Cross- cultural Communication This page intentionally left blank

Team training
Team members may require specialized training to support their work in 
different cultures with colleagues from different nationalities. Training can 
include conflict management, problem solving and time management, and 
is best carried out using scenarios which include role play and simulation.
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Case study
In a workshop to develop the concept of multinational team building 
with Foseco, a leader in the foundry and metal treatment business at that 
time owned by Burmah Castrol, the emphasis was on developing a multi-
national approach as part of peer group development. It was concluded 
that top management commitment was an essential prerequisite, as was 
transparency in all stages in order to develop trust.
Problem areas raised by the participating managers included the need 
for a clear, agreed- upon specific agenda with no surprises. This aspect 
was particularly welcomed by the Japanese managers. The American and 
North European managers were introduced to polychronic attitudes to 
time which were very different from their own monochronic cultures. All 
managers agreed on the need for a skilful chairperson for multicultural 
meetings who could smooth out potential cultural misunderstandings. 
One major area of concern was the need to facilitate the inclusion of 
those who had difficulties with English and who as a result tended to 
feel culturally marginalized. Tactics to remedy this problem included the 
careful preparation of agendas issued in advance, with summaries of key 
points discussed at certain stages, backed up by translations and with the 
opportunity to pause in order to check understanding by all concerned 
at key stages in the meetings (Hurn and Jenkins, 2000).
Meetings
Meetings are an area where many potential problems may occur when 
operating a multinational team. They are also an area in which cultural sen-
sitivity is essential. Meetings are seen by some (for example, the Americans 
and the Germans) as a decision- making forum and by others (for example, 
the British, the Italians and the Dutch) more as an exchange of ideas, to 
pool information and problems and then to resolve any conflict by con-
sensus or compromise in order to obtain results. In all types of meetings, 
there is always a cost, in particular the expense of bringing people together, 

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150 Cross-Cultural Communication
providing accommodation, setting up the venue and, of course, the salaries 
of the personnel, as well as the time involved. These factors, along with the 
concerns about security, have seen the increase in telephone and video con-
ferencing, as well as online meetings and the use of virtual teams. However, 
businesses will still continue to organize meetings on traditional lines due to 
the advantages of face- to- face encounters, the benefits of socializing and the 
opportunities that meetings create for networking and informal discussions. 
It is important to allow time for such formal and informal socializing, build-
ing relationships and networking, as for some this is the most important 
aspect of meetings.
Critical areas
Preparation
Attendance
Clear objectives
Chairperson
Clarify expectations
Procedures and protocol
Layout and seating