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The Team Itself: Management Challenges Faced By Global Virtual Team Leads

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Have you ever dealt with a colleague who has a very different work style than you?

Or one who is driven by different motivations?

How did you resolve these conflicts in approach and perspective?

Whatever skills you’ve used to confront any collaborative issues you’ve had with your colleagues are likely to pay off in a global virtual team environment.

As we’ve discussed over the past two weeks, cross-cultural remote teams come with their own unique challenges.

Some of them are familiar; some are completely foreign.

I’ve outlined a few below.

Motivating Factors

While we are all motivated by different things – be it money, accolades, achievement, etc. – culture often factors into our motivations.

That’s because different cultures have different values. 

And values are what often drive motivation.

Some cultures emphasize tangible things; thus, bonuses or other such benefits would be motivators for these team members.

Other cultures value work/life balance, so job satisfaction and time off might be a motivating factor in this case.

Knowing where your team members come from and what they value will help you motivate each member in an individualized way.

Work Style

Often, different work styles are common amongst different cultures.

This often has to do with how the culture views workplace hierarchies.

Are your team members from a culture that demands a strict hierarchy and a top-down approach to management?

Or are they from a culture with a flatter more egalitarian team approach?

On a cross-cultural team, members will have different managerial needs due to their backgrounds, so understanding their work style – whether they need more hands-on or hands-off guidance – will help you better lead them.

Information Gaps

Information gaps on a global virtual team can impact everything from data flows to communication to processing.

Giving all team members access to the right resources for your project goals will ensure that no one falls through the gap.

Doing so will also improve collaboration, as everyone will be working with the same information.

These are just a few challenges that managers face while working with global virtual teams, specifically in a cross-cultural context.

Next week, we’ll talk about challenges that have to do with the virtual environment itself.

Cross-Cultural Training for Global Virtual Teams

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As the working world goes remote, our work dynamics – and those with whom we work – have changed.

One of these changes is that our teams have become more international.

Last week, we talked about what makes for a successful global virtual team.

While you can build a contextually diverse team to maximize creativity or a team that is low in personal diversity for projects that need a quick turnaround, any team you build will need cross-cultural training.

Why?

Because training = competency.

Cross-cultural teams need intercultural skills to thrive.

Such teams face unique obstacles – like differences in work styles and time management.

There are also varied collaboration styles across cultures.

Some team members may not know how to join in and participate, as their own culture may have different hierarchical workplace structures (matrix vs. flat, for instance) or different communication styles (passive vs. dominant, etc.).

This is why cross-cultural training for global virtual teams is paramount to their success.

The Stats

According to culturewizard, formal cross-cultural training was delivered to less than a quarter of working professionals on virtual teams in 2020.

This may be why other stats show that:

“only 15 percent of corporate leaders reported having been successful in leading teams across cultures and countries.” (Culture Wizard, 2018)

How do you run a successful global virtual team if none of them have the tools to work across cultures?

As my book, I am the Monkey!, explores, the deeply ingrained biases we have toward our culture’s own values and norms are something that must be overcome when living and working in other cultures.

It is natural to assume that your methods are “right” while others’ are “wrong.”

Cross-cultural training is essential to acknowledging and overcoming these biases and differences in order to work together more cohesively. 

The Training

While cross-cultural training may be broad or more specific to the project goals at hand, either should cover the following:

  • The development of deeper intercultural insights
  • The ability to channel teammates’ differing cultural perspectives
  • The ability to adapt one’s work style to gel better with the group dynamic
  • The development of constructive intercultural communication skills

Cross-cultural training may delve into other project-specific intercultural dynamics, but generally, any training on the subject should cover these bases.

They are pivotal to a working team.

How to Design the Most Effective Global Virtual Team

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In our increasingly international and virtual environment, working and collaborating with global teams has become commonplace.

Harvard Business Review quotes a 2018 survey of white-collar employees from 90 countries in which 89 percent said that they complete projects via a global virtual team (GVT) “at least occasionally.”

And that was pre-pandemic; I can only imagine the frequency and prevalence of working on GVTs have only increased in the last four years.

There are obvious benefits to working globally and virtually.

