Feb 01

Fortune Favours the Brave, but Global Leaders Need to Prepare

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

As international companies face steadily increasing challenges from players in emerging economies, how can they ensure that they remain competitive? “Looking beyond the obvious: Globalization and new opportunities for growth”, a report from key business experts at Ernst and Young (EY), provides insights and recommendations on this topic.

In short, globalisation is changing; companies must understand the consequences and adapt to operate successfully in a world market, and global leaders who thrive at creating and leading culturally diverse teams will find greater long-term success by adapting their global mind-set accordingly.

Business People walking urbancow i Copy Copy Fortune Favours the Brave, but Global Leaders Need to Prepare

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In the wake of the economic downturn in established markets such as Europe and the US and the slowing down of growth in emerging markets such as the BRIC countries, global organisations are operating in a world of increasing complexity, interdependency and risk. This environment requires businesses to become more resilient, and experts agree that business leaders need to be brave and consider the opportunities to be found in a growing number of emerging yet unpredictable markets.

So what has changed for leading organisations tackling growth in the globalised world? The EY report highlights that a shift has occurred in the relationship between the established markets and the emerging economies. An increasing number of companies from the latter group have now grown to rival long-established organisations on the world market – and across many sectors.

Examples abound in many countries. In Chile, LAN Airlines recently acquired TAM (Brazil) creating Latin America’s largest airline Latam Airlines Group. In South Africa, MTN Group has become Africa’s largest mobile operator. It has 183 million subscribers and licenses in 21 countries across Africa and the Middle East. In 2011 alone, about 60% of its revenues originated outside South Africa.

Key trend indicators also point to technology and the flow of ideas as the biggest game changer in the globalised market. Mindray is a case in point; they are China’s largest medical-equipment manufacturer and generate more US patents per revenue dollar than many global leaders. More than half its revenues of $900 million were generated overseas.

Another key trend is the steady increase in the flow of capital and finance out of emerging economies. Companies across countries as diverse as Indonesia, Mexico and South Africa are seeking to expand into the global market, and now have the capital to acquire businesses in established markets such as the UK, France or the US.

The global market is diversifying, and in order for companies to remain competitive, the need for their leaders to adapt in a rapidly changing global environment becomes paramount. Global leaders will benefit not only from an increased awareness of culture’s key drivers and their impact on doing business in other countries, but more importantly from adopting a fresh mind-set towards developing relationships with colleagues and contacts in a changing global market.

 

© Communicaid Group Ltd. 2013

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Dec 05

Saint Nicholas – The Original Father Christmas

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

In the run up to global Christmas festivities, the feast of Saint Nicholas can sometimes get overlooked but in some countries it’s even more important than Christmas Day.  The way this holiday is celebrated differs from country to country. Working effectively across cultures during this festive season in countries where Saint Nicholas is celebrated requires knowing more about the holiday and how it impacts business.

Sinterklaas sara winter i Copy Saint Nicholas – The Original Father Christmas

© istockphoto.com/sara winter

So who is Saint Nicholas and why is this holiday more important than Christmas in some places?  A very religious man, Nicholas lived in the 4th century and dedicated his life to serving God. While he was still a young man he was made Bishop of Myra which is now part of modern day Turkey.  He became known throughout the land for his generosity to those in need, his love for children and his concern for sailors and ships.  Saint Nicholas died on 6 December 343 and so he is now celebrated on this day in different ways around the world.

Here are a few examples of how Saint Nicholas is celebrated across cultures:

Netherlands

In the Netherlands the feast of Saint Nicholas is celebrated on the evening of 5 December.  This celebration is traditionally the primary occasion for gift-giving around the holidays.  In the weeks leading up to this evening, young children put their shoes in front of the fireplace and sing Saint Nicholas (Sinterklaas) songs.  Often they put a carrot or some hay in the shoes, as a gift to Saint Nicholas’ horse.  The next morning they will find a small present in their shoes, ranging from sweets to marbles or some other small toy.  On the evening of Saint Nicholas they will find a big bag in front of their door with many presents.  At work, colleagues may exchange small gifts in the lead up to and on the day of Saint Nicholas.  Christmas Day is typically a much quieter occasion and involves a nice family meal and possibly a church service.

