Article: Global Diversity Tips

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Global Diversity Tips

Part two of the global diversity newsletter
September 2006

global diversity and globalization of business

While there are many resources on cultural social customs, etiquette, and rules, I'd like to present some ideas that don't make the books. For me they are just a few of the many unspoken realities to keep in mind as you go global.

1. Just because you've traveled to countries around the world doesn't mean you "know" what makes a country tick. At our quarterly meeting, we did a simple exercise. We put up a world map and used different-colored pins to identify places where we were born or had worked or visited. We were impressed with how many of us had traveled far and wide, but when it came down to what we actually knew about a country, not to mention how to design training for employees there, it was clear that we didn't have a real depth of knowledge. We heard about fascinating foods, like fried ants, and amazing experiences like visiting temples and ruins, but these were merely events. It was only after hearing from the people who were born and raised in Africa, Japan, Brazil, Canada, and other parts of the world that we learned about the beliefs and values of the native people. They are our real country-specific subject matter experts. Do you know who your country-specific resources are? Are you using them? Learning from them? If you don't have this expertise within the organization, there are many international groups that can help you. Check out www.sietarinternational.org or the international press.

2. What works in the United States may not reflect the voice of other countries. Think about all the assumptions we make in diversity/inclusion training. For example, we say people have biases and we need to talk about our similarities and differences in order to build respect and trust. These concepts are value-laden and potentially contrary to the values of other countries. Our U.S.-based activities assume people will speak up, speak out, and acknowledge their weaknesses and blind spots. In many countries, with belief systems different from ours, to do so would cause people to lose face. While there are universal concepts that your company wants and needs to transfer to international locations, they need to be localized to each particular region of the world. We are localizing our programs in terms of the activities we use, the appropriate level of interactivity we expect, and our use of language and terminology. For example, Change Agent is not a universal term. We also have country-specific experts helping us design and deliver our programs.

3. Maps are important tools and globes are even better. One night we were trying to figure out how far it was from Bangalore to Taiwan. All I had in my office was a small globe that my grandson uses as a ball when he comes to visit. We couldn't find the exact locations, but it looked like they were too far apart to make our tight travel schedule work. We then started searching on the Web for a decent map. Have you tried this? It is not as easy as you think. Some have only a few cities identified, others are distorted, and most world maps still make North America look bigger than it is. Even when I think I know where something is (I taught geography to elementary kids in another lifetime), I find that country names have changed, as have boundaries. Have you studied a map of the former Soviet Union lately? We all need to refresh our world geography and get detailed maps, and, despite the fact that some say the world is flat, we need big globes.

4. Plan on making international conference calls in your pajamas. A common question you might get from employees who work in other parts of the world is, "Why are we the ones who have to get up in the middle of the night for conference calls?" World time zones can be challenging when you are trying to bring an international group together. But why are people in other countries far better than U.S. citizens at adapting to the world clock? Americans have difficulty remembering the difference between Pacific time, Central time, and Eastern time, let alone being able to figure out when to call a colleague in Frankfurt during the workday. I have been using the website timeanddate.com to check on time zones. My main point is that the challenge of working around and within worldwide time zones needs to be shared. U.S. citizens who work with global colleagues need to get up in the middle of the night too—in the spirit of teamwork. Oh yes, speaking of international calls, does it sometimes feel like by the time everyone checks in, people start checking out? And it seems someone always has a bad connection or is in a noisy airport. We may need to adopt some etiquette around this challenge.

5. Spend time internally helping stakeholders understand what they need to know about global knowledge transfer before you are in the middle of it. Be informed, be proactive, and debunk the notion that what works in the United States works everywhere. Taking a step back in order to move forward effectively is well worth it. Transferring information and knowledge to those around the world requires an understanding of cultural norms, communication patterns, learning styles, and a lot more. There are many books on the subject, but reading them without practical application to a real situation allows you to deny the relevance of the information they provide. I recommend using one or more of the many experts in the field available for hire. But in doing so, go beyond those who languish in cross-cultural competency or simulation games that reveal the obvious. While there are some who need this basic information, if you are serious about learning (as Thomas Friedman describes in the quote included here), then look to country-specific experts. Find individuals who live or have lived in the country to save you from mistakes, embarrassments, and wasted time and resources. Experts can help you chart a roadmap to building successful partnerships around the globe.

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