Managing Cross-Cultural Teams in International Projects
In today’s globalized world, many projects involve teams that are composed of members from different countries, cultures, and backgrounds. These teams, known as global virtual teams (GVTs), can offer many benefits, such as access to diverse perspectives, skills, and knowledge, as well as increased creativity, innovation, and problem-solving. However, GVTs also face many challenges, such as communication barriers, cultural differences, time zone differences, and coordination difficulties. Therefore, managing cross-cultural teams in international projects requires special skills and strategies to overcome these challenges and leverage the potential of diversity.
One of the key aspects of managing cross-cultural teams is to understand the cultural differences among team members and how they affect their behavior, expectations, and preferences. There are several frameworks and models that can help managers to identify and compare the cultural dimensions of different countries and regions, such as Hofstede’s cultural dimensions theory (Hofstede et al., 2010), Trompenaars’ model of national culture differences (Trompenaars & Hampden-Turner, 1998), and the GLOBE project (House et al., 2004). These frameworks can help managers to understand the differences in values, beliefs, norms, and practices that influence how people communicate, relate, work, and make decisions in different cultures.
Some of the common cultural dimensions that affect cross-cultural teams are:
– Individualism vs. collectivism: This dimension reflects the degree to which people value their personal interests and goals over those of the group or society. Individualistic cultures tend to emphasize autonomy, independence, and self-reliance, while collectivistic cultures tend to emphasize interdependence, harmony, and group loyalty.
– Power distance: This dimension reflects the degree to which people accept and expect unequal distribution of power and authority in society. High power distance cultures tend to accept hierarchical structures, formal rules, and centralized decision-making, while low power distance cultures tend to prefer egalitarian structures, informal norms, and participative decision-making.
– Uncertainty avoidance: This dimension reflects the degree to which people feel comfortable with ambiguity, uncertainty, and risk in their environment. High uncertainty avoidance cultures tend to prefer clear guidelines, structure, and stability, while low uncertainty avoidance cultures tend to prefer flexibility, adaptability, and innovation.
– Masculinity vs. femininity: This dimension reflects the degree to which people value assertive, competitive, and achievement-oriented traits (masculine) over caring, cooperative, and relationship-oriented traits (feminine). Masculine cultures tend to emphasize performance, results, and success, while feminine cultures tend to emphasize quality of life, well-being, and collaboration.
– Time orientation: This dimension reflects the degree to which people value long-term or short-term goals and outcomes. Long-term oriented cultures tend to focus on the future,
planning, saving, and investing for long-term benefits, while short-term oriented cultures tend to focus on the present or past,
spending,
enjoying,
and fulfilling immediate needs.
These cultural dimensions can have significant implications for how cross-cultural teams communicate,
collaborate,
and perform in international projects. For example,
individualistic team members may prefer direct,
explicit,
and task-oriented communication,
while collectivistic team members may prefer indirect,
implicit,
and relationship-oriented communication. High power distance team members may expect clear roles,
responsibilities,
and instructions from the project manager,
while low power distance team members may expect more autonomy,
involvement,
and feedback. High uncertainty avoidance team members may prefer detailed plans,
schedules,
and specifications for the project,
while low uncertainty avoidance team members may prefer more room for creativity,
experimentation,
and change. Masculine team members may value competitiveness,
achievement,
and recognition for their work,
while feminine team members may value cooperation,
harmony,
and support for their work. Long-term oriented team members may focus on the strategic vision,
goals,
and outcomes of the project,
while short-term oriented team members may focus on the operational tasks,
actions,
and results of the project.
Therefore,
managers of cross-cultural teams need to be aware of these cultural differences and adopt appropriate strategies to manage them effectively. Some of the best practices for managing cross-cultural teams in international projects are:
– Establish a common vision and purpose for the project that aligns with the interests and expectations of all team members.
– Create a positive team climate that fosters trust,
respect,
and openness among team members.
– Communicate frequently,
clearly,
and respectfully with all team members using multiple channels and modes of communication.
– Provide regular feedback,
recognition,
and support to all team members based on their performance and needs.
– Encourage participation,
involvement,
and empowerment of all team members in decision-making and problem-solving processes.
– Promote diversity awareness and appreciation among team members by providing opportunities for learning,
sharing,
and celebrating cultural differences.
– Manage conflicts and disagreements among team members constructively and collaboratively by focusing on common goals and interests.
– Adapt the project management processes,
tools,
and techniques to suit the cultural preferences and expectations of the team members.
– Monitor and evaluate the team performance and outcomes using relevant and agreed-upon criteria and indicators.
Managing cross-cultural teams in international projects can be challenging but rewarding. By understanding and managing the cultural differences among team members, managers can enhance the creativity, innovation, and problem-solving potential of their teams, as well as the quality and success of their projects.
References:
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). New York, NY: McGraw-Hill.
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.
Trompenaars, F., & Hampden-Turner, C. (1998). Riding the waves of culture: Understanding diversity in global business (2nd ed.). New York, NY: McGraw-Hill.
Anbari, F. T., Khilkhanova, E. V., Romanova, M. V., Ruggia, M., Tsay, H.-H., & Umpleby, S. A. (2009). Managing cross cultural differences in projects. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
Taras, V., Baack, D., Caprar, D., Jiménez, A., & Froese, F. (2021). Research: How cultural differences can impact global teams. Harvard Business Review. Retrieved from https://hbr.org/2021/06/research-how-cultural-differences-can-impact-global-teams