For instance, you have a broader scope of creative insight and perspective on a global team, and you can maximize productivity and have a flexible support structure due to teammates working in multiple time zones.

But there are also many challenges.

A study by Harvard Business Review identified some of the ways cultural differences can shape how GVTs function.

Personal Diversity & Contextual Diversity

The study evaluated the interactions and behaviors of 804 remote international 6- to 8-member teams over multiple months of business consulting projects. 

The teams relied completely on digital communication and featured members from different countries.

Two categories were tracked: personal diversity and contextual diversity.

  • Think of personal diversity as involving such characteristics as gender, age, skills, values, and language.
  • Think of contextual diversity as the environments of team members, including the countries’ political systems, their institutions, and their levels of economic development.

Task Performance & Team Climate

Task performance and team climate were also monitored and evaluated.

  • Think of task performance as the quality and timeliness of the team’s efforts, as judged by industry experts.
  • Think of team climate as team member satisfaction, team cohesion, their enjoyment of the process together, as indicated in weekly surveys.

The Results

The study found that a deep contrast in contextual diversity can be incredibly advantageous to task performance, particularly when it comes to tasks requiring creativity and problem-solving.

The varying points of view due to different backgrounds and experiences can lead to unconventional approaches and innovative solutions.

On the other hand, personal diversity was found to be disadvantageous to team climate.

Different ages, values, language levels, etc., leads to less trust, less understanding of others’ motivations, less enjoyment in working together, and less general communication.

Conflicts arise, while cohesion sinks.

How Managers Can Benefit

These takeaways can help managers design an effective global team.

Creative projects benefit from teams that are contextually diverse, so seeking out team members from diverse backgrounds and cultures can produce the unconventional approaches desired for such projects.

Projects that are routine but that need a quick turnaround would do well with a team that is low on personal diversity, but other cultural differences don’t impact the results of these types of projects as much.

In the end, building a GVT is not a science but using this data can only improve your odds of designing an effective global virtual team.

Tranquilo, Maktoob, and Hakuna Matata: Words to Live by in Different Cultures

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Each culture perceives the meaning of life differently.

This can come across in its turns of phrase.

Last week, we discussed a cross-cultural study about well-being and how the term isn’t universal.

Like many complex terms, well-being means different things to different cultures, based on each culture’s values.

Today, I’d like to take a look at how our language – or our turns of phrase – often exemplify our cultural values.

Tranquilo in Colombia

“Tranquilo” – or “relax” – is a bit of a mantra in Colombia.

In a Washington Post article, James Bargent describes it as:

“a refrain which can drive you into an impotent rage, or it can remind you that life’s troubles are rarely terminal.”

Often ranking as one of the happiest nations in the world, Colombians generally live by this maxim, which may partially be based upon the uncertainty of life in the country.

If you don’t build up great expectations, you don’t become upset when your plans are upset.

Instead, the culture wraps itself up in family and friends and appreciates life slowly at its own pace.

Maktoob in Arabic Cultures

Meaning “that which is written,” maktoob translates to destiny or fate.

In Arabic culture, when something goes right or wrong, you might be told with a shrug that it is “maktoob.”

With our destiny already pre-determined by God, things happen to us and are out of our hands.

This external locus of control allows Arabic cultures to attribute both their successes and struggles in life to God’s will.

Such a perspective can give one comfort that everything that happens was meant to happen.

Hakuna Matata

What a wonderful phrase.

You may know it from Disney’s The Lion King, but the phrase, “hakuna matata,” was taken from Swahili culture.

It roughly translates to “there are no troubles.”

The phrase is often used as a response to a greeting or as a condolence.

“Hakuna matata” highlights the laidback attitude of Swahili culture but also its emphasis on personal and societal well-being.

These three turns of phrase show us a deeper aspect of each culture and where their values lie.

Can you think of a phrase in your own language that exemplifies your culture?

The Meaning of Well-Being: A Qualitative Cross-Cultural Study

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What does “well-being” mean to you?

Back in 1984, the World Health Organization defined health and well-being as follows:

“Health is a state of complete physical, mental, and social well-being.”

This universal definition of well-being differs from subjective well-being, which is how one evaluates one’s own quality of life, how one feels in it, and how one feels they function in it.

