Bridging Cultural Differences in Diverse Teams

Cultures can be like an iceberg, with some visible and some invisible differences. The following are some differences to be mindful of. 

Planning Around Cultural Differences

It is important to be careful not to stereotype when it comes to invisible differences. For example, when setting times for meetings with colleagues from international backgrounds, they can have different concepts of time. In North America, being “on time” typically allows for a 5-minute grace period because of traffic and transportation hiccups, while in Mexico, time is more flexible – colleagues may show up within a 30-minute time frame. Patience is when dealing with cultural differences even though for managers, time is the most important resource. 

Similarly, different cultures also determine how people work with each other. For example, employees in the United States prefer to work on projects independently because individual achievement is preferred. In Europe, colleagues value collaboration and teamwork.  

Communication is another aspect where colleagues can make endeavours to understand each other’s cultural cues. Most of the communication is nonverbal, and words account for only a small portion of it; tone, body language and facial expressions can convey more than we think we are communicating. The tempo of a conversation is another aspect of nonverbal communication. Discussions are slower in East Asia to allow people time to think, while those from Latin countries often interrupt and chime in their thoughts during a lively dialogue. Therefore, it is important for managers and employees to consider some points when communicating in a multi-cultural environment: 

• Be patient with people who need longer silence gaps. 

• During interviews, provide silent intervals that are long enough for applicants to answer questions. 

• In team meetings, use the roundtable approach to encourage everyone to speak up. 

• Withhold judgment if people appear to be taking over the conversation. 

• Mirror people’s communication style. 

• Explain your conversation style preference. 

Also, as Indigenous employees continue to enter Canada’s mainstream workforce, recruiters and managers should be cognizant of their cultural norms on the job: 

• Indigenous job candidates and employees tend to divert their gaze away from supervisors since making direct eye contact can be construed as being overassertive in the Indigenous culture. 

• Practice deep listening, as Indigenous people are often silent for long periods. 

• Shake hands gently; a strong handshake is seen as a show of aggression in the Indigenous culture. 

With this as the backdrop of modern businesses, understanding how to bridge cultural gaps among various diverse groups is key. The better we understand how to maneuver delicately, the less misunderstanding would occur, leading to more engagement and resulting in more productivity. 

• Recognize cultural differences: If you are a manager of a diverse group, it is recommended to acknowledge and implement the following to bridge cultural diversity: 

• Recognize individual differences: Be as open-minded as possible. Recognize cultural nuances among the people you are managing. Assume that the behaviours are based on cultural aspects before you know the person more in-depth. It is a way to respect differences. 

• Be aware of your own behaviour: As the relationship progresses, you would be able to distinguish which behaviours are strictly based on cultural norms and those that are based on individual choices. Take time to learn about each team member.

• Show respect: Sometimes, we can see others’ faults easily but are blind to our own. Increase awareness by practicing mindfulness and taking notes of what worked well and what could be improved during a day’s work.  

• Speak clearly: Every culture has a very special place for respect. However, some cultures show it more physically, like bowing in Japanese. Others are less physical but more on the verbal level, like in most Western cultures.  

• Be transparent: Speaking clearly means using concrete words instead of abstract words, which can often confuse English as foreign or second language speakers. Use a calm and soft intonation as people tend to absorb information better when listening to a calming tone. 

• Clarify and ask for clarification when needed: A transparent leader is sincere, truthful, and objective. Moreover, these traits are what you need to bridge cultural gaps. Your facial expressions and body language can be crucial to clarifying ambiguous verbal conversations. 

• Involve the whole group: With respectfulness and understanding for cultural nuances, asking for clarification becomes easier. Offer clarification as well, so the person would feel you are doing your best to converse meaningfully. 

• Give credit when it is due: Every culture has its level of involvement. In some cultures, agreeing on most, if not all, issues is sufficient. However, regardless of culture, a good team has engaged members that strive for excellence. Thus, quiet team members should be given a voice in meetings. 

• Recognize that people learn at their pace: Wherever you are, give credit when it is due. This applies to every situation regardless of whether you are working with people of different cultures or not. A great leader gives all the credit to his team members while, at the same time, also accepting the blame for mistakes. 

Recognize that people adapt to various cultures at their pace, depending on their learning styles, past multicultural experiences, and other experiences. Respect that and stay patient when they have not reached a place where you have. 

Further reading: 

• Bridging Cultural Differences in Diverse Teams 
• Why Bridging Cultural and Organizational Divides is Key to The Future of Work