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Jul 13

Benefits of Doing Business in Africa

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

The mention of Africa conjures images of impressive wildlife, diverse habitats and safaris, but also images of deprivation and inequality. Yet despite its current status as home to the world’s most underdeveloped countries, the past few years have seen a remarkable change in tide for the continent.

According to the Economist Africa’s annual output grew 4.9% faster than the global average of 3.8% in 2000-08. Foreign direct investment increased from $10 billion to $88 billion, which was more than India ($42 billion) and, remarkably, almost as much as China ($108 billion).

Cape Town kensorrie i1 Benefits of Doing Business in Africa

© istockphoto.com/ Kensorrie

 

This increase in growth and foreign investment can be attributed to the fact that international businesses can no longer ignore Africa’s potential. The continent is not only the second largest in size and population in the world, but it is also vastly rich in natural resources, a sector which surprisingly only accounts to about a third of the continent’s growth.

Pharmaceutical and telecommunications industries among others are increasingly looking towards Africa as manufacturing costs are cheaper and labour costs in current powerhouses India and China keep increasing. The Economist also mentions the rising sector of ‘frugal innovation’, which involves developing clever designs to serve the poor. International entrepreneurs and organisations would be wise to take advantage of the endless possibilities for development and business ventures that Africa has to offer.

Starting a business venture in Africa successfully requires an understanding of the cultures and societies present on the continent. Africa is still largely considered uncharted territory for the business world compared to other regions, so getting to know the challenges and intricacies of working alongside African colleagues and their traditions could provide your company with an edge by starting on the right foot.

As Africa becomes an increasingly attractive location for international business ventures, we are seeing an increase in the number of corporate and public sector clients who ask for training on African countries like Kenya, Ghana, South Africa and Zambia. These organisations are leading the way in ensuring that their employees have the right level of cultural support and intercultural training they need to successfully adapt to their professional and daily life in Africa.

Providing relocation training courses such as Living and Working in South Africa to international assignees or cross-cultural training for business and management programmes such as Doing Business in Nigeria, you can significantly increase the chances of any business opportunity in Africa succeeding.

With the World Cup hosted in South Africa over the last month, the whole continent has seen an influx of visitors never seen before. This has provided the perfect opportunity for businesses to see first-hand the numerous prospects and benefits of doing business on the African continent. Organisations doing business in Africa over the next few years will lead the way in harnessing the many benefits this greatly diverse continent has to offer.

© Communicaid Group Ltd. 2010

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Jul 12

Cross Cultural Perceptions: Is Kissing in Public Indecent or Accepted Behaviour?

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

A recent article published by the BBC recounts the misadventures of a London citizen sent to Dubai by his firm as an international assignee. The man, Ayman Najafi, was charged for indecency after kissing a woman on the cheek in a restaurant. He was found guilty and spent a month in jail before being deported by the Dubai administration.

Mr Najafi protested and claimed that a mere kiss on the cheek was not indecent and that this kind of behaviour was commonplace among expatriates in the country. He also insisted that Dubai was “deceptive” as “the laws have not developed as quickly as the country”.

Business meeting Middle East Catherine Yeulet i Cross Cultural Perceptions: Is Kissing in Public Indecent or Accepted Behaviour?

© istockphoto.com/ Catherine Yeulet

 

While this critical incident led to some extreme and uncommon consequences, it remains a perfect example of the need for cross cultural awareness training courses for international assignees. Cultural misunderstandings and incidents occur more than most international assignees can imagine, mainly because while their behaviour appears to be perfectly acceptable for them it may be perceived as rude by the inhabitants of their host country.

To adapt, international assignees need to bear in mind the main cultural and religious values and try to act in accordance with them when living and working in another country. If we come back to the case of Mr Najafi, countries like the United Arab Emirates which are strongly influenced by Islam, forbid physical contact between men and women. This cultural fact remains true even in a globalised and modern looking city like Dubai.

