Accessing a vast pool of technical skills is one of the main attractions of working with outsourced project teams. However, when it comes to managing teams originating from a different culture, a host of challenges become apparent and effective communication is often one of the key issues.

Partly, this can be due to language, but less obviously, misinterpretation of instructions or general misunderstandings can be more deeply rooted and influenced heavily by different cultural perspectives. Successful communication across cultures is therefore, not about taking 3000 hours to perfect your language skills. A balanced approach to picking up key words, phrases and a relevant cultural context can and does make all the difference.

Take something as simple as handing a report in on time. For example, a manager used to working in a British business cultural environment might say: ‘please can you try and get me that report by Tuesday’. A co-worker from say India or Pakistan may understand that to mean: ‘If I have time I could try and finish that report by Tuesday but there is no need to prioritise this. Because I respect my manager I will naturally agree with his statement.’ When the report doesn’t arrive, the manager is frustrated and the co-worker is confused about why his manager is annoyed.

To attempt to bridge these differences, firstly we need to recognise that our own ingrained cultural values and beliefs are ‘invisible’ to us and that our own cultural preconceptions are very different to those of other parts of the world. Common phrases and words that we have grown up with may have a completely different meaning in another culture.

Defining the meaning of key words and phrases so that they are generally understood can help. This will result in commands and requests for information being more effective. A glossary of terms is one quick way of achieving this. In addition, laying down practical do’s and don’ts at the beginning of a project is helpful. It requires the UK manager to look at his or her team objectively and consider what the real code of conduct should be compared with the reality.

Working with people from different nationalities can create stress, uncertainty and doubt for the employees and managers. A successful outcome depends upon a manager’s sensitivity to diversity and the assistance provided to both groups to tackle their preconceptions and the gaps in knowledge and habits.

Farnham Castle is a world leader in Intercultural Business Skills training and Global Mobility Programmes and can help with more detailed briefings on individual cultures. For further information visit www.farnhamcastle.com