Categories: Leadership
I had the pleasure of presenting at the PMI Global Summit Series Europe event held in Barcelona on April 7–8th. My presentation, titled “Navigating Multicultural Dynamics in High-Performing Research Teams,” explored my perspectives on this crucial topic, drawn from years of experience in diverse research environments across Europe. Interestingly, the subject resonated strongly with project managers from various industrial sectors. This talk aimed to underscore the significance of cultivating cross-cultural competencies through practical guidelines that can empower both managers and team members to recognize and address cultural biases, ultimately enhancing team performance.
In today's interconnected world, many project teams operate within multicultural environments. My presentation addressed the critical question of how to leverage the richness of diverse teams while mitigating potential misunderstandings arising from cultural differences. The core problem lies in the often-unrecognized cultural biases that can impede communication, collaboration, and ultimately, team performance.
Key takeaways emphasized the importance of proactive strategies, including honing active listening skills to truly grasp varied viewpoints, embracing adaptability in the face of evolving cultural dynamics, and cultivating empathy to forge stronger cross-cultural bonds. Furthermore, the presentation underscored the need to strategically prepare for cross-cultural interactions to minimize friction and to foster a psychologically safe space where open communication and effective conflict resolution can thrive. These guidelines serve as a practical framework for enhancing collaboration and maximizing the potential of multicultural teams.
Q&A
Question: Your topic is very interesting, and I have the chance to work with a multicultural team. I really agree with your guidelines, as I already do what you have identified as takeaways. But the problem is that my team is not responding. What can I change to make them share?
Answer: Thank you for this insightful question. It's understandable that even when applying these guidelines, you might encounter initial reluctance from your team. Building a truly open and communicative environment takes time and consistent effort. As a manager, one powerful step is to lead by example by openly sharing your own vulnerabilities and thought processes. This can help your colleagues understand you better and foster a sense of reciprocity.
Furthermore, consider referencing established cultural frameworks. During my presentation, I mentioned several, including Hofstede's Cultural Dimensions, Lewis's Cultural Behavior Dimensions, and Earley & Ang's Cultural Intelligence. We could also consider Trompenaars's Model of National Culture Differences. Introducing these frameworks can provide a neutral and objective lens through which to discuss potential differences in communication styles and expectations.
Importantly, revisiting the guideline of fostering a safe psychological space is crucial here. If your team members don't feel secure and trusted, they will likely be hesitant to share their thoughts and ideas, perceiving any attempt to encourage participation as pressure. Building this trust takes time and consistent demonstration of respect, empathy, and active listening. It's a gradual process, but by consistently embodying these principles and perhaps gently introducing cultural frameworks as discussion points, you can encourage a more open and collaborative team dynamic over time.
Question: During your talk, you mentioned that you include cultural awareness as “pillars” for your methodology. But in reality, how do you start a conversation about cultural awareness?
Answer: That's a great practical question. Initiating a conversation about cultural awareness doesn't need to be a formal or intimidating process. Think of it as creating opportunities for subtle exploration and shared understanding.
For instance, you could start with simple, everyday scenarios. Imagine a team tradition like bringing breakfast on a specific day. Instead of assigning it, you might casually ask on the preceding day: "What kind of breakfast treats would you all enjoy? Anything you particularly like – sweet or savoury?" This seemingly small question can open a window into different cultural preferences and spark curiosity.
You could also weave in broader questions more organically, perhaps during a team coffee break: "Thinking about your previous roles, what were some of the communication challenges you faced?" or "Have you ever been surprised by a cultural difference in a work setting?" You might even gently ask: "Have you ever noticed any cultural biases – either in yourself or in others – in past experiences?"
The key is to build trust within the team. If individuals feel safe and respected, they will be more inclined to share their experiences and perspectives. Remember that cultural frameworks are valuable tools for understanding and predicting cross-cultural interactions and for minimizing potential friction. By fostering open dialogue and demonstrating genuine curiosity about each other's backgrounds, you can gradually cultivate a stronger sense of cultural awareness within your team.
Closing
I had a great time presenting at the PMI Global Summit Series Europe event in Barcelona, and I truly valued the engaging questions and discussions that followed. For those who couldn't attend or wish to revisit the presentation, the full recording will be available on demand through January 30, 2026. You can find more details and access the recordings by visiting Global Summit Series Europe 2025. I look forward to continuing this important conversation and connecting with you all!