France

Saint Nicholas in France is celebrated on 6 December.  According to a French myth, three children got lost in a forest and were found by a wicked butcher who then took them to his shop and hid them in a barrel.  Six years later they were rescued by Saint Nicholas, so in France they now celebrate the occasion by giving gingerbread men and small gifts on 6 December.  Saint Nicholas typically comes in the regions of Alsace, Lorraine and Nord-Pas-de-Calais and may be as well-known in other parts of the country.  In Saint Nicolas de Port, a French town named for Saint Nicholas and home to a large basilica dedicated to him, thousands of faithful come on pilgrimage on 6 December to celebrate with  festive music and a parade of beautiful floats.

Italy

In Italy Saint Nicholas is the patron of the city of Bari, where some believe he is buried.  Many say that the Basilica di San Nicola holds the remains of Saint Nicholas, brought over from Myra in Turkey.  Celebrations in honour of Saint Nicholas tend to take place between 7 and 9 May rather than December and are referred to as the Festa di San Nicola.  Saint Nicholas is also celebrated by giving small gifts to children on the morning of 6 December as well as a fair called Fiera di San Nicolo during the first weeks of December.  Depending on the cultural background of some families, this celebration is more important than Christmas.

Germany

In Roman Catholic areas of the southern parts of Germany, such as Bavaria, ‘Sankt Nikolaus’ is still pictured as a bishop with a flowing white beard and a bishop’s miter and staff.  He is said to appear in the company of Knecht Ruprecht (Krampus), ‘Knecht’ meaning ‘servant’.  Historically, Ruprecht was a dark and sinister figure who wore a tattered robe and carried a big sack on his back in which, as a legend says, he would put all naughty children.  Saint Nicholas will give well-behaved children sweets or small gifts to reward them for being good.  It is also common in Germany to have plays in schools and hospitals that depict the story of Saint Nicholas.  On the evening before Saint Nicholas Day, children put letters to the good saint along with carrots or other food for his white horse or donkey on a plate or in their shoes.

Other Countries

Saint Nicholas Day is celebrated in many countries that have been influenced bv Dutch, German or Ukrainian culture over the years.  In these places there are often festivals in churches which involve Saint Nicholas appearing to greet children, give instructions or encouragement and hand out treats.

Both the North American Santa Claus and the British Father Christmas are legendary figures whose attributes derive from the myths surrounding Saint Nicholas.  The name Santa Claus evolved from Saint Nicholas’ Dutch nickname, ‘Sinterklaas’, a shortened form of Saint Nikolas.

The way the festive period is celebrated around the world can significantly influence international business.  Showing an awareness of the cultural traditions that form part of these festive celebrations around the world will help you to make a positive impression when working effectively across cultures and build better relationships with your international counterparts.

Make sure you understand and respect the festive traditions of the country you are working in as this will reduce the risk of frustration and misunderstandings with your colleagues and help you to build better relationships.

Season’s Greetings!

© Communicaid Group Ltd. 2012

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Nov 05

Forward, Believe in America – Living and Working in the US during the 2012 Elections

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With less than a day to go until the US Election Day, the race between current president Barack Obama and his opponent Mitt Romney is neck and neck.  With the three presidential debates completed, the two candidates have been spending all their time travelling across the country to visit all key states in the last few weeks.

The impact of the presidential elections and in particular the election campaign on day-to-day life in the US is immense.  No one living and working in the US can ignore or overlook the hype, press and campaigns leading up to the elections, which started over a year and a half ago.  But why does this seem to be so important in the US?  Here are a few ideas about why this might be so but there are surely unlimited cultural explanations for this approach.

