Sep 27

When National Teams “Muck About” at an Olympics Medal Ceremony

Cross Cultural Training, Culture No Comments »

The ability to understand group behaviour and manage potential culture clashes is an essential skill for anyone interacting on a global scale. What may be considered acceptable behaviour by some national cultures may be seen as misbehaviour by others, so it’s important to have a strong cultural awareness in order to effectively anticipate, interpret and manage any cultural clashes that may occur.

Olympic Rings jokerproproduction i When National Teams “Muck About” at an Olympics Medal Ceremony

© istockphoto.com/jokerproproduction

With 205 national teams being brought together during the London 2012 Olympics, there were plenty of occasions for spectators to practise their cultural awareness on the occasional clashes of behaviours they witnessed during the events. Looking at the medal ceremonies, for instance, it’s interesting to compare the different behaviours of the winning national teams in the men’s handball event.

Well Behaved, or ‘Mucking About’ – Contrasting Cultures

The men’s handball medal ceremony brought together teams from France, Sweden and Croatia – gold, silver and bronze medal winners, respectively. The way in which these collective units displayed their cultural affinities would have engaged any culturally intelligent onlooker.

First the Croatians came onto the podium. Before stepping on, they collectively went down into a press-up position and completed a repetition as one. Moving together, they then stood up onto the podium and raised a clenched fist to the crowd. They smiled, as if to underline the playfulness of their gesture.

Next came the Swedish team, who simply stood together, linked with their arms around each other’s backs, exchanging quiet words, remaining so throughout the presentation both on and off the podium, only breaking up to applaud the other medalists and while the winners’ anthem was played.

Then the French team stepped up to receive their gold medals. They casually struck a ‘Lighting Bolt’ pose in unison , imitating Usain Bolt’s now renowned winner’s celebration. In contrast to the other teams, the French shifted among each other, chatted openly, waved at the crowd and stood casually by while the bronze and silver medals were being awarded.

Gaining a Cultural Advantage

Each team behaved completely differently, and although this did not make a significant difference to how the medal ceremony was played out, there were different interpretations and comments of the behaviour going on around the world as people watched.

Looking at the Croatian team, who in the opinions of many commentators had come into the competition as favourites, you could argue that their collective gesture may have been motivated by a need to save face after failing to achieve gold. The Croatian team’s parading may not only have been construed by some as humorous but also as defiant in the face of what some others may have considered to be a failure.

There are parallels that you can draw from observing this scene and what may happen in business teams. In a business context it’s increasingly common to have team members from distinctive cultures who behave differently as a result of diverse cultural values. Leaders and team members alike can struggle to work effectively together without an understanding of how their behaviours are perceived and interpreted.

Reading the Cultural Cues

So what cultural clues might enable an executive to quickly assess a group in terms of their sensitivities to power and hierarchy, for instance? To what extent might these team members value respect for certain rules and formalities? How acceptable would it be for a French delegation to be “mucking about” when their Swedish partners might expect a degree of dignity and discretion? What perception would it create if certain team members banded together about the success of a project in a similar way to how the Croatians did?

Because there are so many other variables to consider in addition to the cultural values at play, such as context and individual personalities, being culturally aware should not imply cultural stereotyping. The rules that govern behaviour are never hard and fast, but cultural awareness can give you the know-how to observe and recognise certain cultural signs that another person displays.

Communicaid’s cultural awareness training courses are specifically designed to help global leaders and international team members to understand cultural difference and learn how to adapt to their counterparts while at the same time keeping their own “corporate” and core values intact. As important as it is to cater for the needs of our increasingly globalised business circles, it is also vital for people to learn to adapt themselves to their new surroundings as much as possible. This will ensure a much better experience for all involved without risking offence for either party.

So whether it’s a medals ceremony in the Olympics or the launch of a new international project team, understanding how people will behave to attain the desired results or what they do to celebrate success will be vital to the performance of everyone involved.

© Communicaid Group Ltd. 2012

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Jul 13

London 2012 Olympics Scheduled during Ramadan – Cultural Faux-Pas?

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

London’s Mayor and Culture Secretary are working hard to ensure that the London 2012 Olympics involve all of Britain’s ethnic groups equally. This may be more challenging than they thought, however, as the Olympics fall during the important religious event of Ramadan. Thousands of Muslims who will compete in, work or volunteer at this summer’s Olympic events will be left with the question on whether or not to follow Ramadan in the traditional sense this year.

