Clashes between different cultures in the workplace

If the implicit expectations are not met, people will feel discontent. This discontent can be expressed in a number of different ways, and the communicative practices used may range from more conflict-oriented strategies to more solution-oriented approaches.

Such communicative practices represent a form of moral communication, also referred to as moralising. As a rule, when implicit expectations are not fulfilled, team members need to engage in moral communication and negotiate the behavioural and communicative norms that lead to divergent expectations.

By doing this, team members can talk the problematic issues through until consensus is reached and thus avoid long-term tensions and conflicts. The ways in which people engage in moral communication may vary across cultures and, therefore, team leaders need to be aware of different communicative practices of negotiating norms at work. In our research, we have investigated cultural differences and culture-specific communicative practices that are used to deal with failures in the workplace.

The identified communicative practices point to the culture-specific ways in which interpersonal relationships are conceptualised in the workplace. In addition, our findings reveal different ways of managing rapport, or in other words, of constructing and maintaining harmony in workplace interactions across cultures.

The culture-specific rapport management strategies should not be taken at their face value but simply viewed as conventionalised ways of dealing with conflictual issues. Awareness of such differences, however, is crucial in linguistically and culturally diverse workplaces and thus in most workplaces in a globalised world. Discourse scenarios We designed discourse scenarios in which participants from different speech communities French, German in Austria and German in Germany, Polish and Russian had to specify how they would act in a given situation in the role of a team leader.

According to the discourse scenarios, an employee failed to meet a particular expectation in the workplace. In one situation, for example, a team member has not completed the assigned task on time and this threatened to derail the whole project. The elicited responses illustrate how these conflictual issues are conventionally settled in the given speech communities. By doing this, the team leader tries to avoid any kind of direct confrontation and the critical incident can only be inferred from the context of the message.

This allows the team member to maintain their professional image even in critical situations and in light of their mistake. This way of conceptualising interpersonal relationship at work enables superiors to commit actions that threaten the professional image of an employee.

We also found that team leaders across cultures tend to adopt a solution-oriented approach. However, we observed cultural differences in the conflict resolution strategies the research participants preferred. They, for example, asked the team member to complete the assigned task right away or gave them very clear and detailed instructions on how to proceed if that is not possible. The French respondents adopted a similar approach and clearly defined the ways in which the problem should be solved.

Both speakers of Slavic languages and French speakers resorted to completely different strategies than the German-speaking research participants. The Austrian and German respondents adopted a rather democratic and egalitarian approach and suggested finding a solution to the problem together with the team member e. You may have read culture clash articles that describe conflict based upon workplace diversity.

Cultural clashes in American society are usually rooted in lack of understanding and communication. A article in Frontiers in Psychology emphasizes that culture clashes are rooted in the friction that comes from different ways of thinking, feeling and behaving. Consider the categories and causes of culture clash as you strive to be a team player.

Consider the Gender Divide Gender-based clashes cannot be left out of cultural conflict examples. Men and women often approach work from different perspectives. Women may be more focused on relationship building and often, men focus on tasks or transactional work issues.

For example, a man may want to get right down to business at a meeting and a woman may prefer to check-in with everyone to get a pulse check on the group. You may not include gender differences in a culture clash definition, but companies realize the importance of the matter. According to the Society for Human Resource Managemen t, 98 percent of companies invest in gender-diversity training and programs.

Communication Differences Lead to Conflict Communication clashes are inevitable when a wide variety of people come together in a workplace. Personality differences can cause friction and even lead to bullying or a dysfunctional work environment. Often conflict comes from a lack of communication on key tasks, goals and outcomes. Similarly, communication differences in different racial groups. For example, some cultures may feel that direct eye contact is disrespectful and others may rely upon it.

When two or more people work together, the approach to creating new ideas and implementation may be vastly different. For example, one employee may want to jump into timeline planning and task management, and the other may want to dream and scheme before considering timelines.

This culture clash can cause frustration and stress.

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