Statue of Liberty 3 Nikada i Forward, Believe in America – Living and Working in the US during the 2012 Elections© istockphoto.com/Nikada

The American Dream

Today the US is a multicultural melting pot of almost 315 million people of varying race and cultural heritage.  Despite the many differences within American society, the nation is founded on the fundamental belief in egalitarianism.  An important value of American culture is the concept of equality, this collective understanding of the notion of equality that underpins many social relationships.  Americans believe in having equal rights, equal social obligations and equal opportunities based on the concept of individual merit.

This concept of egalitarianism contributes to the system frequently referred to as the ‘American Dream’, whereby hard work deserves success and financial prosperity.  A person’s position in US society is typically determined by their achievements as opposed to their status or age.  In other words, Americans believe that working hard should be praised and rewarded.  The American ‘Can Do’ mentality is famous – anyone and everyone can become the president.  Both candidates put high emphasis on being normal people and how working hard has brought them to where they are now.

It’s Up to You

Another important value in the US is the concept of individualism.  Americans tend to place a high emphasis on individual initiative and personal achievement.  Independence and self-reliance are highly valued which became very clear when president Obama introduced his health-care plans.  Many Americans objected to his ideas because they don’t want the government to interfere in their personal life and decisions.  Americans don’t want anyone else to tell them what to do.

This value extends to the workplace where business is frequently carried out autonomously.  When living and working in the US, you may come across employee league targets at work in which competitive targets are shared among all employees.  This shows how competitive the American business environment can be.  The concept of ‘being the best’ is very important.

An important saying in the US is ‘Tell it like it is’.  Within this concept of individualism, Americans like to speak up and tell you want they think.  They highly value their own opinion.  But despite their individualistic approach to life, Americans are considered rather nationalistic.  You can find the American flag everywhere and all children learn the Star-Spangled Banner (the national anthem) in school.

Election Day is a unique chance for Americans to share their opinion and choose a new leader for their own country.  This is one of the reasons there is such hype around the American elections: it is the one chance every four years when Americans can speak up and decide what they think is best for their own country.

Tomorrow we will find out who will be the new leader of the US and some say even the new leader of the world.  It is inevitable that you will notice the importance of these elections.  Anyone living and working in the US should try to understand and follow the elections to truly be part of American culture.

© Communicaid Group Ltd. 2012

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Aug 20

It’s Not Just Another Flag, it’s a Matter of Cultural Sensitivity

Cross Cultural Training, Culture, Culture training for the Public sector 1 Comment »

As the London 2012 Olympics come to a close, we are left to look back and reflect on the key moments of the games. One in particular that will stand out to many as a very unfortunate incident happened before the London 2012 Olympics even got underway.

The second match of the women’s football tournament was supposed to be held at 19.45 at Glasgow’s Hampdem Park two days before the inaugural opening ceremony of London 2012 Olympic Games. However, a genuine mistake with the North Korean flag led to an embarrasing situation and put the match at risk of not being played.

Flags 2 Daniel Cardiffi It’s Not Just Another Flag, it’s a Matter of Cultural Sensitivity

© istockphoto.com/Daniel Cardiff

As the teams prepared for kick off, their lineup was announced. Next to the list of North Korean players was the South Korean flag, an error that led the team to storm off the field back to the dressing room where they refused to participate. Eventually they were persuaded to play the game, only once the error had been corrected and the correct flag was shown.  Finally, after much discomfort and uncertainty for the players and spectators alike, the referee whistled the start of the game.

The obvious lack of cultural sensitivity was a huge embarrassment to organisers when they failed to realise that they had used the wrong flag on the board showing the names of the players on the North Korean women’s football national team.  So many things could have gone wrong, but the fact that they showed the one flag that would cause the most offense made it even more significant.

North and South Korea have had an extremely tense relationship since they separated after the Korean War in 1950, with fairly dangerous confrontations in the last few years. Since their separation, both countries have developed a completely different mentality and perception of the world.

