The conflict in an intercultural context and the list of "dos and don'ts" - Intercultural Management

Conflict is defined as a social process where two or more individuals or groups face each other with the aim, consciously or not, having the partial or total control of a situation and thus impose their wishes.

Conflicts arise and  get resolved differently in different cultural contexts. Is the list of "do's and don'ts" useful when we want to avoid intercultural conflicts?

First, it is noteworthy that the concept of conflict is not different between cultures but there is a difference in what produces it. What some cultures consider as a total infringement of the law with the right to claim against the company or the employee, is in other cultures not considered as a crime or misdemeanor and hence people don't worry. In these situations, I do not mean complex legal frameworks but, for example, a boss who calls his secretary "honey". Depending on which country they are in, what culture both individuals are coming from and what intercultural experience they both possess, this can be taken as normal in some cultures and in others as  a sexual harassment.

Understanding how the cultural framework in which we are working or negotiating is, goes far beyond a list of "dos and don'ts." We know that if we are in a collectivist culture where managers and employees have a high power distance, the conflict is presented differently, by different reasons and we have to find good solutions in time to fix them. If an employee in a Chinese culture is not clearly given directions on how, when and what to do in his job (as suggested in commun guidelines of "what to do and what not"), he probably would not improvise. The tasks will be undone or done inefficiently from the point of view of the leader or other employees and delay projects and realization of goals.

So, if you  do not give precise indications in a cultural context like China, this will generate a conflict.

But what happens if the Chinese employee has received information and training from other intercultural experiences, courses, workshops, international projects, etc.? Are then the guidelines of "dos and don'ts" not usefull? You don't need to give longer and extensive information about how, when and why to the Chinese employee because he will have more ability to improvise and make small decisions. The team leader will then not have to invest too much time and energy in this case clarifying something. Then knowing the employee is an important point just before executing the list of "dos and don'ts." Of course, those guidelines are an important guide but the mix of cultures is generated because people travel, work in and with different cultures and are informed, as well as they have a cultural perception. Each employee or team leader has to be understood much deeper.

There will always be new elements which must be evaluated to find suitable solutions. If the conflict arises, the culture of the country where people are physically (there is always some degree of adaptation to the local culture in the case of foreigners) must be considered, as well as the different cultures from which they come from (country, age, sex, religion, etc), the organizational cultures (type of industry and the company's own cultural characteristics) and the intercultural background that each employee brings as  an "extra".

Paula Figueiredo
PM Intercultural Agent 

MBA Master International Business Administration & Foreign Trade

www.intercultural-agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural-agent

Mail: info@intercultural-agent. com

PM Intercultural Agent. Visit us www.intercultural-agent.com

PM Intercultural Agent

www.intercultural-agent.com

Facebook: https://www.facebook.com/InterculturalAgent

Skype: intercultural-agent

Twiter:  https://twitter.com/PMIntercultural

Linkedin: http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

What´s really happening when you live in a different country than yours. Intercultural Comunication

If a person chooses to live in a different country  will experience a cultural shock in varying degrees.  The degree will depend on how different are the host from the home culture and what preparation the individual has before going into the host culture.

Zeller and Mosier  developed a theoretical and graphic explanation of the process that occurs from the time the person travels until he returns home.

They called W intercultural. W is because the different highs and lows that are experienced are observed  make a W in a graph.

The first thing you experience is a great motivation for the trip, change and knowledge of the unknown. They refer to this stage as the " honeymoon " which usually lasts less than one year. The individual is extremely attracted to people, different customs,  music, art, thoughts and behaviors. You feel that you grow and  learn. 

In the second stage, called "cultural shock" is where they begin to have friction due to differences. Is a personal disorientation due to the same. They feel they are in an unfamiliar territory and  these differences produce intractable problems. Is the most positive step but also in which the individuals feel more anxiety and intense personal conflict. This was described by Zeller and Moiser. But it is the beginning of the period of adaptation to another culture.

The third stage is the initial adjustment. It's where a sense of well being for having successfully handled the differences.  It is an overcoming the culture shock phase.

In the fourth stage called mental isolation. Although individuals feel in a more familiar territory begin to compare things and facts between the two cultures, their own and the host. This step is tricky because it is where many choose to return to their country of origin because of the feeling of "not belonging." Those staying go to the next stage of cultural shock. They must learn to live between "two worlds." They find that although they have more knowledge of the host culture this last one is not as "so warm" as home is.