To help international assignees have a smooth adaptation to their professional and personal environment and ensure they do not make any cultural faux-pas, it is crucial to provide them with key cultural information and knowledge about the target country before they relocate. Providing them with an understanding of the main cultural values, helping them to decipher the cultural background of the country and making them aware of the key do’s and don’ts in the culture will minimise the risks of cultural misunderstandings and critical incidents which can have hugely negative consequences for both the individual and the organisation.

Cross cultural awareness training courses such as Communicaid’s Living and Working in the UAE or Living and Working in India can help international assignees to understand and avoid any inappropriate behaviour. With the knowledge and insights gained from intercultural training, they can ensure a successful international assignment, not only in the workplace but also in their daily life.

© Communicaid Group Ltd. 2010

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Jul 07

The Future of International Assignees – What trends can we expect in 2020?

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 »

A recent report published by PricewaterhouseCoopers gives us a glimpse of the state of international assignments in the year 2020. This comprehensive report shows new trends, challenges and opportunities of international assignments in the years to come, from the use of new technology to remuneration policies and from the new type of assignees to connections between states and companies.

 

Business People walking urbancow i1 The Future of International Assignees – What trends can we expect in 2020?

© istockphoto.com/ Urban Cow

 

Here we have summarised some of the highlights of the report:

International Assignees

PricewaterhouseCoopers foresee a 50% rise in the number of international assignees, but as the baby boomers slowly begin to retire, new generations of international workers will appear to replace them. New generations of international assignees will be motivated by different factors and have diverse career goals.

According to the report, The Generation Xers will arrive at their full career potential in 2020. They will be selective about their assignments and try to maximise their income. They will be joined by the Millennials who tend to perceive international assignments as a rite of passage and are more likely to work abroad longer and come back to their homeland later in their career. In 2020 we will also still see some of the baby boomers working and seeking the best assignments in order to keep high incomes and maintain their living standards.

Competition between Companies

According to this report, the competition between firms will continue to increase in the near future so companies will have to fight even harder to hire and retain the most talented and high level employees. To find this new talent, international companies will have to recruit worldwide while they will also have to find ways of encouraging their employees to stay in the organisation.

According to the PricewaterhouseCoopers’ study, while remuneration policies will remain the main incentives, they will no longer be sufficient to retain talented employees. Companies will have to adapt to their employees’ core values and provide them with challenging and stimulating roles around the world.

New Destinations

Emergent countries will have reached their full potential in 2020 resulting in new global mobility patterns. Instead of having personnel going from Northern to Southern countries, firms will increasingly send their employees to any country in the world.

The constant search for new talent will drive international companies to scout the foreign market for employees who bring a high level of competence, knowledge and experience. For example, the report shows the case where a Chinese organisation may hire a European worker and send him or her to work in Africa.

Changes to demography around the world will also impact the mobility flow. Indian cities for instance will become more important as their educated population overtakes key urban centres in western countries making India an attractive place for doing business. Bangalore, for example, has been reported to have a huge population of experienced global mobility professionals which is attracting many western organisations looking to outsource some of the business processes.

In addition to the above, the report also highlights several challenges and obstacles for the international assignees of the future that can jeopardise their success. Among these challenges are the impact of culture, increased interaction with different ethnic groups, loss of social networks and difficulties finding an occupation or employment for partners and children.

Cross cultural awareness training courses like Living and Working in India or Partner and Family Training can help by providing key insights and knowledge about the target culture and strategies for dealing with cultural adaptation. The skills developed on an intercultural training course can ensure that international assignees today and in 2020 will have the support they need to be successful anywhere in the world.

© Communicaid Group Ltd. 2010

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Jul 06

Challenges of Doing Business in France

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 »

France is home to a qualified workforce, excellent infrastructures and some of the most dynamic firms in the world making it an attractive place for doing business. Getting used to French working habits can however be difficult and undertaking a cross cultural awareness training programme like Doing Business in France can help you and your team to have a better understanding of French business culture and improve your success.

Eiffel Tower SOMATUSCANI i1 Challenges of Doing Business in France

© istockphoto.com/ SomaTuscani

 

Understanding core French values such as those described below is particularly important when doing business in France.

