceived as an order, whereby employees take care of cartons instead to do their important jobs.
Three possible clash of multinational teams
Deadline
Deadline sounds like an absolute concept. Though in some cultures it is assumed that there is a margin. The manager said although Wednesday. But why give up a half decent job when you can deliver a perfect on Friday?
Solution: Explain that you really mean Wednesday.
Teleconferencing
in some cultures it is normal to speak at each other. For those who are educated to not overlap, it is difficult to stop.
Solution: Designate a facilitator asking around everyone has had their say.
Straight-your-face culture can collide with politely-chitchat culture. When you do not see or hear each other interpreters to be happy in a lot.
Solution: Make sure to clearly confirm what is agreed. Or better yet picked up the phone and solve the problem immediately.
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