Many go to their homes for a limited visit or rest and find that they have changed. The country which they left is no longer the same, but who really changed washe or she. At this stage, there are returnees to the origianl country experience conflicts with their friends, their families ... with his own culture.

The last stage is called " acceptance, integration and connectivity." is the stage in he host culture are more entrenched social network  and comes an internally feel of growing up, I won!. People  have more realistic views about another culture and customs. He or she feels that the culture of origin has become a little bit foreign. It has a real sense of wellbeing, acceptance and connectivity when it has adapted to the new world.

The W model:

Paula Figueiredo
PM Intercultural Agent 

MBA Master International Business Administration & Foreign Trade

www.intercultural-agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural-agent

Mail: info@intercultural-agent. com

How to transmit an idea to another culture - Intercultural Management

When we talk about intercultural management we have mentioned in other articles that  knowing the cultural aspects of our culture are as important as knowing the other.

Other aspect to consider when we give our message to another culture is that in most of the companies the spoken language is English, so we must use the right words simplifying vocabulary and if necessary, translate key words in the language of the interlocutor.

Another items to be considered:

* Talking to in a lower speed than you normally do because at least one part is not speaking his/her native language.

* Accompany our message with images that facilitate the reception of the message.

* We can send in advance our conversation topics of the meetings.

* Inviting cautiously to our interlocutors according to the culture to make us questions in different ways either in public or in private by mail, phone, chat, etc.

* Do not make any assumption or sitting. They are a source of misunderstanding.

* When we ask the questions we should perform them separately one by one, not two questions in one, allowing time for responses, as far as possible with a yes or no questions and avoiding negative or misleading way.

* It is important to know whether our message has been interpreted so it is vital to test it through the questions we formulate to our partners.

* Stay open to change in the beginning, middle and end of intercultural communication and even though the goals have already been achieved. There are no universal truths in the intercultural field.

Paula Figueiredo
PM Intercultural Agent Agent 

MBA Master International Business Administration & Foreign Trade

www.intercultural-agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural-agent

Mail: info@intercultural-agent.com

We are all links - Intercultural management

Open-mindedness is within the intercultural world, fundamental. A couple of years ago I asked a work colleague who worked with a Chinese supplier six months ago, what I knew of them. He told me that he had one of the best market prices, acceptable quality for the company and partial deliveries no extra costs  could be spread, among others. I insisted and asked what he knew at the cultural level . He replied laughing " I knew what they ate them with sticks and I used to have problems when projects meet objectives because they do not respect the timings used but that does not mean a problem because so far they drove.

The fact that there were no cultural conflicts with the provider does not guarantee that there is none in the future. It is important to anticipate to the conflicts preparing yourself about the culture with which are you working, before, during and after you start a business relationship. Manage the cultural differences  first within the company with all team members and between departments as well, because when only a member is not aware about how to manage cultural differences in the company could jeopardize any project potentially. We are all links.

It is necessary for this, eliminate prejudice, learn to see and teach to see that people from different cultures differ in thinking, making, manage and relationships. Listen and be consistent with what is said while leading by example is a common denominator of all cultures that never fails.

The lack of clear communication and an expression of our feelings or thoughts almost canceled by "diplomatic " reasons hinder the real understanding between people.

If at a meeting between two cultural groups one of them presents the results of their project with clear numbers, times, costs, etc. . in a very orderly way and the other group does it in a totally different way such as without a clear notion of time and costs this will originate a concept from one group respecting another which will influence the relationship in the future. We call this "prejudice". A toxic element for human thought and relations difficult to eradicate.

Effective leadership is developed over time by meeting with members of different cultures involved where the topic is not the work itself, organized and moderated by specialists as intercultural agents where members can express their feelings, concerns and make suggestions for better cultural equipment operation are elements of effective leadership .

Eliminate mental barriers, listen to others and also help eliminate prejudice  is the base for a successful cultural relationship.

Paula Figueiredo

Intercultural Intercultural Agent Agent at PM

MIBA Master International Business Administration & Foreign Trade

www.intercultural-agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural-agent

Mail: info@intercultural-agent. com

Tips to understand other cultures - Intercultural Communication

We define culture as a dynamic and shared meanings, attitudes, values, beliefs and behaviors that are transmitted over the time from a group members to others (They are parents, teachers, media, etc.). Cultures are not homogeneous but each one has different characteristics that have developed over the time influenced by different circumstances.