The ‘réseau’- Getting familiar with how the French socialise can be challenging. Being part of someone’s ‘réseau’ (or network) can be time consuming but it is the first step to get acquainted and eventually develop a good relationship your French counterparts. This ‘réseau’ can also provide privileges or special treatment either in your personal or professional life and help you progress more rapidly when doing business in France.

Courtesy – Newcomers may find it difficult to understand how to address or greet someone properly when doing business in France. The use different titles like ‘tu’ or ‘vous’ and the sometimes subtle rules of courtesy may be confusing without proper guidance. The way people greet each other in France can vary and depends on their relationship.

Hierarchy – France is a really centralised country and this influences the structure of French companies. Decisions tend to be made only by the top managers and the CEO of the company so the decision-making process can take time when doing business in France. This cultural orientation towards hierarchy and formality means that you will also be expected to know the rank of your counterparts and act accordingly. Be formal with senior people and more casual with people of lower or equal rank, but always check first how you should greet and address them.

Control – An important aspect of French culture is controlling events and avoiding any unexpected developments. The French tend to plan everything very carefully and this can sometimes be seen as a lack of flexibility or creativity. The role of the manager in France also reflects this orientation. Managers must be sure that everything is going according to plan by guiding, correcting people and reviewing employee’s work on a regular basis.

Understanding the rules and particularities of the French business world will dramatically improve your performance when doing business in France. Intercultural Training France courses will give you the tools and understanding you need to successfully deal with the many challenges of doing business in France.

© Communicaid Group Ltd. 2010

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Jun 28

Challenges of Doing Business in Vietnam

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 »

Located in South East Asia, Vietnam is a culturally rich country whose distinct history has helped to shape the development of the modern state. Independent since the mid 20th century, Vietnam spent 1,000 years under Chinese rule and 100 years as a French colony and aspects of both countries are still reflected in Vietnamese culture. The combination of both has influenced the unique Vietnamese culture, business, values, beliefs and traditions.

Understanding these influences is very important for every organisation wishing to do business successfully in Vietnam and build relationships with Vietnamese counterparts. Attending Communicaid’s cross cultural awareness training programme Doing Business in Vietnam will help your organisation maximise the chances of working successfully with Vietnamese counterparts and understand some of the following key challenges of doing business in Vietnam.

Vietnamese Scene Keith Molloy i Challenges of Doing Business in Vietnam

© istockphoto.com/Keith Molloy

 

Confucianism
The Vietnamese believe in the teachings of the early Chinese philosopher Confucius which emphasise the importance of relationships, responsibility and obligation. The teachings also promote respect for age and status. This philosophy is still a vital component of Vietnamese society. The principles of Confucianism can also be found in Vietnamese business culture, where the importance of the collective good is emphasised.

Face
The concept of face is crucial in Vietnamese society. Vietnamese will go to great lengths to prevent loss of face including avoiding confrontation or telling others what they want to hear rather than dealing with immediate issues. Criticising someone in public and not staying true to your word are ways in which people may lose face. In addition, it is considered imperative to show appropriate respect according to rank and seniority.

Collectivism
Vietnam is a collectivist country in which the needs of the group are often placed over the individual. Family and community concerns will almost always come before business or individual needs. The concept of society as an extension of the family is key to Vietnamese business culture. The Vietnamese tend to create business relationships on a personal basis and are relaxed about sharing their personal lives, including family issues, hobbies and opinions. This may be uncomfortable for foreign counterparts who are more accustomed to keeping their private and business life separate.

Family life
Vietnamese culture places a high value on family life and it is very common for several generations to live under the same roof. Following the Confucian tradition, the father is the head of the family and he is the one who makes important decisions. Vietnamese life is influenced by ancestor worship and children learn at a very early age that they owe everything to their parents and their ancestors. Respect for parents and ancestors is extended to all elders in Vietnam whose life experiences are valued. The importance of family is also apparent in business situations in Vietnam where the opinions of family members may be taken into consideration during decision making.