South Korea is an established and prosperous democracy, where people enjoy a great degree of freedom and where individuality is increasingly considered and even expected. The Democratic People’s Republic of Korea, better known as North Korea, is a single-party communist country whose main value is self-reliance. People from North and South Korea may speak the same language or eat the same food, but they live differently and hold very different ideas and worldviews. Deep down, a national flag is a symbol of a country’s values and culture and North Koreans felt completely disrespected through this culturally insensitive error.

This embarrassing cultural faux-pas not only upset the Korean team, but it also upset their opposition and the spectators watching the event from the stadium and homes all across the whole world. The North Koreans felt offended and frustrated, even after their victory, which the coach said did not compensate for this cultural insensitivity. The North Koreans will struggle to ever forget this unfortunate error, despite the public apologies from the organisation.

After this event, there was even more pressure on how the London 2012 Olympic Games would run. Fortunately we can now look back on the summer games and say with pride that there were few culturally insensitive occurrences like this with such a significant impact. This reflects the required cultural sensitivity that everyone hoped the organisers could show as they staged this incredible world event.

© Communicaid Group Ltd. 2012

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Jul 16

Implementing a Global 360° Feedback Process across Cultures: Will it Really Work?

Culture, Culture training for Business & Management, Culture training for Human Resources No Comments »

360° feedback is one of the most widely used performance management strategies in global organisations today.  In fact, research shows that approximately 90% of all Fortune500 companies use some kind of 360° feedback technique.  One of the fundamental objectives of any 360° feedback is to improve the individual performance of employees in line with the organisation’s global priorities and requirements.

The principle of running an evaluation process to review and improve an employee’s performance is an important one, however the way this process is carried out may or may not be effective depending on where and how it is implemented.  Organisations looking to harness the benefits of effective global leadership and management must consider the cultural factors that can negatively influence a performance management process of this kind.

Business Writing Viorika Prikhodko i Implementing a Global 360° Feedback Process across Cultures: Will it Really Work?

© istockphoto.com/Viorika Prikhodko

So what is a 360° feedback process?

Before we explore what may or may not work across cultures, let’s first make sure we understand what a 360° feedback process is.  The process of using 360° feedback consists of providing an employee with feedback from different internal and external perspectives, in other words, it looks at feedback from a full 360° circle.  Each individual is objectively evaluated by colleagues both above and below their level as well as external counterparts to ensure a complete picture of their performance.

Once a combination of quantitative and qualitative feedback is collected, individuals will go through a series of review meetings to discuss the feedback and identify areas for improvement or reward.  During these 360° feedback review meetings the employee and their manager will share feedback, both positive and constructive, in order to highlight specific short and long-term actions to improve their performance.

What are the potential problems?

So what makes the implementation of a global 360° feedback process so difficult in a multicultural environment?

In many individual, task-oriented and egalitarian cultures like the US, UK, Finland or Germany, 360° feedback processes such as this can be very well received and effective.  In more collective, relationship-oriented and hierarchical cultures, this evaluation system is often extremely ineffective.  Although people from cultures like India, Spain and China will go through the process if required, the feedback collected and results of the meetings will not always be an accurate representation of the individual in question.

The assumption that feedback is welcomed and viewed as constructive is sometimes a one sided cultural perception.  In fact, people from collective cultures like those in Asia will often avoid criticism and refrain from negatively assessing an individual’s performances for fear of hurting the group harmony and causing loss of face.  This is particularly the case if the feedback is being requested by someone more senior than them, especially in cultures where hierarchy plays a key role in business and social interactions.

Asking for feedback from direct reports and superiors is just one cultural challenge of the 360° feedback process.  Sharing the feedback with the individual can be equally, if not more, challenging.  People from collective cultures like China may perceive the information as negative and embarrassing and may as a result feel isolated and depreciated in the workplace.  People from individually-oriented cultures like the US value honesty and since they believe that they have considerable control over their own behaviours and outcomes, they value direct feedback which will help them to improve their performance.

