International companies are facing new challenges in their internal communication structures due to major reforms brought about by internationalization, downsizing, mergers, acquisitions, and joint ventures.
Lack of investment in intercultural training and language teaching often leads to poor internal cohesion. Loss of customers/clients, poor staff retention, lack of competitive advantage, internal conflicts/power struggles, poor industrial relations, misunderstandings, stress, low productivity, and lack of cooperation are all by-products of poor intercultural communication.
Intercultural communications consultants work with international companies to minimize the above consequences of poor intercultural awareness. Through such cooperation, consultancies like Kwintessential have recognized common obstacles to effective cross-cultural communication within companies.
Here we describe some examples of these obstacles to intercultural cooperation:
Lack of communication
It may seem obvious to say that miscommunication is probably the biggest contributor to miscommunication. However, it continues to prove itself as the main problem within most companies.
The lack of communication with the staff is not solely due to the lack of spoken dialogue. Rather it relates to access to information.
For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles, or not adequately communicating expectations are all ways that information can be withheld from staff. This will eventually result in an alienated staff base that feels divided from management and superiors.
If managers are too selective in providing information, this can lead to suspicion and jealousy among staff and will eventually result in internal conflict rather than cohesion.
Management that does not and will not communicate or physically interact with staff demonstrates a lack of interest, trust and respect.
In the West it often happens that the lines of communication are vertical. The staff reports up to the managers and the managers up to the higher levels and so on. Ideally, communication lines should work both ways. Those who take a subordinate place in the communication process tend to feel strange, indifferent, and possibly even belligerent.
Lack of communication in all its forms is unhealthy. Companies and managers must be aware of how, what and to whom they communicate.
language
Communication through language comes in two forms: difficulties
Use of inappropriate language
Language carries with it subliminal meanings and messages conveyed through vocabulary, accent, and tone. The incorrect use of words or hidden emotions behind sentences can send messages that affect the self-perception, confidence and attitude of the staff. Critical language causes poor interpersonal relationships and low self-confidence, while supportive language and tones have the opposite effect.
Foreign languages
These days, offices can have native speakers of more than 50 languages all under one roof. It is important that the main language of the office be established, whether it is English, French or Spanish. Once established, all employees are only required to converse in the primary language. This avoids the exclusion of staff who cannot understand other languages. Additionally, a company must ensure that all of its employees are fully conversant with the primary language. Language teaching should be seen as a necessity, not a luxury.
Culture
International companies with a highly diverse workforce in terms of nationality and cultural backgrounds face challenges stemming from differences in language, values, belief systems, business ethics, business practices, behavior, etiquette, and expectations. .
Differences between cultures can have a negative impact on a company in various ways, be it team cohesion or staff productivity. As we have seen above, different communication methods are just one area where cultural differences play out.
In such multicultural companies, objective help through an intercultural consultant may be needed to show teams and individuals how to manage communication and work together more cohesively and productively.
company culture
Company culture refers to the internal culture of a company in terms of how it is managed. For example, does the company view its different departments such as sales, production, administration, and human resources as closed or open systems? A closed system is one in which there is a complete lack of synergy between a sales and production department due to the structure and lines of communication between the two. One consequence of such compartmentalization is that department managers tend to become territorial. It is vital that teamwork, team building and team spirit are encouraged to create open systems.
Such measures are especially valid in joint ventures and mergers where cooperation between two or more companies requires their full commitment to an open system.
It is understandable that many companies focus primarily on the financial and strategic side of business operations. International companies are now realizing that many of their business problems are rooted in man-management and communication.
In summary, we can conclude that the biggest obstacle to effective intercultural communication is the reluctance to invest in the expertise and resources necessary to overcome the problems described above. Cross-cultural obstacles are easily negotiable with some objective and well-qualified assistance.
For more information visit http://www.kwintessential.co.uk