Any organisation doing business in Vietnam should consider attending a cross cultural awareness training programme in order to maximise their understanding of Vietnamese culture and approach new business situations with confidence.

© Communicaid Group Ltd. 2010

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Jun 24

Cross Cultural Communication: The Magic of a Smile

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 »

In the international business world the first face-to-face meeting with business counterparts can significantly influence the success of the relationship, negotiation or contract. Many people underestimate the impact of first impressions which can either unite or alienate people forever.

Psychologists studying the phenomenon of ‘first impressions’ suggest that if the person wants to be accepted and trusted by his or her peers, all verbal and non-verbal messages should complement each other. Practically, this means that none of the sent signals should go into conflict with another signal sent at the same time.

Team businessYuri Arcurs i Cross Cultural Communication: The Magic of a Smile

© istockphoto.com/ Yuri Arcus

 

For example, a British person saying ‘yes’ while rubbing their head and raising their eyebrows may not give the message of ‘yes’ to the other person but rather a message of ‘I’m saying yes but I’m not really sure’. While the person receiving the message understands something different than what the sender intended, the sender does not often realise that the receiver hasn’t understood their message in the first place.

Examples of where people use conflicting verbal and non-verbal signals increases significantly in intercultural interactions. This is primarily because a non-verbal signal such as gestures or facial expressions in one culture can often mean something completely different in another, frequently resulting in misunderstandings and confusion.

Smiles are something that can easily be misinterpreted by people from different cultures. Smiling in North America is usually a sign of happiness and confidence as well as an effort to build rapport. In Russia, people often smile when they are happy or when something really funny takes place but you may find they do not smile quite as much as their counterparts in North America. Meanwhile, in many Asian cultures, smiling is often a signal that they are embarrassed or uncomfortable.

Take the example of an American manager who was once visiting some business counterparts in China to celebrate the opening of a new factory. The Chinese wanted to be sure everything was perfectly organised to really impress their new manager so they booked the American manager in a nice hotel and organised lots of social events in the evening. The morning after the first evening, the American manager woke to find no hot water in the hotel. He went down to the reception to complain but was greeted with a smile. He was already frustrated about the situation and felt even more frustrated by the smiling response from the receptionist. He later mentioned the situation to his Chinese counterparts in frustration and they too, smiled in return, and gave a small apology. This situation did not significantly hurt the visit or relationship, but it did leave the American manager feeling very confused about their reaction.

This is an example where a simple smile was completely misinterpreted. The North American may have thought the Chinese receptionist was smiling as they thought the situation was funny but the Chinese receptionist most likely felt uncomfortable and did not have a solution for the situation so was therefore trying to prevent loss of face.

This is a very basis example of where a simple smile can easily be misinterpreted and change the perception people have of each other. This kind of communication breakdown can be more effectively anticipated and understood by taking part in a cross cultural training course such as Doing Business in China. Intercultural Training China programmes such as this can help business people understand Chinese values such as face as well as the different communication styles and non-verbal gestures such as smiling to ensure they correctly interpret and understand any interactions with their Chinese counterparts. By accentuating the differences between cultures, intercultural training can help anyone doing business internationally pay more attention to the details and suggest strategies to overcome any possible cross cultural miscommunication.

© Communicaid Group Ltd. 2010

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Jun 23

Managing International Teams – Can Fabio Capello Harness the Bulldog Spirit?

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 »

Fabio Capello has been under constant criticism ever since England started their World Cup campaign with a draw against the USA. At the time, people acknowledged that this poor start was not helped by the horrendous mistake made by the goalkeeper, Robert Green. But sceptics pointed out that England did not capitalise on the goal scoring opportunities that would have eclipsed Green’s mistake.

The second match saw things go from bad to worse with an abject draw against the Algerians who gave an excellent performance. The end of the match saw Rooney castigating the England supporters for booing and talk of dissent and unrest surfaced in the England camp. Suddenly, stories started to appear about communication problems between Capello and his team, and the different points of view that were threatening to send England back home embarrassingly early, shredding a nation’s hopes to pieces once again.