Cross-cultural challenges of 360° feedback

When you combine the potential cultural challenges of requesting and giving feedback with certain cultural attitudes without adapting the approach, you may waste considerable time and effort on a process that will not give you the desired results.

Here are two specific examples of how a 360° feedback process can be challenging across cultures:

  • Where the process is implemented directly from a culture like the US to a hierarchical and relationship oriented culture like India, you may have problems collecting valid feedback which is truly reflective of employee performance in that location.
  • Where the process is implemented between two people of opposing cultural approaches, such as in the case of a British manager and Thai subordinate, there is a risk of not only failing to collect legitimate feedback but also of causing offence and damaging the relationship.

How can we improve 360° feedback across cultures?

With the right cultural understanding and effective global leadership skills, there are many things that global managers can do to ensure the successful use of this evaluation system.  Here are a few simple ideas:

  • Amend the process so the upwards feedback is guaranteed to be anonymous
  • Make sure that you know what to ask for and be specific and clear in your requests
  • Clarify what kind of information you want to get and explain how you expect the feedback to be received or acted upon
  • Define the different grades on the scale to avoid initial misunderstandings and diverse interpretations
  • Ask your employees how they interpreted the feedback to check the accuracy of the assessment and whether the action plan correctly addresses the issue
  • Be a live example of how feedback should be shared and used

Despite the challenges that a 360° feedback process may present across cultures, organisations that take into consideration the cultural factors will see a significant difference.  Not only will they get the information they want but they will develop a pool of talented employees with a high level of performance and enhance positive interpersonal relationships among employees.  Considering how this process is impacted in a different cultural context will also help organisations to reduce confusion around expectations, motivate their employees’ professional and personal growth and improve everyone’s job performance.

Implementing a 360° feedback process can offer great results around the world, but only when culture is taken into account right from the outset.

© 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?

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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 05

Celebrating Easter across Cultures – Easter Traditions around the World

Cross Cultural Training, Culture No Comments »

All over the world people are looking forward to the coming Easter Sunday which marks the height of the Holy Week and the end of the 40-day-long Lent period. Easter is an annual festival observed throughout the Christian world whose date shifts every year within the Gregorian calendar.

As Easter is always celebrated on the first Sunday after the ecclestical full moon following the Vernal Equinox it can be as early as 22 March or as late as 25 April. Depending on the predominant use of either the Gregorian or the Julian calendar Easter is celebrated on different dates. Western churches using the Gregorian calendar are celebrating Easter this year on 8 April while for Eastern Orthodox churches, using the Julian calendar, will celebrate it on 15 April.

Easter traditions throughout the world differ from country to country according to their ethnic and cultural origins. Working effectively across cultures requires an awareness of these differences and the varying degrees of importance placed on this holiday. Below are some customs and festivities you might come across when doing business in Russia, Australia, Norway or Mexico.

Easter Eggs gilaxia i Celebrating Easter across Cultures – Easter Traditions around the World

Celebrating Easter across cultures

Easter in Russia

Due to the coexistence of Western Christians and Eastern Orthodox Christians in Russia Easter is celebrated according to both traditions, this year either on 8 April or on 15 April. When doing business in Russia you should bear this in mind, as working hours can be disrupted differently.

One unique ritual that both denominations in Russia share is the picking of pussy willows. In this custom your neighbour or loved one pierces the branch of the soft blooms kept on their shoulder. Other traditions you may find when doing business in Russia at Easter include the colouring of eggs in bright and vibrant colours and Easter egg rolling contests.

After strict fasting and busy preparations for the Easter lunch on Holy Saturday, Easter Sunday is typically celebrated with an Easter breakfast or lunch. The typical food including Kulich (Easter bread), Paskha (a dish made from cheese and other ingredients) and eggs is sometimes blessed by the church before being eaten together in family circle.

Easter in Australia

Australia is a land of people belonging to different cultures which is why Easter celebrations take place in a variety of ways. Varied Easter festivals in Australia like ‘Perth International Arts Festival’, film festivals and the ‘Sydney Royal Easter Show’, an annual show featuring the varied multicultural heritage of the nation to the vitality of the city life are also showcased during this season.

