Whenever teams of people from different nations need to work together, cultural aspects come into play. This is because our heritage and culture are instilled into us from many years of shared history, perspectives and beliefs.

For many, the ‘nuts and bolts’ of cultural differences are most marked between some of the Western cultures and those of the Middle East and Asia for example. Different religious beliefs, dress codes and working days are quickly apparent as are alternative degrees of emphasis placed on relationships, trust, courtesy, hospitality and respect, compared with the Western priorities of tasks, rules and deadlines.

You may believe that if you are working with a culture that is similar to your own, there is a good cultural ‘fit’. In many ways there will be. Shared aspects of personal values and beliefs and of course language can help, yet, even when communicating between ‘similar cultures’ differences soon become apparent. Verbal and nonverbal communication involves much more than transmitting a particular message. It also reflects each participant's self-image, group identification and values. Interaction between individuals and groups is shaped by cultural norms and expectations. This is because, over the years, our history, politics, geography and economics as well as our upbringing are unique to us and influence how we behave. However, these values can be so deeply ingrained they are often invisible to us! The only time they become visible is when we crash and clash with another culture.

Therefore, despite the clear distinction between obviously different cultures, perhaps some of the most surprising disparity can still be observed between the more apparently ‘similar’ cultures: America and Britain would be a good illustration of this. Perhaps this is because the differences are often unexpected and can therefore, be much more subtle.

For example: sometimes words will not have the same precise meaning. If someone says that something is ‘interesting’: an American would naturally expand on that topic. In the UK, however, ‘interesting’ may mean ‘I appreciate your lateral thinking but let’s discuss something more relevant.”

When working with people from cultures that are obviously different, each nationality needs to be more prepared for these kinds of potential mis-understandings and ready to be more understanding, flexible and accommodating. In this way, people from very different cultures perhaps have the greatest potential to work together better, as they will come to the workplace with an existing degree of cultural curiosity and a considerate attitude that anticipates challenges will occur and therefore, be pre-programmed to look for ways to overcome the inevitable issues that arise.

Perhaps then, rather than always searching for an obvious good ‘cultural fit’ across teams, we should take a little time in advance to understand the new culture we will be working with and in-fact, look for cultural ‘mis-fits’ for more successful international outsourcing?

Farnham Castle is an International Briefing and Conference Centre, specialising in cross cultural management development programmes and Global Mobility Programmes for every country in the world in addition to those coming to live and work in Britain.