Research and literature surrounding subjective well-being focus on happiness, positive affect, and life satisfaction.

Social well-being is more in tune with social behaviors: how one interacts with social institutions and mores, how he/she interacts with others, and how others react to him/her.

Considering these differences, this study comparing well-being constructs between German and Chinese students looked at social support as an indicator of social well-being, and happiness and satisfaction with life as indicators of subjective well-being.

Well-Being Study

It can be assumed that the definitions of the above terms might differ between these two groups, based on their differing cultures, as might the objectives to accomplish each.

Via focus groups and questionnaires, the study assessed perceived social support through rated statements like:

  • “I experience a lot of understanding and security from others.”
  • “If necessary, I can easily borrow something I might need from neighbors or friends.”
  • “I have friends and family who will simply just hug me.”

Similarly, satisfaction was measured through statements like:

  • “The conditions of my life are excellent.”
  • “In most ways, my life is close to my ideal.” 
  • “I am satisfied with my life.”

And, lastly, happiness was measured via statements like:

  • “Some people are generally happy. They enjoy life regardless of what is going on, getting the most out of everything.”
  • “Some people are generally not very happy. Although they are not depressed, they never seem as happy as they might be.”

The Results

Happiness

Both groups defined happiness criteria as including social contacts, positive emotions, and quality of life. Where the two countries differed was in social contact.

Social contact was the most frequently mentioned aspect in China and the least in Germany.

Another interesting aspect of the way each group viewed happiness was in the angle they took. 

The Chinese groups saw happiness as pursuing a dream/goal and/or seeing it fulfilled, while the German groups saw two types of happiness: uncontrollable (which is designed by luck or fate, for instance) and controllable (as in achieving something). They also specified that happiness is subjective and brief.

Life Satisfaction

Both groups noted different kinds of satisfaction.

First, an individual realistic standard; second, an ideal standard that’s changeable. 

Lastly, they mentioned one’s perception of current satisfaction.

Quality of life was seen by both groups as a significant factor of life satisfaction, but the Chinese students focused on good living conditions (like high salary and economic conditions), while the German students focused on basic needs fulfillment (a home and food, etc.).

The researchers concluded that these differences may be based on the economic focuses of the two countries.

The Chinese groups saw contentment with one’s situation and a positive attitude about life as major contributing factors to life satisfaction, while the German students noted that satisfaction can come with comparing one’s current situation with the social norm or an individual standard.

Perceived Social Support

Chinese students focused on societal support, like charities, companies, and government policies, when discussing sources of perceived social support, while German students focused more on direct social networks.

German students mentioned financial and material support more frequently than their Chinese counterparts.

Both groups mentioned emotional support, while only the Chinese groups talked about “asking for help” indirectly, such as by posting on social media to gain empathy.

This study shows that though the themes of well-being may be universal, the contributing factors to well-being differ across cultures, often depending on cultural values, perspectives, and expectations.

Diary-Keeping & Language Learning: How Adults Learn Language

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Did you know that analyzing your own language learning can significantly boost your results?

I’ve talked about how to learn a language with an old brain.

Recently, I’ve come across new research into tactics that can help adults learn language.

And it all has to do with how adults learn, which is explicitly, rather than implicitly.

Explain, Please…

Adults require a certain clarity when they’re learning, especially when it comes to the elements of a new language.

They tend to lean heavily on their native language to help them understand the mechanics of a foreign one.

Therefore, one useful technique to learning language is to keep a diary that enables the adult student to write down the connections they’ve made during their language lessons. 

Remembering and replaying these connections is what locks vocabulary, sentence structure, and one’s overall understanding of the language in the memory’s vault.

The Research

A study into this technique looked at a group of language students at a Scottish university studying Spanish as a foreign language.

Using their native language (English), they were asked to explain the new language they were learning, including its characteristics, their focus, and what links the language had to English.

Diaries were introduced to three classrooms of 38 students, and after each lesson, they were asked to write out what they’d learned in the lesson and what similarities and differences they’d noticed compared to English.

According to a focus group interview after a period of time, it was found that the analysis and reflection of each lesson’s substance boosted student performance and gave them confidence.

They were able to better recognize language errors, articulate how each language worked, and identify and understand the different grammatical rules and other distinctions between the languages.