The timing could not have been more inopportune, but there was no real choice for the LOCOG (London Organising Committee of the Olympic and Paralympic Games) to schedule the 2012 Olympics outside the Ramadan period. Being provided a strict window for the Games to take place by the International Olympic Committee and the need to consider aspects such as public transport in London and the availability of volunteers needed, they decided to schedule the Olympics from 27 July to 12 August, which lies in the middle of Ramadan.

Quran Koran Retrovizor i London 2012 Olympics Scheduled during Ramadan – Cultural Faux Pas?

© istockphoto.com/Retrovizor

The religious fasting period of Ramadan takes place this year from 20 July to 20 August. The period of Ramadan changes by about eleven days every year according to the lunar calendar. The 30 day long period of fasting is one of the five pillars of Islam, considered to be a time of worship and closeness with God and therefore one of the most important celebrations for Muslims.

As most Muslims strictly fast from dawn until dusk during this period, the impact of Ramadan on personal and professional spheres must be acknowledged – not only in Arabic countries. The Olympics being a huge multicultural and multi-ethnic event will therefore require cross-cultural sensitivity towards this religious tradition and how it may impact everyone involved in the games.

Influence on Athletes

There are an estimated 3,000 Muslim athletes who may be impacted by Ramadan during the games this year. Fasting during the Olympics is not only inconvenient and challenging, but depending on the type of sport it could deplete an athlete’s liver and muscle glycogen stores and lead to dehydration and a drop in performance.

As Muslim athletes are usually allowed to defer their fasts, many of them are going to postpone the fasting period to maintain the performance they have been working so hard for during the last years. Not all Muslim sportsmen and women will do this, however, especially if not fasting during the holy month is frowned upon in their culture, so it’s important to be conscious of this.

Influence on Staff and Fans

Although the athletes are the ones which are most obviously influenced by the clash of these two important events, we cannot forget about the enormous number of Muslims who will work or volunteer at the Olympics or be watching the games as spectators. Organisers will need to consider the requirements they have for praying and eating during this period and provide the time and space they need to carry out these religious traditions.

What are they doing about it?

In order to meet athletes’ and workers’ Ramadan needs, organisers are putting in place a series of initiatives including:

  • Fast-breaking packs with dates and other traditional foods
  • Open dining facilities 24 hours a day so that competitors will be able to eat before dawn
  • Prayer rooms at every venue with Muslim clerics on hand to assist people
  • Large multi-faith centre at the Olympic village in Stratford with a common lounge and specific areas for the five largest faiths

The Olympic Games are a true test of London’s well-known multiculturalism and cross-cultural sensitivity. This great event will determine whether organisers have been able not only to make the most of London and its people but whether they can create an environment where all athletes will be able to have outstanding performances. All of this must be done with minimal frustration and difficulties to the organisers, athletes, volunteers and spectators as well as to the general population of London.

Some may argue that the organisers of the Olympics have made a cultural faux-pas by scheduling them during such an important religious event celebrated around the world. It should instead be considered as a cultural opportunity – a time when we can allow all cultures and traditions to shine in the face of adversity and challenge.

© Communicaid Group Ltd. 2012

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Jun 13

The London 2012 Olympics: A Sporting and a Cultural Challenge?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

This summer London will be transformed into a city of sport, culture and celebration as it hosts the XXX Olympic Games. For more than 14,000 competing athletes, the London 2012 Olympics will be the peak of their sporting career. For the UK as host country, the organisers of the Games, volunteers, spectators and fans all around the world, the Olympics are much more than just a sporting event.

The London 2012 Olympics will bring millions of people of different nationalities and cultures to the capital to celebrate, volunteer or work at the event. For the Olympics to be a true global success, anyone involved in making them happen should understand not only the key principles of working effectively across culturesbut the historical roots and values of this world heritage sporting event.

Olympic Rings jokerproproduction i1 The London 2012 Olympics: A Sporting and a Cultural Challenge?

© istockphoto.com/jokerproproduction

Get Ready, Set, Go! The Origins of the Olympic Games

The Olympic Movement is named after Olympia, the city of its origin where the Games symbolised one of the many ways that Greeks worshipped their Gods. It originally involved a series of competitions held between representatives of city-states and kingdoms of ancient Greece. Although the exact date of the first Olympics is not known, the first record dates from 776 BC when Heracles together with his father Zeus stood as progenitors of the Games. According to legend it was Heracles who first called the Games ‘Olympic’ and established the custom of holding them every four years.