To think that only a few weeks ago the media could not be more positive about Capello makes matters worse. His strict upbringing in Italy, another traditionally strong football nation, seemed to be just what the England team so desperately needed to reach the top of world football.

England flags Joe Gough1 Managing International Teams – Can Fabio Capello Harness the Bulldog Spirit?

© istockphoto.com/ Joe Gough

 

After a disastrous Euro 2008 campaign, with manager Steve McClaren, which saw England failing to qualify, they thought that a strong character and foreign influence like Capello at the helm of the English team would help change players’ mentality for the better. Unlike lenient McClaren, who as an Englishman was perhaps more star-struck by his players, Capello, a disciplinarian with strict rules on and off the pitch, would not allow misbehaving and would certainly not treat his players with kid gloves. Indeed, his stint as England manager up until the World Cup had been quite successful and he led the team to nine victories in ten qualifying games, losing only to the Ukraine, albeit only after qualification to the World Cup had been secured.

But as with many high-profile and high-pressure appointments, there were a few things that were ignored when Capello was appointed England manager. Despite his previous successes as manager in his native Italy and in Spain, Capello’s poor English language skills were brushed aside by the FA. His strict disciplinarian approach was also thought to be good for the team, however since English players are pampered throughout the year by their respective clubs, it was perhaps too hard a transition for players in the much-higher pressure environment of a World Cup. Indeed, only after England’s draw against Algeria did it become known that the team had apparently just drank their very first beer since the start of the tournament and that a few players had voiced their dissent against Capello’s tough-love approach.

Cultural, language and communication differences are well-known challenges faced in the business world, and football is no exception. Yet because football players and managers are sometimes perceived as ball-kicking athletes with no intellectual aspirations, their cultural and language differences go largely ignored.

The problem then is when football teams are immersed in high pressure on the world stage. All their differences are magnified and the façade starts to crack. How could an Italian manager ignore the fact that the British need to wind down sometimes with a beer and that they need directions in simple, plain English?

England is facing Slovenia in a must-win match later today, so the time has finally come to deliver results despite the many differences between manager and squad. Only time will tell whether Capello should have undertaken some sort of cultural awareness training course such as Communicaid’s Managing International Teams.

There is no doubt that Capello has done remarkably well and managed to gain a good level of English. Most people at Capello’s age are retired and so his performance and passion is all the more remarkable. Managing an international team, however, requires the Manager of England or indeed any business to harness the qualities of the team and culture(s) that it is made of. In the case of the English team, they have always been renowned for their passion, bulldog spirit and the desire to keep fighting to the end – often to lose on penalties!

Today we need to see that bulldog spirit once more. We don’t care if England lose today as long as they show that they care passionately and deliver a performance to make the fans back home and those that have travelled all the way to South Africa proud. Come on England!

© Communicaid Group Ltd.2010

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Jun 15

Football – How Intercultural Differences can Make or Break the Dreams of a Nation

Cultural training for Relocation, Culture, Culture training for Business & Management No Comments »
Football Adam Kazmierski i Football – How Intercultural Differences can Make or Break the Dreams of a Nation

© istockphoto.com/ Adam Kazmierski

With the 2010 Football World Cup in South Africa in full swing, there seems to be little else that people talk about these days. Football is the most popular sport on the planet and events such as the World Cup attract fans from all over the world.

Devoted supporters follow their teams regardless of time zone, and players such as David Beckham are revered as much here as they are in Asia or America. Still, even though football’s boundaries seem endless and we can all watch the same match wherever we are, cross-cultural differences between countries remain and can provide challenges even in the international language that is football.

Speaking strictly in terms of business, football and professional sports in general are one of the very few global enterprises in which players and coaches are brought from all over the world and put into a team which is then expected to communicate and achieve positive results immediately, regardless of cultural or linguistic differences. Yet, even though the topic of intercultural training has been more widely reported in the world of business than in sports, intercultural communication should be given attention whenever and wherever international success is expected.