Not only this, but the written accounts of each lesson helped students memorize what they’d learned.

Personalized Language Learning

Another interesting takeaway from the study was that the answer to the question, “What did you learn in today’s lesson?” differed widely amongst students.

Each lesson had specific learning objectives, so it was expected that there would be similar answers, but that wasn’t the case.

This goes to show that each student progresses at his or her own pace, and language learning is particularly personalized, with each student learning something different from any one lesson.

Holistic vs. Analytic Thinking in Culture

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How would you describe your living room?

Would you say it’s a space to commune with your family and entertain your friends? Would you describe it as a welcoming area to offer your guests food and drink?

Or would you list its working parts? Would you explain that it has two sofas, a coffee table, an entertainment center, and a 65″ flat-screen TV?

If you’d describe your living room the former way, you’re thinking holistically; if you’d describe it the latter way, you’re thinking analytically. 

Last week, we discussed how cross-cultural research might take a more positive approach to cultural differences.

In seeking out the positive, researchers took a look at Hyun-Jung Lee’s interview with renowned cognitive social psychologist, Richard Nisbett, who authored The Geography of Thought.

In the paper, Nisbett analyzes these two dominant cultural thinking styles – holistic and analytic thinking – and outlines some pros and cons of each.

Before we get to his analysis, let’s take a closer look at these two thinking styles.

Holistic Thinking

The holistic thinking style is characteristic of East Asian cultures.

This thinking style perceives everything as interconnected.

It sees the whole, and specifically the relationships between objects.

The style of thinking relates to the broader philosophy of East Asian cultures with their focus on balance, harmony, and cyclical change.

Holistic thinking also blends with the values of these cultures, which are collectivist in nature.

The understanding of the world as an interconnected whole has its benefits, as we will discuss shortly.

Analytic Thinking

As you may have guessed, the analytic thinking style is characteristic of Western cultures.

Analytic thinking identifies separate objects and categorizes them according to their attributes.

This style of thinking relates to the broader philosophy of Western cultures with their focus on individualism and personal motivations. 

Analytic thinking corresponds to the values of Western cultures, which are individualist in nature.

The understanding of the world’s moving pieces in isolation is valuable as well, as Nisbett will explain.

Nisbett’s Analysis

In Hyun-Jung Lee’s interview, Nisbett examines each thinking style.

He notes that holistic thinking allows one to notice a great depth of the physical world and context, enabling one to accept contradictions.

Whereas analytic thinking is more black-and-white, holistic thinking allows shades of grey.

Due to the lack of universalistic rules in this style of thinking, however, Nisbett concludes that one is more vulnerable to potential abuse.

As for analytic thinking, it is scientific.

This logical type of thinking has given the world all of the advantages of modern science and technology, taking us leaps and bounds.

However, its “hyper”-logicizing can give way to disconnecting from the phenomenon itself. 

Rather than suggesting that one thinking style is better than the other, Nisbett concludes that the best thinking lies in between these two ways of thought.

It’s the attempt to understand the different cognitive and intellectual styles that can help us improve our own method of reasoning.

Cross-Cultural Research: How to Leverage the Benefits and Positive Dynamics of Cultural Differences

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Are we Debbie Downers when analyzing cultural differences in cross-cultural management research?

That is, do we look at the negative side of these differences over the positive to our own detriment?

That’s what researchers for this paper determined.

Authoring, “The upside of cultural differences: Towards a more balanced treatment of culture in cross-cultural management research,” the team of researchers encouraged scholars to “explore how cultural diversity, distance, and foreignness create value for global organizations.”

And this is what they discovered.

The State of Cross-Cultural Management Literature Today

More often than not, CCM literature looks at the negative when discussing differences in culture and management.

The paper highlights regularly used terms in such research, like “foreignness,” “cultural distance,” and “cultural misfit,” saying they reflect this emphasis on the negative.

These terms suggest incompatibility, conflict, and friction.

To counter this, the authors suggest an emphasis on the upside of cultural differences, instead seeking the “positive role of distance and diversity across national, cultural, institutional, and organizational dimensions.”

Endeavoring to seek out the positive, they argue, will balance the treatment of culture in CCM research, the goal being to leverage the benefits and positive dynamics of cultural differences in various contexts.