Running was the only event in the first 13 recorded Olympic Games. Events such as wrestling, boxing, horse riding and chariot racing were added later, but the main event of the ancient games was the pentathlon, a composition of running, jumping, javelin, discus and wrestling. The ancient Games reached their zenith in the sixth and fifth centuries BC before disappearing when the Romans grew more influential.

The Olympian Games were slowly brought back to existence in the 18th century when French Baron Pierre de Coubertin revived them as an international spectacle after founding the International Committee (IOC) in 1894. Two years later the first modern Olympic Games were hosted in the Panathenaic stadium in Athens bringing together 241 athletes from 14 nations who competed in 43 events.

Four years later, the Summer Olympics in Paris attracted more than four times as many athletes, including the first 20 women to ever participate. Apart from the 1916, 1940 and 1944 Olympics that were cancelled due to World War I and World War II, the popularity and size of the Olympic Games has steadily grown and now brings together more than 10,000 competitors from over 200 countries and millions of visitors from all over the world.

The Rings, Motto and the Flame: Key Values and Symbols of the Olympics

Pierre de Coubertin believed that sport could help to bring people together and celebrate cultural differences around the world. He felt the Olympics were an opportunity to apply important values to the sporting world as well as to education and society as a whole. The core values of respect, excellence and friendship are still core to the Olympics as we know them. The Olympics of our time also include determination, courage, inspiration and equality, all values added for the Paralympics. These were officially introduced at the 1960 Olympics in Rome, where 400 wheelchair athletes competed in the ‘Parallel Olympics’ for the first time. The idea was originally born in 1948 when neurologist Sir Ludwig Guttman began to use sport as part of the rehabilitation programmes of his patients who were mainly war veterans with spinal injuries.

The three core values of respect, excellence and friendship are conveyed through the Olympic symbols – the rings, the motto and the flame:

  • The motto ‘citius – altius – fortius’ (Latin for faster – higher – stronger) embodies the value of excellence by encouraging athletes to strive to do their best.
  • The most recognised symbol of the Olympics is the set of five coloured rings which embody the five continents. The rings represent respect and aim to bring together all nations without discrimination.
  • The flame symbolises friendship and peace between peoples. The flame is lit during a traditional ceremony in Greece at the Temple of Hera in ancient Olympia. From there the Olympic torch starts its journey through Greece and the host country until it arrives in the Olympic Stadium where it remains lit until the last day of the Olympics.

Going for Gold at the London 2012 Olympics: Making it Happen

As the London 2012 Olympic and Paralympic Games approach, the eyes of the world are turning to the UK. After several years of careful planning, London will soon be put to the test and show whether it can live up to the world’s expectations.

According to the London Olympics official website up to 70,000 volunteers will take on a wide variety of roles across the venues, from welcoming visitors to transporting athletes, helping out behind the scenes in the technology team and much more. The volunteers, called ‘Games Makers’ as they are helping to make the Games happen, will come from a diverse range of communities and backgrounds from the UK and abroad.

In addition to these volunteers, there will be thousands of people employed to manage the security and maintenance at all of the Olympic sites. There are also countless Olympic officials, coaches, advisors and other organisers that must work together to make the games happen. From catering and hospitality, to cleaning, IT, ticketing and security, almost all conceivable jobs will be filled by more than 100,000 people, including students and those currently out of work.

Volunteers, employees, athletes and spectators at the London 2012 Olympic Games will need to find a way to work through any cultural or linguistic barriers they encounter in order to make this event a true success. Cross cultural training programmes like Working Effectively across Cultures can help anyone involved in making the Olympics happen to understand how they may need to adapt their approach to avoid misunderstandings and tension. After all, the Olympics are not just a sporting event but an opportunity to celebrate cultural difference in a peaceful, respectful and fun way.

© Communicaid Group Ltd. 2012

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Apr 30

Effective Virtual Working on May Day, Mayday!

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

May Day is a popular tradition all over the world, but celebrations tend to vary dramatically from one place to another. Traditions around this day are sometimes so different that the holiday itself is not even on the same day in every culture so anyone working virtually should be aware of how their international counterparts may be celebrating.

