In theory, the more diverse the skill set and cultures of those within a team, the greater potential to create synergy from difference. However, in reality, getting team members from the same nationality to cooperate and work together is always a consistent management challenge and when different nationalities and cultures are brought into the mix, communication issues can arise and the problems are often magnified.

In Britain, for example, we have a preference for orderly meetings with open discussion and frequent use of humour to break deadlock and tension. We proceed, sticking to an agenda, trying not to interrupt each other and finish the meeting with action points. However, this approach will not always work elsewhere. Strict timekeeping is likely to be difficult to implement in Asian countries. Similarly, direct criticism of staff in front of others in Asia will cause the recipient embarrassing loss of face.

It is easy to see how these fundamental differences, developed through the shared values as a result of influences such as history, religion, geography and social structure of particular nations, go to make up alternative perspectives and ways of working and interacting and in-turn create their own management challenges. However, too often these ‘differences’ are seen as problematic. If we turn that thought on its head, perhaps it is possible to see how alternative values and perspectives can be used to help solve problems and come up with new and innovative ideas to move the business forward.

There will be much to learn from say an Asian colleague’s tendency to prioritise long-term relationship building over short term goals. Or, understanding values surrounding hierarchy and respect within a culture could go a long way in assisting improving customer relationships all around the world.

In order to gain benefit from intercultural differences, it is important not to be judgemental and label the values of other nations as ‘good’ or ‘bad’, ‘right’ or ‘wrong’. Instead, consider what we would be doing or thinking if we had been bought up in that culture.

Staff also need to be encouraged to recognise the positives of working with different cultures. ‘The whole is greater than the sum of its parts’: this is the principle behind team working in any professional context. When different nationalities and cultures are brought into the mix, potential synergies are magnified as different cultures all bring different views and perspectives on solving issues and staff need to appreciate this.

Cultural awareness training - a day or more spent looking at the context of different countries considering; religion, history, politics and economics, can be helpful to achieve this recognition. If difference can be embraced then intercultural team working can gain its synergetic effect. New and innovative ideas can allow teams to approach issues from different angles, potentially enabling the business to move forward in a way which has never been considered before. In this way, the whole essence of team work comes alive and diversity can be harnessed.