|
Of the many areas in
international business where cultural differences manifest
is in the corporate meeting room. International meetings
are an area where differences in cultural values,
etiquette, interpretations of professional conduct and
corporate rules are at their most visible and challenging
to control.
In international business
meetings, cultural differences between professionals can
and do clash. Although it can not always be avoided, the
negative effects of cultural differences can be minimised
with careful and effective planning, organisation and
consideration prior to meetings.
Culture influences what we
do, say, think and believe. Culture is different in
different countries and contexts. In the context of
international business it affects how people approach,
perceive and contribute towards meetings. A few examples
include:
Time
Not all cultures live by
the clock. Time orientated cultures such as the British or
Germans will have strict approaches to how meetings run.
The start time, finishing time and all the different
stages in between will be planned carefully. Other
cultures will see the start time as an approximation, the
finish time as non-fixed and all the different stages in
between as flexible.
Hierarchy
The hierarchical nature of
a culture can have a massive impact on the input given by
participants in an international meeting. For those from
hierarchical cultures speaking one’s mind, criticising
ideas, disagreeing openly, giving feedback and reporting
problems in front of the boss or manager are all areas
they would feel uncomfortable with. To offer a criticism
of the manager’s idea would be seen as a loss of face
for both the manager and the criticiser.
The Purpose of Meetings
After a few pleasantries in
the meeting room, the common term in the West is,
‘let’s get down to business’. Western meetings
generally run to a tight schedule with an organised,
pre-planned agenda. Meetings are for business. On the
other hand, different cultures see the meeting as the
arena for building personal relationships and
strengthening bonds. Getting down to business comes
further down the priority list.
When chairing an
international business meeting it is always advisable to
bear in mind the attendees’ cultures and backgrounds. Is
it a very varied group or do the majority of participants
have cultural similarities? Think about their approaches
to meetings. How have they acted in meetings before? Can
you identify the cultural reason why?
Following are some
guidelines that may assist you when approaching cultural
diversity in your next international business meeting.
Meeting Etiquette and
Mannerisms
In highly diverse
international companies, one can find participants in a
meeting from the four corners of the globe. Each will have
their own cultural etiquettes, gestures, mannerisms and
ways of expression. Shouting, throwing hands around and
even storming out of meetings are all possibilities. In
such a company it may be advisable to provide
inter-cultural awareness training to staff to minimise
misunderstandings. Where differences are not as acute it
may be up to you as the chair to understand how certain
etiquettes, gestures and general meeting room tactics may
be perceived and how you can minimise any adverse impact.
Expectations of Meetings
Prior to the meeting make
it clear what the purpose of the meeting will be. What is
the goal of the meeting? Why are you asking each
attendant? What do expect from them? Contact the
participants and discuss the meeting and what you require
of each person. If ready, send them the agenda. If it is a
brainstorming meeting then maybe ask each participant to
bring at least three suggestions with them. If it is a
meeting bringing together different areas within a
company, let each attendant know what people would like to
hear about from them. Once a framework is in place people
will know where they fit into the picture.
Take a Relaxed Approach to
Meetings
Many people find business
meetings daunting. This may be a combination of stage
fright, sitting in front of the boss and feeling inferior
to colleagues. This will lead to anxiety, tension,
nervousness and general discomfort. Try introducing subtle
differences to a meeting to put people at ease. Ice
breakers offer a good tension release at the beginning of
a meeting. Warm ups offer a similar benefit. Try using an
alternative setting instead of the meeting room. Consider
changes in the lighting or ambience.
Group Sizes in Meetings
In short, small groups will
work more effectively in meetings. Smaller groups offer
increased security and allow for greater participation. In
international business meetings, using smaller groups can
be used in two ways.
First, prior to a large
international business meeting identify who will be coming
and what they can contribute. Will the meeting cover
different topics? Will it require input from different
business areas? If you are organised enough you can
initiate some smaller meetings where you group
participants who are comfortable with one another or who
share expertise in the same area. Ask the groups to take
their conclusions to the next, larger, meeting.
Participants there will now feel comfortable with their
contributions and ideas.
Second, if the company
culture allows, break your meeting up into smaller groups
where feedback and open discussion may flow more easily.
Then ask a delegated head of each group to summarise their
findings. This may allow those who would not normally
speak out in front of larger groups to get their views
across.
Multi-Cultural Meetings
A major mistake made when
dealing with diverse cultures in one meeting room is to
suggest that those of similar backgrounds work, group or
be seated together. Rather than allow for greater fluency
in the meeting this will have the opposite affect. Once
cosy in their cultural groups, participants will slip into
their cultural patterns. It is vital you mix up your
meeting. The additional benefit to this approach is that
it allows for cross cultural interpersonal relationships
to develop, strengthening staff bonds.
Alternative Communication
Methods in Meetings
Most international meetings
take on a basic format and structure whereby an agenda is
set and attendants contribute to the topic of discussion
orally. If you have participants who potentially will be
very quiet and non-participatory then consider some
alternative methods of communication.
For example, prior to the
meeting, e-mail members of staff some questions regarding
the forthcoming topics. Give them open-ended questions as
to their opinions. Ask them to e-mail back their replies
which can then be used to instigate their contribution in
the meeting.
If you know some
participants are uncomfortable speaking, then why not let
them write? Either use a white board or offer to take
suggestions and opinions on paper?
Always Confirm Meanings in
Meetings
Different cultural
assumptions as to the meaning of a word, phrase, symbol,
picture or agreement can cause confusion before and after
a meeting. When approaching a topic or after consensus has
been agreed upon a subject always confirm that the general
meaning has been agreed upon and understood. Where
potential problems may exist as to interpretation always
simplify meanings. If the meeting will deal with complex
language or concepts consider forming a consensus on the
meaning all participants will be comfortable with, then
circulating them in advance of the meeting for review.
At the end of a meeting,
summarise and capture the main agreements and
disagreements. Ensure everyone is happy with them.
International business
meetings require great planning, organisation and
consideration if they are to succeed in offering effective
outcomes. Always consider the cultural variants you will
be dealing with and think of ways to overcome potential
problems. The above mentioned tips are merely basic
pointers that will hopefully help you start to think about
how culture impacts international meetings.
For more information on the
role culture plays in business please visit http://www.kwintessential.co.uk
|