In the Northern Hemisphere, May Day has its origins in different pagan cults that celebrated the arrival of the farmable period, such as Beltane in Ireland, Walpurgis in Scandinavia or Floralia in ancient Rome. Many of these traditions were abandoned or Christianised in Europe in the Middle Ages, although since then most have lost any religious meaning.

Today May Day is more commonly known as International Worker’s Day or Labour Day in more than 80 cultures. This has its roots in the events following the Haymarket Massacre in Chicago in 1886 which resulted in several deaths of demonstrators and police officers involved in a strike to fight for an eight-hour work day. Several years later workers finally succeeded in having this day marked as a public holiday to commemorate labour efforts.

In some countries there will be protests or parades around labour, socialist or communist causes while in others the holiday incorporates more traditional and pagan customs. Here are a few examples of how May Day is celebrated around the world.

Typing Dmitriy Shironosov i Effective Virtual Working on May Day, Mayday!

© istockphoto.com/Dmitriy Shironosov

Germany – Tanz in den Mai!
May Day celebrations in Germany referred to as ‘Tanz in den Mai’ (Dance into May) parties are commonly celebrated outdoors. For these parties men erect worshipped maypoles, an old Germanic custom some believe symbolises the sacred spring tree. In some parts of Germany young men traditionally erect small decorated maypoles in front of their girlfriends’ houses. May 1st in Germany is a public state holiday so people have the day off.

France – Flowers on Street Corners
The 1st of May is the official Labour Day in France and a public holiday. In France May Day is strongly connected with pagan traditions, and people will give loved ones lily-of-the-valley or dog rose flowers to bless them with happiness and luck. On May Day in France you will therefore see people selling small bouquets of these flowers in the shops or on street corners while some people make it a family event to go to the woods to pick flowers together. You will also often see political parades or protest events, particularly in the capital Paris.  If May Day falls on a Thursday or Tuesday, people will often create a ‘pont’ and take off four days.

Finland – Picnics and Parades
Vappu, or Walpurgis Day , is ‘the Day of Finnish Work’ and is celebrated the most by Finnish students on the evening of 30 April into 1 May. Finns will prepare lavish picnics and attend festivals or activist parades during the day. Students, and often statues, will wear traditional white caps to celebrate this holiday.

China – Travel Mayhem
Labour Day historically lasted one week in China until 2008 when it became a one day holiday to favour the revival of other ancient Chinese holidays. When the 1st of May falls on a weekend, the festivity is extended to the following Monday to allow Chinese people to travel and have free time with their families. As a result, travel during this period can be very difficult and expensive since there will be millions of Chinese people travelling either domestically or internationally to visit family.

These are just a few examples of how May Day is celebrated around the world. Effective virtual working and communication require an awareness of how, and when, this holiday may be celebrated so that you can plan any calls or meetings accordingly. In some countries there is no holiday at all around this time, so if you have the day off be sure your colleagues in the US or Canada are aware of this. Whatever your plans, happy May Day!

© Communicaid Group Ltd. 2012

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Feb 03

Impact of Stereotypes on International Business: Cross Cultural Awareness is Key

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Globalisation and the emergence of cross cultural business have tremendously reshaped our working environment over the last fifteen years.  People around the world are increasingly finding themselves working with colleagues and counterparts from another culture.  Dealing with such diversity is complex and requires a high level of cross cultural competence that you can develop through cross cultural awareness training.

To make sense of all these differences we tend to classify people into specific categories such as the company they work for or their own culture. This classification provides us with references about certain groups of people and helps us begin to understand their attitudes. You could say for example that Spanish people tend to speak more loudly than British do and Brazilians tend to be more affective than Finnish. While there are some relative truths to these statements, such stereotypical representations are often over-simplified and could lead to false assumptions.

Clock DNY59 i Impact of Stereotypes on International Business: Cross Cultural Awareness is Key

© istockphoto.com/ DNY59

Stereotypes, taken-for-granted beliefs about our counterparts’ habits and behaviour, can affect our own attitudes and expectations when communicating with other cultures. The main purpose of stereotypes is to help us when we are dealing with a culture we do not know and to give us the illusion of a predictable pattern we could learn and thus know how to react to any given cross cultural situation.

