Culture or competence?
by Richard Cook
How do you know if a colleague or team member from another culture is
failing because of a cultural issue or simply because they do not have the
necessary competence to mange a role?
Within our own cultural environment we can usually manage to assess a
situation and judge why a target isn't being met or a role being filled
adequately. The feedback loop between the various parties is clear, open
and, in most cases, everyone is using the same language as native speakers.
When the same set of circumstances occurs between parties from different
cultural backgrounds and in a virtual business environment then it is far less
easy to make any assumptions about performance, communication or
abilities.
So what can we do to manage situations in which it is unclear if the issue is
culture or competence?
Clarify
First of all what is really going on? What is the apparent issue or problem and
how is it manifesting? Is it a case of missed deadlines, or poor productivity, or
a lack of ownership of roles or tasks?
Each business role and activity is performed in a culturally defined manner wherever we are and each culture works to a set of values and priorities that
can operate exclusively within that culture and which may be at variance with
other cultures in the team or organisation.
Power
The second thing to consider is the power issue. Where exactly is the power
to achieve results and movement to be found? Are you putting pressure on
the right person to get the information or result that you want? In some
cultures there is a high sense of individuality and people take on roles that
clearly establish the power boundaries in which they can achieve specific
results. In other cultures a much more collaborative culture exists and roles
may overlap and many more people's approval and agreement may be
required to move things forward.
Communication
Thirdly, what is the quality of the communication like? If counterparts are all
using English as second language then variable levels of English usage may
be causing miscommunication between members. Get native speakers to
slow down and reduce their use of idiomatic language. Arrange for language
classes for other team members that need them. Make sure these language
classes are highly tailored to the team or organisational needs - general
English is no use here. Agree on a process to manage video conferencing
and tele-conferencing that will ensure greater participation on non-native
speakers.
Once you have processed the situation in the above manner you should be in
a better position to decide where the issue or problem is more about culture or
is simply a case of poor competence. When you know that you can then
determine a remedy to resolve the situation.
Taking responsibility
Finally, working globally, as we are increasingly doing requires all of us to
change so let's become clear about what we as individuals can do to make
the whole process more transparent and accessible - regardless of the
cultural background of the team.
To get in touch with Richard Cook email him on: richardcook@globalexcellence.com