Cultural Differences
The activities of Canadian explorationists and miners carry them all over the world, working with people from other cultures. Although they are very familiar with the technical tools they need to do their jobs, few are aware of the impact cultural differences can have on their work and how to avoid cross-cultural difficulties.
How should we interpret the behaviour of our foreign counterparts? Miscommunication across cultural lines is usually the most important cause of cross-cultural problems in a multinational situation. Miscommunication can have several sources. The same body language or gesture can have different meanings in different parts of the world. Like gestures, words can take different meanings in different parts of the world. And different assumptions can be made in the same situation, depending on one’s origins.
Large and simple differences will usually be identified on the spot, but subtle or complex differences are often identified much later in the communication process, when corrective action requires considerable effort and money. In more severe cases, this realization takes place so late that there is not enough time to address it, resulting in failed deadlines, sales, or business deals.
Given the same technical problem, the approaches used by explorationists and miners of different cultural backgrounds are likely to differ widely. This is largely a reflection of the educational curricula. In many Latin American countries, the technical educational system tends to emphasize theoretical or mathematical approaches, while countries such as Canada tend to favor experimental or numerical approaches.
Issues are likely to arise when people of differing inclinations work together; they are both likely to feel that the other is wasting time by approaching the problem from the wrong angle.
Differences in approach also arise from the different resources at hand. For example, differences in labour costs and skills make the use of process automation and heavy equipment valuable in developed countries, while using large numbers of unskilled workers may be a preferred approach in developing countries.
How to Avoid Cross-cultural Pitfalls
There are some ways to avoid cross-cultural issues when working with foreign counterparts.
When in doubt, ask. If not in doubt, ask anyway. It is important to ensure that your counterpart has understood everything you meant to say and nothing else. Asking “Do you understand?” is not sufficient, since your counterpart may answer “Yes” while having understood something totally different from what you meant. In addition, “yes” does not always mean “yes”. Verifying understanding requires asking targeted questions that cannot be answered by yes or no.
This is particularly important when things seem to fit, but not quite. The item that does not fit may be an unimportant detail; it may also be the tip of the iceberg, revealing major differences in understanding when probed.
A German saying states: “The devil is in the details”, and international projects are often clear evidence of this. While it is often tempting to agree on general principles and leave details to further discussions for brevity’s sake, this can create major issues in later stages. Asking precise questions aimed at clarifying the implementation of the agreement will ensure that a genuine agreement is achieved. Indeed, an agreement on general principles may be empty.
At the end of discussions, summarizing decisions and going over action steps is critical to ensure that these decisions are not questioned at a later stage and that action steps are taken as planned. Writing meeting minutes and distributing them to all participants within a couple of days serves the same purpose. Accuracy and timeliness of these minutes matter more than format: a short e-mail note sent out the day after the meeting will do wonders.
Make communication easier by agreeing on the definitions of key technical words. In addition, simplify your vocabulary by systematically using the same word to mean the same thing. For example, always use “big”, which is widely understood, and forget its synonyms (“huge”, “large”, etc.).
Communication between geographically disperse team members should occur at least once a week. This ensures that no misunderstanding has developed, that all action items are addressed, and that all sides are working together toward the common goal rather than side-by-side.
Because the same title can encompass widely different job descriptions, identifying the roles and responsibilities of everyone involved is critical.
Understanding the principles behind cross-cultural interaction helps construct a more accurate picture of intercultural situations and avoid costly and time-consuming problem situations. Training programs are available through various academic institutions and consulting firms.
Jan Boon, Ph.D., is on secondment from the Alberta Energy and Utilities Board (Alberta Geological Survey) to the Geological Survey of Canada in Ottawa, where he is responsible for federal-provincial liaison (Tel: 613-995-4109; jboon@nrcan.gc.ca)
Lionel Laroche, Ph.D., P.Eng., is president of ITAP Canada, a cross-cultural training and consulting organization located in Thornhill, Ont. (Tel: 905-771-6656; itapcanada@home.com)
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