How to Promote Cultural Awareness in your Global Virtual Teams?
Leading and building a high-performing virtual team is challenging. When your virtual team spans across the globe, working at various time zones and speaking at various fluency of your lingua franca, the challenges can be daunting, especially for leaders who are used to leading in the office environment. Promoting cultural awareness within your global virtual team helps to promote openness to various perspectives, reduce misunderstanding and conflict as well as foster greater cross-cultural collaboration.
The best way to promote cultural awareness is to create an environment and culture where people feel safe and open to share. This can happen when we intentionally and regularly hold meaningful dialogues to discuss their differences.
This is not a one-time effort. There are things that need to be considered before promoting cultural awareness.
What Does It Mean To Be Culturally Aware?
Oftentimes, cultural differences are easier to share and explain in person within one’s cultural context. When your team members are unable to see or meet each other regularly, as do employees who work from the same office, it is harder to discuss cultural differences.
Cultural awareness is the ability to notice, recognise and respect others who hold different beliefs, values and customs. When we talk about cultural awareness, quite often people refer to the material aspect of a culture, such as cuisines, costumes, art, music, dance, symbols, holidays and religion. These are aspects of a culture that can be easily shared and learned together. Search online and there is plenty of information to be found in the material aspects of a culture.
However, the immaterial aspect of culture such as its history, social structure, politics, philosophy and even environmental context are harder to describe and grasp. The immaterial aspect greatly influences one’s values, beliefs, logic and behaviour. So much so that as a member of the particular cultural group, we might be blind to them and assume everyone else adopts the same way of communicating.
In 2005, David Foster Wallace started his commencement speech with this…
There are these two young fish swimming along and they happen to meet an older fish swimming the other way, who nods at them and says “Morning, boys. How’s the water?”
And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes “What the hell is water?
The fish story suggests that the most obvious, important realities are often the ones that are hardest to see and talk about. In a remote or virtual team, where its members are geographically dispersed, they can’t even see each other’s water.
Quite often, misunderstanding and conflict arises because people of different cultures are compared to one’s own cultural norms. Where it’s a norm to speak up, a quiet colleague might seem incompetent. Where it is a norm to listen first and speak only when invited, a colleague who speaks out of turn can seem rude and inconsiderate.
By creating a space to share, ask, discuss and delve deep into each other’s cultural differences, members of a team can greatly increase their cultural awareness and subsequently improve their teamwork and performance.
Can’t We Just Take A Training Program?
Training program to learn about each other’s culture is one of the many steps that can be taken to develop cultural awareness. Typically a training program happens within a short period of time, from a few hours, a day or even a few days. Training programs that incorporate adult learning techniques are better able to boost memory of the acquired knowledge and experiences. Typically, these programs include activities to simulate the experience of being in someone else’s culture, such as role-plays or videos.
The problem with cultural training is that it fails to address the fluidity and dynamism of culture. A good program should increase a sense of openness and curiosity in the participants to learn more about other cultures. A bad program can be harmful and solidify stereotypes, biases, and possibly encourage discrimination.
Be curious. Read widely. Try new things. What people call intelligence just boils down to curiosity.
The reality is that not everyone fits neatly into a cultural box. In an increasingly connected world, more and more people are identifying themselves as “third culture”. An ethnically Chinese person who speaks English could be raised in Scotland and migrate to Singapore. An ethnically Senegalese French-speaking person could be raised in Canada and move to Japan. What culture will both the Chinese and Senegalese person identify with? Their ethnic culture or their national culture? If they lived in the “waters” of their adopted country long enough, do they then identify with their new culture?
Cultural Training can only take us so far. Thus, within a global virtual team, we need to put in the effort to recognise and empathise with each other on an individual level.
3 Ways to Promote Cultural Awareness
More should be done for your global virtual team to reap the benefits of cultural awareness. The most crucial thing in promoting cultural awareness is to bring these learnings and experiences into the daily conversations your global virtual team. Here are 3 ways to promote cultural awareness in your global virtual team.
