Cross- cultural Communication This page intentionally left blank

Training methodology
The training of multicultural teams is an important requirement. Whenever 
possible, real teams should be involved in real- life scenarios. The first stage 
should include self- awareness training, understanding one’s own culture and 
how it is perceived by others. This enables comparisons to be made and identifies 
how misunderstandings can arise and can be avoided. Training should include 
a significant degree of simulation and role playing, and can be consolidated by 
using experiential team- building exercises to allow team members to practise 
applying appropriate techniques, for example, management of meetings, con-
sensus building, establishing trust, problem solving and conflict management.
Case study
A British company was concerned about working more effectively with 
its Italian IT colleagues as it had found that when both companies held 
international team meetings, things did not run smoothly. The senior 
management suspected that the problems were, to a large extent, likely 
to be based on cultural misunderstandings, different national procedures 
and a consequent lack of trust. Therefore, it was agreed to hold a cultural 
workshop to identify more closely the possible issues.
The workshop identified specific ‘Italian’ issues as seen by the British:
(i)
a tendency to deal with too many problems at the same time;
(ii)
insufficient analysis and a tendency to jump to conclusions;
(iii) a lack of ‘discipline’ in meetings – for example, members left meet-
ings to make or take phone calls;
(iv)
a lack of commitment to the rules – for example, interrupting and 
speaking at the same time as others;
(v)
a preference for verbal rather than written instructions;
(vi)
a polychronic approach towards time.
The ‘British’ characteristics as seen by the Italians also caused concern:
(i) an emphasis on procedures, rules and hierarchy;
(ii) punctuality considered as a virtue;
(iii) a preference for the written word (agenda, minutes, etc.);
(iv) a cautious, methodical approach;
(v)
at times coming across in an amateurish fashion – for example, using 
a style that was too informal, use of humour not appreciated, etc.;
(vi) a monochronic approach towards time.
It was agreed that a further workshop would be held to brief both nation-
alities on each other’s culture in order to assess style and perceptions of 
each other with a specific emphasis on their future meetings.

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International Team Building and Teamworking 157