So, how does one do this exactly?

International and global businesses reap the benefits of cross-cultural labor and management, so the authors suggest the focus in CCM research and literature can be placed on those benefits.

A Double-Edged Sword

One example outlined in the paper is the following research submission:

Pesch and Bouncken’s paper, “The double-edged sword of cultural distance in international alliances,” shows how examining positive outcomes of cross-border interactions can benefit international businesses. 

Their findings suggest that the positive effects of cultural differences involving knowledge combination and task discourse outweigh any issues with trust-building that can occur by perceived distance. 

Moreover, cross-border alliances lead to improved innovation and joint product development. 

The research submission clarifies that these positive effects occur mainly in non-equity alliances, whereas M&As or joint ventures might run into more cross-cultural conflict, due to communication issues and social categorization processes.

Still, the above benefits are often overlooked in CCM research.

The authors conclude:

“Explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels.”

The paper also took a look at Hyun-Jung Lee’s interview with renowned cognitive social psychologist, Richard Nisbett, who authored The Geography of Thought.

We’ll dive into that next week.

World Central Kitchen: How Chef José Andrés Uses Culture to Address Rapid Food Response

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During the devastation of Hurricane Maria on Puerto Rico, the blast that destroyed Beirut, the bushfires that tore through Australia, all the way on through the Covid-19 pandemic, World Central Kitchen has made efforts to address food crises all over the world.

Last week, we talked about Hurricane Katrina and how different communities responded to the trigger crisis.

We also discussed how a community or country’s culture can predict its response and how this can be used by organizations to address such crises.

This is what Chef José Andrés has done with his organization, World Central Kitchen.

To Andrés, Hurricane Katrina was a tipping point.

The disastrous response regarding food relief during the natural disaster – especially what went on in the super dome – is one of the reasons he and his wife, Patricia, sought a way to address rapid food response in the wake of a disaster.

Andres told Anderson Cooper on CNN that when it comes to leadership, the most important thing in a crisis is the ability to adapt. 

This is because not all crises are the same and not all cultures are the same. 

Being prepared, with a plan in place, is essential. But even more essential is the ability to be flexible.

The Cons of Airdropping

Many organizations and governments supply humanitarian aid in the form of airdropping food packages, but this tactic has long been criticized by aid workers.

Some see it as a public-relations stunt that serves only as a temporary bandaid to a food crisis.

Moreover, this response can put lives at risk.

When the US government air-dropped emergency rations into Afghanistan in 2001, aid workers called the stunt dangerous.

An article in The Guardian reports,

First, because the food will never get to those who really need it. More dangerously, those who run out to retrieve the packets risk being blown up by landmines.”

Additionally, although the food packets served vegetarian meals in line with Muslim dietary law, according to some, the contents showed a level of “cultural ineptitude.” 

The first humanitarian airdrop into Syria by the UN’s World Food Program in 2016 reiterated the limitations of this type of aid.

According to an article by Vice, there was no accountability for the airdrop.

It was uncertain as to where the 21-ton package landed, into whose hands it arrived, or how it would be distributed.

Food is Comfort

World Central Kitchen addresses these issues and more, not only in the face of natural disasters but in the face of war.

Andrés and his team of local and international volunteers are currently on the ground in the war in Ukraine.

One of the most effective aspects of the organization is its focus on the micro – on “locally-led solutions” to crises.

In World Central Kitchen’s story, Andrés writes,

We don’t just dump free food into a disaster zone: we source and hire locally wherever we can, to jump-start economic recovery through food.”

Andrés’ understanding of the importance of food in culture is what has made his organization such a success.

He explains that after the devastating earthquake in Haiti in 2010, he joined local cooks to help feed displaced Haitians at a camp.

He recalls:

I found myself getting schooled in how to cook black beans the way they wanted: mashed and sieved into a creamy sauce.”

Andrés sees that food culture is comfort. 

He knows that comfort in a crisis is paramount to a community’s morale. 

Food can feed that sense of hopelessness and instability that results from displacement and disaster.

He writes:

Food relief is not just a meal that keeps hunger away. It’s a plate of hope. It tells you in your darkest hour that someone, somewhere, cares about you.