Don’t assume. Don’t take things personally.
Misunderstandings and conflicts are inevitable. Sometimes, we don’t even realise that our ways of viewing the world and communicating it is causing the conflict. When this happens, it is usually because of our underlying assumptions or our cultural lens is used to interpret the situation.
Assumptions on its own is not a bad thing and its human nature to do so, as it helps to conserve our cognitive energy to work on things that are more difficult. In our daily life, we make assumptions all the time. When working in a global virtual team, the assumptions of your culture are not readily available to others and vice versa. One great sign to know whether you are operating based on assumptions is when what you typically say or do gets an “untypical” response.
For example, a new colleague joined your virtual team and started greeting the ladies on the call “Ow do, my love?” To this new colleague, it’s their typical greeting from Yorkshire to acknowledge ladies in the room. For others, they may assume that your new colleague is flirting with them. If this greeting is taken personally, one might feel offended with the informality in a professional setting.
If these were not raised or addressed, tensions may increase and the work relationship may continue to suffer. And your new colleague may not have a clue of why the conflict existed in the first place.
If you find yourself in a situation, where you are frustrated in working with someone from another culture, just pause and take a breath. Ask yourself “Why is this person responding differently? What do they understand instead?”
You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions.
Ask questions. Ask for meaning.
We cannot fully understand another culture if we haven’t enough exposure to that culture. What we can do is to start a dialogue with openness and curiosity by asking questions.
An object or a gesture can carry different meaning depending on where you come from. For example, as a goodwill gesture, you ordered a beautiful bouquet of white flowers to be delivered to your client. To you, those white flowers are beautiful, simple and pure. If your client is from Asia, they may take offence, as white flowers mean that you wish death upon them. The object of white flowers does not change, but the subjective meaning differs for yourself and your client.
When asking questions, ask for the other person’s meaning and interpretation. A simple “What do you mean by that?” can bring about greater insight into how the other person thinks and interprets the situation.
Also, be mindful of how the question is being asked. A simple “why?” question, when asked in a particular tone can be interpreted as an eager learner. In another tone, can be interpreted as accusatory or defensive.
Share your perspective and prepare for continuing conversations.
When working on projects or solving problems together, you need to get comfortable in sharing your perspective. It might be the case that you are the only person from your culture in your global virtual team. You might be the only person based in Asia, while the rest of your team in Europe. Or you’re the only Colombian in a team of East Asians. If this is the case, highly likely your virtual team will have no understanding or experience of your culture and its context.
Others may not be unaware that they are operating within their cultural lens and may overlook certain cultural nuances you hold dearly. This is where you need to be proactive in sharing your cultural perspective.
For example, if you’re Hindu, you might share with your virtual team that your family is busy preparing food and coloured powder for an important cultural festival called “Holi”, which celebrates the arrival of spring and good conquering evil. If there is interest in your team, provide further detail. What is the coloured powder for? What type of food is being prepared? How are you involved?
Upon sharing, one also needs to be open to the responses from others about the perspectives. For example, your leader gave a presentation to potential clients and decided to limit self-promotion because your leader’s culture highly values humility. Based on the lacklustre response, you realise that without self-promotion, the clients might perceive your leader to be lacking experience or qualification. It’s an important perspective that needs to be shared with your leader so that they can adjust their presentation to win clients over.
But once shared, your leader may provide their perspective of their selected approach, which may or may not align with your perspective. This may lead to, at best, insights into each other’s perspective. At worst, uncomfortable conversations. No matter the outcome, sharing perspectives can start important discussions that gives everyone a chance to learn about each other.
Your virtual team will benefit greatly from promoting cultural awareness. Not only does it help to promote openness and curiosity, in the long term it helps to reduce misunderstanding.
The steps listed here may seem simple, but oftentimes difficult to practice. As long as we focus on creating an environment where people feel safe and open to share by regularly having meaningful discussions, you are on your way towards fostering effective cross-cultural collaboration and building your ideal high-performing global virtual team.