Culture is learned and shared. It is a knowledge that allows people to communicate with others and interpret their behavior. This means that the interpretation of other's behavior will be influenced by our culture itself, that we have learned. Therefore, when we are faced with another person who comes from another culture, we tend to "judge " or "understand" the behavior from our perspective, which can lead  prejudices, stereotypes, etc. that impedes clear communication with the another person. In the workplace this will move to unclear policies, increased costs in projects due to delays, employees, colleagues or bosses dissatisfied with personal and team's performance creating a vicious circle of conflict. In the area of interculturalism this is a toxic element called -ethnocentrism produced usually with the belief that one's own cultural group is better or more evolved than the other or simply a misunderstanding that there are other perspectives and that behavior can have other causes.

But how to get out of this vicious circle within the field of business?. Among the most efficient tips are those effectively listen, give feedback to the person with which you are communicating (either verbal or nonverbal ), present problems as mutual, mix the positive with the negative feedback, provide feedback on an appropriate time, use the "I " Whenever possible, be specific and so on.

It is very important to be prepared for what the other culture and the other should be prepared on our as well and that it is possible to find a new field of understanding where business or personal relationships are more efficient.  You should talk to people individually, is a very important element . Always in private, Whenever possible.

Here is a video of two minutes where languages ​​do not need to understand the importance of a team is in clear communication, having a good predisposition to avoid more serious consequences such as those seen in the same (time approx 2 minutes).

http://youtu.be/HD4KQM6KZow

Paula de Figueiredo

PM Intercultural Agent

www.intercultural - agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural -agent

Mail : info@intercultural-agent. com

Re-Emigration. A new Phenomenon. How to manage the process?. Intercultural Management

In the past, when humans were nomad and traveled regularly due to various circumstances , the phenomenon of re- emigration was just a normal part of life. But when they settled the decision to move was quite a change which involved great efforts.

But why people who had emigrated seeking a better quality of life, when a crisis in the country was presented, they remained there and not return?

Normally, most of the people who left their homeland in search of a better future and accompanied by a better quality of life, did not return to their homeland for several reasons. One of them was the family. Having a family, often made ​​even more difficult to migrate. Another reason was to have a job. If you had a work the need to return was not so deeply felt even thought this job was not giving him what he really wanted.

Back to the homeland meant very expensive decision for the reasons mentioned above, the costs of travel, to let friends who had, the learned language and culture (which for many is a high cost for not being prepared) and a deep belief that the country where they were at that time had more ability to get out of the crisis itself, that they had left.

Well. With the advent of low cost travels , learning more languages​​, "globalization ", the asset it means to know other cultures , the elimination of " customs and immigration borders " and the signing of international agreements that facilitate the mobilization of human resources , re- emigrate is no so complicated. The person who re- emigrate has a different profile that migrates first . We consider re- emigrate to leave the country in search of a third country  that is not their own but one that provides more chances of getting a better quality of life, which for various reasons have had to leave ( eg, loss of a job).

People who re- migrate searching of a better future that they believe they won´t find if they stay where they are, they have a fighting spirit, innate entrepreneurial skills and a very important asset the knowledge of another culture (although countries were of the same language have different thoughts and behaviors ). But they face a new challenge, a fresh start and a new culture, which often take considerable time to re- adapt , re- learning and re -understanding.  Ideally, people who move because of studies, work, etc. . to other cultures went with cultural baggage that allows them to be inserted a much easier way in the new  social group. I refer not only to the language (which helps a lot )  but an understanding of how think those people, why, what behaviors expected of foreigners, how to handle conflictive situations, etc.  to find work faster, having less conflict with neighbors and co-workers , understanding  the adminsitrative structures making the process of re- insertation in the new social group, successful.

Think moving to Germany, a country of Latin America , China or Spain ? You know how to introduce yourself, find a job, make a resume, work with them, negotiate, discuss what issues and what not, etc.. I invite you to learn more and better understand those cultures they will visit www.intercultural- agent.com

Paula de Figueiredo

PM Intercultural Agent

www.intercultural - agent.com

http://www.linkedin.com/company/pm-intercultural-agent?trk=company_name

www.facebook.com / pm.interculturalagent

Skype: intercultural-agent

Mail : info @ intercultural-agent. com