For instance, when doing business in Italy we might expect our Italian counterparts to be late for a meeting whereas a Swiss would always be punctual and well organised. However it would be inappropriate to assume that no Italian would ever be on time and no Swiss would ever be late. Hence, cross cultural stereotypes need to be treated carefully as they might have a negative impact on our thinking and our capacity to perceive things with discernment.

Whether stereotypes are commonly shared among society or progressively developed through our direct experience in cross cultural relations, it is crucial to keep questioning their relevance. By doing so, we would certainly prevent ourselves from judging our international counterparts on the basis of wrong assumptions leading to inappropriate cross cultural behaviour and critical incidents.

Stereotypes can however be perceived as the first stage of acknowledging the existence of cross cultural differences which is an initial step towards the development of a higher level of cross cultural awareness and competence. However stereotypes need to be questioned, mitigated and never taken for granted if they are to help us to work more effectively in a cross cultural context.

Cross cultural awareness training courses such as Developing Global Competence or Building International Teams can help you to identify and deal with cross cultural differences which will improve your capacity to develop and maintain successful cross cultural relations. By providing you with a foundation of cross cultural understanding, Communicaid’s Cross cultural awareness training courses can ensure you understand your counterparts’ behaviour without having to rely on stereotypes that could lead to cross cultural misunderstandings and negative impressions.

© Communicaid Group Ltd. 2011

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Nov 12

Cross Cultural Attitudes to Risk and Uncertainty

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Risk and uncertainty are integral elements of doing business, but they are even more present when dealing with international teams and global counterparts. Attitudes to risk and uncertainty can differ widely from one culture to another and can strongly influence the way we are perceived by others. Cross cultural awareness trainingcan provide an understanding of how cross cultural attitudes to risk and uncertainty influence working practices, cross cultural communication and international management.

Businessmen viewed from top sjlocke i Cross Cultural Attitudes to Risk and Uncertainty

© istockphoto.com/ Sjlocke

Cross cultural sociologist Geert Hofstede examined how values in the workplace are influenced by culture. Through the research he conducted in the 60s and 70s, Hofstede collected and analysed data from over 100,000 individuals from forty countries. Using these results Hofstede developed a model of five key categories that cultures can be measured against. One of the dimensions called Uncertainty Avoidance looks at how cultures deal with and are influenced by ambiguity, uncertainty and risk. Understanding your global counterparts’ attitudes to risk and uncertainty will help you to understand why they behave, plan and communicate the way they do in international business.

Cultures showing high uncertainty avoidance have a low tolerance for ambiguity and vagueness in most day-to-day situations. In other words, they tend to be risk-averse and favour rules and a well-structured environment over unknown or unstructured situations. People in cultures with a low tolerance to uncertainty will also tend to establish laws, rules, regulations and control mechanisms to prevent any ambiguity or risk. In a business context, this means that in cultures that have a low tolerance to uncertainty you may find:

  • Employees tend to stay with one employer for a long period of time
  • Decisions are made by consensus
  • Traditional gender roles
  • Job roles often require a very high level of expertise
  • Projects are carefully planned
  • Many rules, laws and regulations in place

Countries in Latin America, Japan and Germany are some examples of where there is high uncertainty avoidance.

Low uncertainty avoidance cultures, on the other hand, are open to new ideas and influences. Flat organisational structures are favoured and people are flexible and more willing to take risks.
In a business context, this would mean that:

  • People will be more open to innovation and change
  • There is an increased willingness and readiness to take risks
  • People approach projects from different angles and have a more flexible attitude to deadlines
  • There is a preference for flexible rules and informal activities

Countries such as the US, the UK and Denmark are examples of where there is a low level of uncertainty avoidance.

Countries with a common history and similar cultural heritage tend to have many of the same value orientations and therefore share many of the same attitudes and behaviours. Cross cultural awareness trainingcourses such as Working Effectively across Cultures will explain why, for example, Latin cultures show similar degrees of uncertainty avoidance and often therefore have many of the same working practices and communication styles.

Working effectively across cultures requires an understanding of cross cultural values and attitudes towards risk and uncertainty. With this knowledge, international working employees will be better equipped to adapt to other cultural working styles and anticipate cross cultural challenges or frustrations that can stem from different attitudes to risk and uncertainty.