 

An employee who is assigned to a foreign country without any sort of previous experience of the cultural customs, traditions or language can hardly be expected to thrive regardless of his subject expertise or football abilities. A good example to illustrate this point is the one around a familiar face to England fans: Sven-Göran Eriksson.

A Case in Point: Sven-Göran Eriksson

Sven, a Swedish national, is one of the most sought-after international trainers having achieved several victories in European leagues before receiving the coveted post of England manager in 2001. Sven’s England adventure was often criticised but still quite successful, with the FA actually rating Sven as England’s second most successful coach after Alf Ramsey, who led England to their only World Cup trophy in 1966.

After leaving the England post, Sven became coach for Manchester City and led them to their most successful season for decades, but he was let go because of differences with the team’s owner. However, a few days later he was scooped up by Mexico to become their national coach.

With such an impressive CV, it was thought that Sven’s experience in European football could be a breath of fresh air and would help change the Mexican mentality, leading the team to a higher level. However Sven’s stint as Mexico’s manager failed spectacularly.

Starting in 2008, Mexico suffered humiliating defeats against much weaker teams such as Jamaica and Honduras. The Mexicans also lost against the US, their bitter northern rivals, which earned Sven a lot of criticism. When Mexico lost a World Cup Qualifying match against Honduras in 2009, Sven was sacked from his position because the Mexican Football Federation thought it too risky to keep him and jeopardise Mexico’s participation in the World Cup.

Why did things go so wrong?

How is it possible for such an experienced football manager to fail in the seemingly easier level of Central American Football, having previously succeeded in the highly competitive European leagues? There are surely several answers to that question but there is one that focuses on the fact that Sven’s success in Europe was just not transferrable to a different cultural setting like Central America.

Sven is Swedish and as a European football expert he kept up to date with the European leagues and worked for clubs in Italy, Sweden and Portugal. While these countries differ widely in terms of culture, Europeans are clearly more aware of each others’ football traditions thanks to the proximity of their countries and European tournaments such as the Champions League, Euro or the UEFA Europa League.

So Sven-Göran Eriksson’s failure can be seen as his lack of expertise in Mexican football, the wider culture and the football tradition. It is unlikely he had heard much about the Mexican league or the players before his assignment in Mexico. So Sven’s failure could be blamed on a lack of intercultural awareness and a lack of adaptation on his side. It could also be blamed on the assumption of the Mexican Federation that his expertise could be used in any context, despite the cultural differences.

This example shows the importance of intercultural training courses and cross cultural awareness whenever different cultures meet. Whether it is a multinational company or a football coach, expertise and a previously outstanding record do not necessarily ensure a successful international assignment.

Communicaid’s wide range of cross-cultural awareness training courses are specifically tailored to meet you and your organisations’ needs. Communicaid’s cross cultural awareness training courses will ensure international assignees are equipped with the practical tools and skills necessary to live and work in a multicultural environment, whether they are responsible for the roll-out of an international merge or the success of a football club.

Now Sven is national coach of the Ivory Coast and will be playing today against Portugal. Let’s see if he learned his lesson this time…

© Communicaid Group Ltd. 2010

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Jun 10

Perceptions of Animals across Cultures: Man’s Best Friend or Dirty Beast?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for the Public sector 1 Comment »

When living and working in another country, there are numerous things to consider apart from the more obvious ones of climate, language, religion, currency, etc. Some important considerations are less obvious. For example, do you have a pet or do you enjoy a hobby such as horse riding? Your animal or hobby may be perceived in a completely different light in another culture so it’s important to consider the significance given to specific animals in different parts of the world and general perceptions towards them.

One example which is often mentioned in popular press is the case of dogs. In some cultures, like the US or UK, dogs are loved and considered a great pet to have at home and with the family. In other cultures, such as those where Islam is the majority religion, dogs may be perceived as dirty or dangerous. Muslims’ treatment of dogs is still a matter of debate amongst Islamic scholars . While these animals are widely considered by many Western cultures to be ‘man’s best friend’, the Koran describes them as unhygienic. Muslims will therefore avoid touching a dog unless he can wash his hands immediately afterwards, and they will almost never keep a dog in their home.