Unlike most other countries the main Easter symbol in Australia is not the traditional bunny but the bilby – a small rodent with a long nose and ears just like a rabbit.  To show their concern for this endangered animal Australian chocolate manufacturers make Easter bilbies and share some of their profits to help to protect these animals from extinction.  Easter bilbies, eggs and chocolates form part of the custom of the Easter Hunt, where children hunt around their homes and gardens on Easter Sunday for hidden chocolates and eggs.

Easter in Norway

In Norway, the Easter holiday is longer than in many other European countries and therefore one of the most anticipated holidays as well. Beginning on Wednesday afternoon before Maundy Thursday, Easter in Norway lasts until Tuesday morning.

When living and working in Norway you will find that although Easter is a religious holiday, many do not celebrate is as such. Lots of people retreat to their cabins or go skiing instead. Nevertheless, Easter symbols like chickens, Easter eggs and Easter bunnies – all predominantly in yellow colour – as well as the custom of the Easter Hunt are typical in Norwegian culture.

One unique Easter tradition in Norway is reading Påskekrimmen (crime novels) or watching detective stories. Each year, nearly every TV channel produces a crime mystery for Easter and even the milk company prints family-friendly crime stories on their cartons.

Easter in Mexico

In contrast to some European countries Easter in Mexico still is of great religious importance and is therefore one of the most widely celebrated holidays of the year. Easter holidays are a combination of Semana Santa (Holy week), from Domingo de Ramos (Palm Sunday) until Domingo de Pascua (Easter Sunday) and Pascua, celebrated from Resurrection Sunday until the following one. Only Maundy Thursday and Good Friday are public holidays, but students and many workers enjoy a two week break during this time.

The Easter week in Mexico, as well as in many other Latin American countries is filled with religious processions and passion plays of which the most important one is the presentation of the Vía Crucis which shows Jesus being sent to be crucified. When living and working in Mexico you won’t come across any mention of the Easter Bunny or chocolate eggs on Easter Sunday. Easter Sunday is generally a day when people go to Mass and celebrate quietly with their families, though in some places there are festivities with fireworks.

Easter traditions around the world can vary dramatically and be celebrated either with a deep religious meaning or just a family feast, providing time to relax. Working effectively across cultures requires an awareness of how this holiday is celebrated differently across cultures.  Respecting these differences and showing understanding will help you to avoid misunderstandings and frustrations with your international counterparts and build more effective long-term relationships.

© Communicaid Group Ltd. 2012

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Jan 03

Working Effectively across Cultures: Perceptions of Time

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 2 Comments »

Time is one of the most precious commodities in today’s modern world, however the value we give to time and how we manage our day by it is not universal. Many professionals working across cultures are surprised by how their international counterparts manage meetings, projects or other business activities. Different interpretations of being ‘on time’, the importance placed on deadlines and how people refer to the past, present or future are just some aspects of how time can be perceived differently across cultures.

Working effectively across cultures requires an awareness of different perceptions of time which will help to reduce the complexity of international business and put you in a better position to manage and harness cultural differences.

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There are so many components of time that need to be understood when working across cultures that it can become quite confusing. Dutch interculturalist Fons Trompenaars suggests a simple model which puts attitudes to time into two general categories: sequential and synchronic. With these terms Trompenaars attempts to describe how people around the world generally manage their time and how time impacts on their behaviour and mindset.

In sequential cultures Trompenaars argues that time is dealt with in a specific logical order. For example people from a sequential culture may prefer to have a detailed agenda for meetings and regular milestones throughout the life cycle of a project. They rely on this structure and can find a more flexible approach to time frustrating. Time tends to control and influence what people do in sequential cultures, and many will find value in the expression ‘time is money’.