© Communicaid Group Ltd. 2010

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Oct 28

2010 Commonwealth Games in New Delhi – Indian Culture Under the Microscope

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Although there was much speculation about whether the Commonwealth Games would run this year, they took place in October for two weeks. After several delays and corruption New Delhi finally managed to get ready for the games. The Commonwealth Games were an excellent opportunity for India to establish itself as an emerging global power, but the path to delivering them wasn’t an easy one.

Track Running Race Sven Hoppe i1 2010 Commonwealth Games in New Delhi Indian Culture Under the Microscope

© istockphoto.com/ Sven Hoppe

The Commonwealth Games are held by the Commonwealth, an association of independent states from all over the world. Its members represent about 30% of the world’s population. The Commonwealth Games feature many different sports and take place every four years in a different country. Often called “The Friendly Games”, the Commonwealth Games are a great opportunity to improve society and general well-being of the members of the Commonwealth. To ensure their success, the Commonwealth Games Federation (CGF) focuses on three core values: humanity, equality and destiny.

For the first time since its existence the Commonwealth Games took place in India. The Delhi Games Village was located in the centre of the city and had a capacity for 8,500 athletes and officials. Sports like aquatics, badminton, and table tennis are just some of the sports that were played in existing and newly built stadiums.

Despite careful planning, the games in New Delhi had several setbacks. Experts were prevented from going from the venues to work because too many passes had been issued. In the meantime, a significant number of tickets for the opening ceremony went missing and many other passes had been issued without performing the required security checks. Is this reflective of a casual attitude towards deadlines from Indian officials or are they just stereotypes?

Some people think that CGF Chief Executive Mike Hooper is partly to blame. Others believe that Indians are generally not very time conscious and therefore have the tendency to miss deadlines and be late with projects. India is traditionally known as a polychronic culture. In other words, people in India tend to prefer to do many tasks at the same time and will often re-prioritise tasks based on what else is happening. Instead of sticking to fixed deadlines, Indians stress the importance of establishing relationships with their business counterparts.

Indians also tend to have a high context communication style and will be more indirect and implicit. Anyone working with Indians should therefore pay special attention to what is not said in conversations. Naturally, this can lead to misunderstandings and confusion and is perhaps another reason why there were so many delays and challenges leading up to the start of the Commonwealth Games.

The success of the Commonwealth Games relied not only on the ability of the Indian government and organisations involved to deliver the required facilities and services on time, but it required successful working with Swiss Timing, a company that deals with sporting events and advertising management systems. Based in Switzerland, Swiss Timing won the tender to ensure that all required systems were in place for a successful event.

The significant differences in the way that Indians and the Swiss work and approach projects made preparing the Commonwealth Games successfully all the more challenging. For one, their attitudes to the concept of time are significantly different. While India tends to be high context, the Swiss are much more traditional in their approach and appreciate a low-context communication style. They are also very monochromic, the opposite of polychronic, and have a fairly strict attitude to deadlines and time.

Although the Swiss are very good at managing time and meeting deadlines, there were some serious problems working with the Indians on the Games. Throughout the delays, problems with facilities and issues with tickets, India risked losing face in front of the entire world. With face being one of the key Indian values and a prominent part of daily interactions, this was a huge concern for the whole country. In the end, the games turned out to be successful despite all of the problems. The head of the organisation, Thomas Fennel, said that the world got a very positive image of India.

The challenges the Swiss and Indians faced in working with each other are just one example of where cross-cultural difference can play a huge role in hindering projects and creating conflict. Different perceptions of time and approaches to completing a task can create serious problems.

Anyone doing business globally should consider cross-cultural differences like these in order to anticipate misunderstandings and ensure successful working. Participating in a cultural awareness training programme like Doing Business in Indiais just one way to prepare yourself for cultural differences and idiosyncrasies like these. By going through a tailored intercultural training course on the country or countries you work in, you can be more confident that you will be able to avoid cultural clash and conflict which can lead to loss of money, time and credibility.

Craig Hunter, Team England Chef de Mission, said ‘It is like an Indian wedding, we are in Dehli and it will come together at the last minute’. Luckily, he has proven to be right and the games were a success. Showing the world that India is capable of hosting an event of this size and impact was a great opportunity to defend its position as one of the fastest growing economies in the world and will be remembered.

© Communicaid Group Ltd. 2010

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Oct 21

‘The New Mainstream’ – A Multicultural Consumer Population

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“Numbers are the way we make decisions now” said Census Bureau Director Robert Grove in a recent interview with Guy Garcia, multicultural consumerism expert. The two speakers commented on the American census data in a conference at the ARF, an open forum for discussions on marketing and advertising. The outcome was an interesting new vision of the American social construct.