This is the real meaning of comfort food. It’s why we make the effort to cook in a crisis.”

Following Andrés lead, other nonprofit organizations should consider losing the umbrella approach and taking up his template.

Adopt an adaptive outlook and address crises on a local level with consideration of culture.

Culture in Crisis, Part II: How Cultural Values Impact Communal Response to Trigger Events

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We’ve discussed how cultural values can predict how a community will respond to crisis.

In a continuation of last week’s post, we’ll look at the conclusion of the 2007 study by Melinda Rene Miller, titled “The Human Element: A Study of the Effects of Culture on Crisis Reactions.”

Hurricane Katrina

With the crisis of Hurricane Katrina as the backdrop, the study looked at two communities within the disaster area and their responses to it.

The values of the New Orleans Ninth Ward and the Mississippi Gulf Coast communities differ, and the study sought to draw strong correlations between these preexisting cultural values and corresponding reactions to determine if community crisis reactions can be predicted based on culture.

The study examined each communities’ demographics, communication styles, association with authorities, relationship to the environment, group unity and community roles, amongst other aspects, to infer their values regarding each category.

Key Differences in Response

The study found key differences in response to Hurricane Katrina between Louisiana’s Ninth Ward and the Mississippi Gulf Coast.

Let’s look at Louisiana’s Ninth Ward:

  • Community Roles Analysis: A community roles analysis showed preexisting beliefs in the inefficiency of leaders, which led to internal disputes and an inability to make unified decisions. This resulted in mixed messages, distrust, confusion, and an inability to execute a crisis plan. Additionally, many police and emergency services officers reportedly abandoned their posts.
  • Demographic Analysis: Evacuation plans failed to include segments of the population, including the ill, those with pets, and those without vehicles or places to go. The demographic analysis showed 30 percent of the Ninth Ward was disabled and over 30 percent didn’t own a car. Many lived below the poverty line and so had no emergency savings to evacuate. Further, personal relationships (even with pets) and fear of change were ingrained in Ninth Ward culture. The paper deems that the culture in the community was “every man for himself”; the onus was on the government to fix things and building back the community together was not considered a personal responsibility.
  • Communication Style Analysis: Many in the ward ignored the evacuation order. The communication style analysis showed that though the community values orders to some degree, having been repeatedly given this evacuation order before unnecessarily, they did not believe authorities and thought the storm would blow over. They also feared looters more than the storm.

Those in the Mississippi Gulf Coast:

  • Community Roles Analysis: Although the government response to the Mississippi Gulf Coast community was equally slow, the people began cleanup on their own. Their values include a can-do attitude, resulting in community rebuilding that was 21 percent more expedited than in the Ninth Ward.  The police force and firefighters were on duty around-the-clock, as dictated by the local government.
  • Demographic Analysis: In the study, there is little mention of the impact of demographics on the response. It would be interesting to see these differences fleshed out, as the wealth and health of the community significantly impacts its ability to respond.
  • Communication Style Analysis: To prevent looting, the local government controlled supplies and resources, in order to distribute them equally to citizens. In rebuilding of the area, the government asked the community to be mindful of elevation maps and received support and excitement about the restructuring rather than the resistance experienced in the Ninth Ward.

The study explains why knowledge about cultural values is valuable in this context:

“Being able to make the claim that a community’s culture has a greater effect on the public’s reaction to a crisis trigger event than the event itself, will aid future research in focusing more on creating a list of cultural aspects that match with crisis response strategies.”

The Way Forward

The conclusion drawn from this study is that knowing a culture and its values provides a wealth of information that can be applied to a crisis response strategy customized to that culture’s values. 

Consider the most recent global pandemic.

Culture influenced the various outcomes of different countries and communities around the world during the COVID crisis.

The reactions to supply rationing, the degree of adherence to face mask rules and social distancing, the acceptance of or reluctance to vaccination – and the resulting outcomes of such actions/inactions – all of this has roots in each nation’s culture and its values.

Cross-cultural research into the varying cultural responses and their outcomes to the COVID crisis, and other similar large-scale crises, could greatly aid organizations and governments in creating more effective response strategies customized to different cultural pockets in a nation – and to the nation as a whole.