Evaluating Communication Challenges and Strategies in Multicultural Settings
The Harvard Business Review article on managing multicultural teams written by Brett, Behfar, & Kern, (2006) provides an in-depth exploration of communication challenges that can arise due to cultural differences, focusing primarily on verbal communication styles, such as direct versus indirect communication. These insights prompt reflection on whether such challenges are also prevalent in written communications, particularly in an academic setting like the University of the People (UoPeople), and how applicable proposed strategies are to group activities within an MBA program.
In my experience, the communication challenges described in the article, particularly those pertaining to direct versus indirect communication, are less pronounced in written interactions among students. This difference can largely be attributed to the nature of written communication itself, which allows for clarity and precision that can mitigate misunderstandings common in verbal exchanges.
A specific example can illustrate this: In group assignments, direct communication is often employed, where students clearly outline their points and expectations. This method is effective and seldom leads to the type of misinterpretations that might occur in verbal interactions. For instance, when discussing project roles, students typically state their preferences and capabilities directly in the forum posts or emails, which helps in assigning tasks that align with each individual’s strengths without the ambiguity that might accompany spoken communication. This straightforward exchange contrasts with scenarios in Japan, where I currently work, and where indirect communication (“Kuuki wo yomu” or reading the air) predominates. In Japan, much remains unsaid and must be inferred, a practice that could lead to significant challenges in a multicultural team not accustomed to such subtleties.
The strategies suggested by the authors, including adaptation, structural intervention, managerial intervention, and exit, are indeed applicable and beneficial to group activities. Adaptation, in particular, plays a crucial role in ensuring that all team members, regardless of their cultural background, feel included and are able to contribute effectively (Brett, Behfar, & Kern, 2006).
For instance, in a recent project, our group consisted of members from diverse cultural backgrounds including India, Brazil, and the United States. We faced initial challenges in decision-making due to differing norms; the U.S. members pushed for quick decisions while the Brazilian and Indian members preferred a more deliberative approach. By adopting the adaptation strategy, we acknowledged these cultural differences openly and worked towards a compromise that incorporated both swift decision-making for critical issues and detailed discussions for more complex decisions. This approach not only improved our group’s efficiency but also enhanced mutual understanding and respect among all members.
The structural intervention was another strategy we utilized effectively. Recognizing that some members were less fluent in English, we structured our communication to be more inclusive. We used simple language in our written communications and ensured that all members had extra time to formulate their responses during discussions. This consideration helped in minimizing potential frustrations and made our interactions smoother.
Conclusion
In conclusion, while the direct versus indirect communication challenges highlighted in the article are less evident in written interactions at UoPeople, the strategies proposed to manage such challenges are highly applicable. They foster a more inclusive and effective group dynamic that leverages cultural diversity as a strength rather than a barrier. By employing these strategies, multicultural teams can enhance their functionality and achieve their collective goals more efficiently, making these approaches invaluable to any collaborative academic or professional setting.
References
Brett, J., Behfar, K., & Kern, M.C. (2006, November). Managing multicultural teams. Harvard Business Review.
Note:
This article is written based on University of The People Managing Project and Program (BUS 5611) written assignment by Fristy Tania Sato in May 2024