‘The New Mainstream’ A Multicultural Consumer Population ‘The New Mainstream’ A Multicultural Consumer Population

© istockimages.com/Sean Locke

If we are still thinking of Americans as loud, open and boastful people, perhaps it is time to reconsider our stereotypes. The census results are significant because they show major shifts in the cultural make-up of American citizens, from their age to their ethnical background. The record 14.6% of marriages between people of different ethnicities or race is just one example of how the population is changing a rapid pace.

The workplace is a mirror of such demographic change and will experience different approaches to meetings, negotiating, building trust and closing sales as a result, all of which will impact the success of doing business and selling across cultures. The ever changing lifestyle trends of an average American means that marketing and advertising initiatives also need to change. For instance, if Americans are increasingly marrying later in life, having pictures of a young couple advertising a home insurance policy might feel out of place.

International organisations are slowly beginning to recognise that a multicultural population like that of the US has a strong impact on marketing and business. A more diverse cultural background means that consumers’ preferences and habits are more varied and marketing campaigns must pay a lot of attention to the new social expectations and attitudes. However many organisations don’t realise that increasing immigration and the inevitable transformation of society means that cultural differences are present not only abroad but at home so they often fail to adapt their marketing campaigns accordingly.

Increased awareness of your potential clients’ requirements and expectations across cultures is the new way forward when doing business both abroad and at home. Adapting your sales and marketing techniques effectively to a multicultural consumer base requires a unique set of cultural skills and understanding.

Being culturally inclusive and aware is more than choosing a set of images that include a range of ethnically diverse people. Cultural awareness for marketing means being able to identify consumers’ unique cultural values, attitudes and preferences and being able to adapt the product or advert accordingly. Cross cultural awareness training courses such as Selling across Cultures will help you develop the cultural skills required for an effective marketing campaign aimed at a multicultural population.

The US is not the only country seeing such changes to the cultural composition of their population and workforce. Migration on a global scale affects most nations. Some countries such as the UK have a long history of dealing with multicultural differences with many waves of different nationalities migrating to the country over the years. Others, such as Italy, are new to the diverse and bulky flux of migrants and are facing new challenges in industries like clothing retail which is struggling against a strong Chinese competition.

These cultural differences can easily lead to miscommunication and tensions, ultimately causing loss of time, money and revenue to an organisation. An intercultural training course such as Developing Global Competencecan help you to reduce the dangers and pitfalls that a multicultural working environment presents. A global economy requires marketing initiatives to be informed by cultural awareness the world over. Ultimately, capitalism is driven by diversity so successful business will be led by the ability to effectively adapt to such changes and cultures.

© Communicaid Group Ltd. 2010

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Oct 18

Creating the Right Impression When Greeting Your Global Business Counterparts

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Whether we meet someone for three seconds or thirty minutes, studies show that our first impressions do not change very easily. In a Western context, one of the first things we do when meeting someone is shake their hand. As a result, the handshake has acquired special significance in revealing certain traits of our personality.

Creating the Right Impression when Greeting your Global Business Counterparts1 Creating the Right Impression When Greeting Your Global Business Counterparts

© istockimages.com/Neustockimages

Some people worry whether their handshake is making the right impression but now they can be comforted by the results of a research project conducted by a group of scientists working for Chevrolet. They claim to have found the formula for the perfect handshake: a firm grip and three vigorous shakes. But is this the best handshake for every context, whether formal or informal or between men or women? Does this hold true for people around the world?Knowing how to shake someone’s hand in just the right way requires the ability to observe, adapt and understand the other person. Are they in a position of authority? Do they appreciate more masculine values such as competition or individualism? Have you ever met them before? Are they a man or a woman? What culture do they come from?

These are just some of the questions you need to answer to determine what kind of handshake the other person expects. In the end, you might find they don’t expect a handshake at all! All of these factors are extremely important to consider if you want to make the right impression. If you are working globally, you could argue that the most important factor is their cultural origin.

When doing business both in your own country and abroad, being able to correctly interpret and appropriately use the right non-verbal communication is vital. Whether it’s a handshake or eye contact, using the most appropriate behaviour will make a positive first impression with your international counterparts. A simple gesture like the Ronald McDonald statue in Thailand that welcomes Thai customers with the typical local greeting the wai can make all the difference in the world.

