Intercultural Communication and identity
"The identity of a person is not a juxtaposition of autonomous membership is not a "patchwork" is a drawing on a skin tight, one belonging is affected and it vibrates the whole person. "
A. Maalouf
How to work together when we do not share neither the same language, nor the same relationship to time and space? How do we build together when not experience the same relationship to each other and to the business? What may well collect and facilitate the communication when both seem to get away? How do not tense up in front of the differences we sometimes read each other so as incompetence? How to maintain cohesion and group dynamics? The
intercultural is a relatively new concept. In the 80s, we only speak of "international". The world is a "global village", the English stammer seems sufficient to orchestrate the team. In the 90s, we pass from the dominant Japanese management model (long-term decision making by consensus ...) the American model of flexible firm. We start therefore interested in the concept of interculturalism, if properly managed, is a promise of increased productivity. That explains it.
Interculturalism is the meeting (not stacking) in a group / team of several cultures and therefore different ways of communicating and interpreting signs (words, behavior, intonation, grin , dress code ...). If in a given culture "look in the eye" is a sign of respect, in another it may be an insult. Behavior valued by some, he is condemned by others. So many misunderstandings ahead of misinterpretation of an attitude that wants competence and the perceived arrogance. We hate all this mismatch, the impression of having fallen to side, finally being misunderstood and may be rejected. The skin is stretched.
is no doubt in our relationship between time and space (intimate or geographic) that is expressed vividly our uniqueness and our susceptibility. Nothing more annoying than waiting for someone with whom we have an appointment "at lunchtime." When it is for you in the standard to meet at noon, the standard of the other can be 3 hours in the afternoon. Better to agree on a technical time: time to watch.
Space is that which separates you from your partner and also the one you have to go to reach a given point. An Englishman has only one physical contact with the caller in an hour. A Latin American touch you nearly 100 times in the same time. Difficult to warm to what is considered "cold" or to give confidence to the "invader". The body stiffens, the heart contracts, the statement does not find a channel to flow. Now imagine that this represents "closeness" to an Australian compared to the definition would be a Portuguese. It is likely that some hundreds of miles apart. All Both are in the right but do not share the same truth.
" Working together" is what a team needs to do to successfully complete its project (ie a common direction sufficiently strong sense for some and for others). In most cases, the company relies on the openness of its employees, its natural elegance (we all experience the limits). In fact, the most common process is that of "trial and error" or discovered in the dark to set pragmatic mode of operation of the other. This leads to a communication rudimentary with little flexibility or spontaneity. The company can also choose to use the corporate identity (culture) to resolve differences and provide a common identity base. In these days ...
intercultural is a relatively new concept. In the 80s, we only speak of "international". The world is a "global village", the English stammer seems sufficient to orchestrate the team. In the 90s, we pass from the dominant Japanese management model (long-term decision making by consensus ...) the American model of flexible firm. We start therefore interested in the concept of interculturalism, if properly managed, is a promise of increased productivity. That explains it.
Interculturalism is the meeting (not stacking) in a group / team of several cultures and therefore different ways of communicating and interpreting signs (words, behavior, intonation, grin , dress code ...). If in a given culture "look in the eye" is a sign of respect, in another it may be an insult. Behavior valued by some, he is condemned by others. So many misunderstandings ahead of misinterpretation of an attitude that wants competence and the perceived arrogance. We hate all this mismatch, the impression of having fallen to side, finally being misunderstood and may be rejected. The skin is stretched.
is no doubt in our relationship between time and space (intimate or geographic) that is expressed vividly our uniqueness and our susceptibility. Nothing more annoying than waiting for someone with whom we have an appointment "at lunchtime." When it is for you in the standard to meet at noon, the standard of the other can be 3 hours in the afternoon. Better to agree on a technical time: time to watch.
Space is that which separates you from your partner and also the one you have to go to reach a given point. An Englishman has only one physical contact with the caller in an hour. A Latin American touch you nearly 100 times in the same time. Difficult to warm to what is considered "cold" or to give confidence to the "invader". The body stiffens, the heart contracts, the statement does not find a channel to flow. Now imagine that this represents "closeness" to an Australian compared to the definition would be a Portuguese. It is likely that some hundreds of miles apart. All Both are in the right but do not share the same truth.
" Working together" is what a team needs to do to successfully complete its project (ie a common direction sufficiently strong sense for some and for others). In most cases, the company relies on the openness of its employees, its natural elegance (we all experience the limits). In fact, the most common process is that of "trial and error" or discovered in the dark to set pragmatic mode of operation of the other. This leads to a communication rudimentary with little flexibility or spontaneity. The company can also choose to use the corporate identity (culture) to resolve differences and provide a common identity base. In these days ...
It can also build on the synergy and support (coaching staff) to rely on both the similarities and differences conceived as complementary. Each is then experience the uniqueness of the other (experience), his difficulties (what solution to propose), its skills (expertise), its incompetence (Recognizing its limitations) and shares available (eg business culture ...).
It's not to love but to illuminate the shadows that are the limits of our experience, to be able to connect more than just what we want to express and s' press the group rather than to subtract.
The 10 golden rules of intercultural communication
(Excerpt from "Managing a multicultural team" by Joseph Aoun)
1. Redraft: his words and those of others.
2. Listen First: allow time to speak to another, making the effort of attention
3. Then talk
4. Avoid delicate subject (especially political and religious)
5. Speak slowly and clearly
6. Consider the views of the other
7. Forward an idea at a time
8. Do not pretend you understood when you have not understood
9. Ask questions
10. Be patient and stay calm.
Note: Finally, neither more nor less than the usual rules of communication but to decline in all languages.
For a moment of humor click here
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