People in synchronic cultures tend to manage their time quite differently than those from sequential cultures. In synchronic cultures people will have a much broader and more flexible perception of time. As such time is adaptable and allows much more freedom for tasks to be achieved. People from synchronic cultures don’t tend to be slaves to time but rather they use time as a guidance for how they structure their day and life. In synchronic cultures people will approach tasks in a much more open way and not be as beholden to deadlines and timeframes. Rescheduling a meeting at the last minute, showing up a few minutes after the meeting start time or missing an agreed deadline are all things they accept readily.

While this approach may frustrate those from a sequential culture, their more rigid and structured approach to time can seem inflexible and too strict to those from synchronic cultures. Here are a few additional different attitudes you may find in sequential and synchronic cultures.

As you read through the list ask yourself what you agree with the most. Then think about how someone with the opposite approach may perceive you.

 

Sequential cultures Synchronic cultures
People tend to do one thing at a time People tend to do multiple things at a time
Times are precise and punctuality is valued Times and deadlines are guidelines that people may intend to meet but won’t always
Time is limited – time is a resource that needs to be efficiently used Time is a tool, a subjective, mouldable concept
Logic, efficiency and speed are the focus of business Relationships are the focus of business and will improve efficiency
Tasks are sometimes secondary to time Sticking to time is secondary to building relationships
Meeting deadlines is commended Completing the task well is more important than meeting deadlines
The future is a continuation of the present The future is interconnected with the past and present

 
The importance that people give to time can vary dramatically. Working effectively across cultures requires the ability to not only identify different perceptions of time, but it also requires the skills to be able to manage business and relationships when attitudes to time are so drastically different. Attending a cross-cultural awareness course like Working Effectively across Cultures can give you an understanding of how cultures control time or let it control them, and how behaviours are therefore impacted.

Whether you see time as money, something to be controlled or something that will guide you from one point to another, think about the above attitudes to time you may find and be aware of how you may be perceived by your international counterparts when working across cultures.

© Communicaid Group Ltd. 2011

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Sep 15

Working Effectively across Cultures: Understanding the Rules behind Intercultural Greetings

Cross Cultural Training, Culture 2 Comments »

Touching is arguably one of the most sensitive aspects of interacting, whether in a business or social context. When interactions take place with people from different cultural backgrounds, touching becomes even more difficult to grasp as the very perception of touching and the meaning behind physical contact can differ widely across cultures. Working effectively across cultures requires the ability to understand what kind of physical contact is appropriate and when in different contexts.

Business Woman shaking hands i Working Effectively across Cultures: Understanding the Rules behind Intercultural Greetings

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Simon Kuper, a British expatriate living in Paris recently shared several anecdotes of experiences he had visiting friends in the UK in an article published in the Financial Times. After living in Paris for some time, he and his wife grew accustomed to many French habits. When he returned to the UK he found that his British family and friends were surprised when he greeted them in the typical French way with a kiss on each cheek. Interested in this concept, Kuper also looked at how people greet each other in the US and discovered many differences when compared to French customs and behaviours around physical contact.

Based on his experience, Kuper suggests that the French tend to “sexualise” initial meetings between people even if no romance is involved between the participants. There is no such feeling when Brits or Americans greet each other. In fact, Brits and Americans appreciate having personal space and will tend to avoid touch as much as possible, except with close family or friends who they may greet with a small hug or kiss on the cheek. Anything beyond this may be perceived as an invasion of personal space and could cause offense or an unintended reaction.

This concept of personal space might be difficult to understand when working across cultures. A physical gesture which is considered appropriate in one culture might be frowned upon in another and vice-versa. Breaching someone’s personal space might cause uneasiness or misunderstanding that could lead to cross-cultural clashes or incidents.

From how you greet someone or console a team member to how you congratulate an acquaintance, it’s important to develop your understanding of how to communicate physically to avoid any cultural faux-pas or cultural misinterpretation when working across cultures. A Working Effectively across Cultures programme is a great first step towards understanding how you are perceived and how you need to adapt your behaviours in a global context so that you have the right impact.

© Communicaid Group Ltd. 2011

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