Cairo sunset clu i Perceptions of Animals across Cultures: Man’s Best Friend or Dirty Beast?

© istockphoto.com/ Clu

 

In Iran, for instance, a cleric once denounced ‘the moral depravity’ of dog owners and even demanded their arrest. If you are an international assignee living and working in Saudi Arabia or another Arabic country, you should remember this when inviting Arab counterparts to your house in case you have a dog as a pet. This is just one example of how Islam and other cultural beliefs can impact on aspects of everyday life that someone else may not even question. A Middle Eastern man might be very surprised when going to Japan, for instance, and seeing dogs being dressed and pampered like humans and carried around in baby prams!

Dogs are not the only animals which are perceived quite differently from one culture to another. In India, for example, cows are sacred and are treated with the utmost respect. Conversely in Argentina, beef is a symbol of national pride because of its tradition and the high quality of its cuts. An Indian working in Argentina who has not done his research or participated in a cross cultural training programme such as Doing Business in Argentina may be surprised at his first welcome dinner with his Argentinean counterparts where a main dish of beef would be served.

It is therefore crucial to be aware of the specific values assigned to objects or animals in different cultures to avoid faux-pas or cultural misunderstandings, particularly when living and working in another culture. Learning how people value animals and other symbols around the world is one of the numerous cultural examples discussed in Communicaid’s intercultural training courses. Understanding how your international colleagues may perceive certain animals can help you ensure you aren’t insensitive and it may even provide you with a good topic for conversation.

Communicaid’s cross cultural training for relocation courses can be specifically tailored to meet the needs of your business and prepare your employees for any international assignment or business venture. Our courses are tailored to include all potential topics of interest and problems that might arise to prepare your workforce to deal with them appropriately.

Living and working abroad requires not only knowledge of the business culture of a particular country, but also a more in-depth understanding of its culture and wider traditions. Such understanding will facilitate fruitful relationships and successful business partnerships wherever you need to go.

© Communicaid Group Ltd.2010

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May 26

Seeing Eye-to-eye across Cultures

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

 

Face-to-face meetings have a tremendous importance in the global business world. It is during these occasions that important matters are discussed and contracts are signed. Face-to-face encounters can sometimes be difficult to handle, however, especially when meeting people from different cultures where the risks of intercultural misunderstanding can jeopardise business opportunities.

One benefit of meeting international counterparts face-to-face is the ability to communicate directly without relying on virtual communication that can result in misunderstandings and confusion. While direct communication is channelled mainly by words and sentences, the major part of our message is delivered through our body language.

 

Business Woman shaking hands i Seeing Eye to eye across Cultures

© istockphoto.com/ Neustockimages

Let’s take the example of how we look at people during a conversation. In most western cultures, looking at someone in the eyes when talking is regarded as a sign of respect and truthfulness while the lack or absence of eye contact is perceived negatively as shyness or lack of attention. This perception is not shared by everyone however.

In many Arabic and Asian cultures, for instance, looking directly into someone’s eyes can be seen as disrespectful or challenging and should therefore be avoided, especially during important meetings. A French team leader and Chinese executive may experience difficulties when communicating face-to-face because of their different expectations and interpretations of eye contact. The French team leader will likely make efforts to look at the Chinese executive to build trust and establish credibility. Meanwhile, the Chinese executive may expect more indirect eye contact as this shows respect to more senior individuals. The different interpretations of eye contact can end up damaging the relationship and create misunderstanding.

This kind of cultural misunderstanding can be common without intercultural training. By participating in one of Communicaid’s Intercultural Training courses, you can increase your understanding of when and how eye contact is appropriate or not, reducing the potential for miscommunication and negative perceptions. Communicaid’s Living and Working in France or Doing Business in China cross cultural awareness training courses can help you and your organisation to gain a better understanding of your international counterparts and help you to face the challenges rising from cross cultural situations.

© Communicaid Group Ltd. 2010

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