Where the greeting gesture is apparently the same from one culture to another, it’s important you understand whether it is used in the same way. Many cultures will shake hands when greeting, but the way this is done can vary dramatically. In most Western cultures, for example, a strong handshake conveys trustworthiness and confidence but in most African countries the same message is conveyed with a weaker handshake.

Intercultural training courses such as Doing Business in the UKwill give you the knowledge and skills you need to identify when a handshake is appropriate or not, and if it is, how it should be performed. Intercultural training courses can also give you the confidence and awareness you need to make the right first impression which will lead you to a long-term profitable cross-cultural relationship.

Body language and gestures such as handshakes can tell you a lot about a person so being able to interpret them correctly and having a disciplined and yet flexible demenour can make a significant difference to your success. A greeting like a handshake is often the first bridge you create towards your future business counterparts so you must make sure you consider how it should be done in that context.

© Communicaid Group Ltd. 2010

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Sep 24

Positive and Challenging Aspects of Coming Back Home – The Double Edge of Reverse Culture Shock

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

In a recent article published in the Telegraph, Annabel Kantaria, a British expat living in Dubai, talked about the delight of coming back home from an international assignment. From the reassurance of being on streets with more disciplined drivers to the joy of seeing the milkman delivering milk bottles every day, Annabel’s joy of being back in the UK is genuine.

Coming back home will often bring with it the joys of comforting things like Annabel’s examples but there are many challenges as well that returning expatriates need to overcome. Re-adapting to their home country after being away for a year or more can be difficult and confusing for former international assignees.

Dubai shao weiwei i1 Positive and Challenging Aspects of Coming Back Home – The Double Edge of Reverse Culture Shock

© istockphoto.com/ Shao Weiwei

Catching up with friends, rediscovering familiar places and enjoying things such as food or weather can be a true joy for international assignees that have been away from home for a while. However, this feeling of joy can be dampened by challenges which often surface after this initial period of uninterrupted bliss.

Developing cultural skills and knowledge before an international assignment is increasingly recognised as a necessity in order to effectively deal with the cultural differences. After an international assignment, however, most people don’t think about the changes or cultural differences they will find on their return home and therefore they don’t do anything to prepare themselves for them.

In fact, most expatriates returning from long term assignments find that the environment they were so familiar with has changed while they’ve been away. This often results in feelings of confusion or frustration when they see that they have missed things during the years of their international assignment.

Simple things like not seeing friends who have moved away or being unable to go to a favourite pub because it no longer exists can have a major impact on returning expatriates. Re-adapting to the cultural habits, traditions and even values in the home country after experiencing a different culture on their assignment can also be challenging and make them feel like a stranger in their own country.

Many returning expatriates also face challenges getting back into their professional life. Former international assignees sometimes find it hard to get recognition for the success they have achieved abroad. Often the skills they have developed by working with other cultures are also underestimated and unappreciated by their manager. The lack of recognition and under appreciation can lead to frustration and hinder the re-adaptation process.

How can returning expatriates cope with these challenges of re-adjusting to their home country after being away for so long? Staying in touch with their friends, families and former colleagues through virtual communication can be a good start to ensure that they are not forgotten. Too often the expression ‘out of sight, out of mind’ holds true for international assignees on an expatriation. Returning home once in a while is another good way to avoid a challenging reverse culture shock.

Professionally, returning expatriates can also assess their skills and discuss the experience they have gained with their manager on a regular basis so they see how they are developing throughout the assignment and are ready to welcome them home and harness their new skills and knowledge.

Communicaid’s cross cultural repatriation training programmes can also help returning expatriates to cope with reverse culture shock and the process of readjusting to their personal and professional life in their home country. Repatriation trainingwill help former expatriates and their family members discover the hidden challenges of coming back home and any aspects of the culture which may have changed since they lived there. Cross cultural training provides excellent opportunities to discuss any specific concerns about coming home and provides a full update on any changes to the home country since leaving.

Staying in touch, returning for home visits and cross cultural repatriation training courses are just some of the key things returning expatriates can do to reduce the impact of reverse culture shock and ensure their experience of coming home is filled with more joyous things like seeing the milkman every morning.

© Communicaid Group Ltd. 2010

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