|
|
| Effective
Multi Cultural International Business Meetings
by Neil Payne |
Effective
Multi-Cultural International Business Meetings
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.
|
| About
the Author |
Neil
Payne is Director of London based cross
cultural communications firm http://www.kwintessential.co.uk
|
|
|
|
|
|
