What is that we are discussing?
Some of the problems that multi-cultural virtual teams or even co-located teams experience include: time delays in replies, lack of synergy among cross-cultural team members, communications breakdowns, unresolved conflicts among members, limited hours allowed to be worked and different holidays (happens with virtual teams). All of the above lead to bad productivity and finally a loss to the organization and the customer (eventually to the society at large).
What is a cultural debt?
Cross-cultural teams can have their fair share of problems once the novelty of interacting with new people fades. From simple issues like understanding language idioms to more complex work culture issues, there is scope of a varied set of unique problems. Global organizations are transferring people increasingly to other countries which creates cultural diversity within work teams. Though teams are now an accepted form of planning, strategizing and operation, team based management techniques are still evolving world over and when you introduce the additional element of cultural diversity, it throws a whole new spanner in the works!
Problems are further complicated by the Management
A major problem is the way the scrum team is structured and organized. We have seen in recent past that team members are spread across geographical location across the country / globe. Distributed teams have different needs and requirements, but somehow, all of us believe, think and apply the same approaches as we would do it with the local teams (can we agree that even local teams are badly managed)
Managing the virtual team is a task in itself. Scrum Masters must be aware of particular issues in order to avoid any potential problems / conflicts. In building the virtual teams, Scrum Master must be able to understand the diversity in international cultures so that understanding the trait is a success. If there is trust within a team, communication becomes simpler. Scrum Masters must ensure that all parties in the virtual team can participate and benefit from the interaction. Some individuals need guidance and direction while others are more independent. E.g. part of the development is from Japan (a country who believes in working in teams and don’t seem to mind being directed and pushed). And if the other part of the team is in US , then it will be common to go an extra mile alone and without seeking support from team. This is important to remember when managing virtual teams
Potential Problems Areas in Cross Cultural Teams:
Communication, Language and Expression
The quality of communication is a key concern in cross cultural teams. Everybody could be speaking English, but certain forms of slang or colloquialisms may not be clearly understood leading to misinterpretations. Teamwork is a collective effort and all the players must fully understand the direction that the discussion is taking. Misinterpretations can be kept to a minimum if everybody aims for clarity, otherwise team effectiveness is bound to suffer. To prevent problems associated with miscommunication, team members must be encouraged to check with each other for clarity either through paraphrasing or by asking questions. Paraphrasing basically involves restating a point and then asking – “Is that what you meant?”
Communication problems are particularly significant in cross cultural ‘virtual’ teams. Here is an example of two kinds of problems with virtual teams:
- The international virtual team that typically interacts across continents and countries, to collaborate on a common task. This is almost always a cross cultural team.
- Virtual teams within the same country or city when a part of the team opts for telecommuting – they use email and other forms of telecommunication technologies to coordinate work.
Both types of teams will work on a project without regular face-to-face interaction, and therefore have to make their written email communication and telephone conversations as clear as possible. They also have to develop a work ethic of prompt response to queries, if this is not forthcoming it can be a little unnerving and there is no chance of you dropping by the office of your team colleague to discuss the issue.
In the global virtual team with its cross cultural mix of people, it should be expected that some amount of ambiguity is bound to creep in. Care has to be taken with wordings especially when there is disagreement on an issue. Even mildly sarcastic comments meant as a joke can be misinterpreted by a team member in another country and cause a conflict.
Information gaps are another problem area for the virtual cross cultural team. Everybody must be on the same wave length as far as information and data goes. These teams can greatly benefit from ‘Groupware’ software, a relatively recent concept in networking using multi-user technology. This kind of software allows access to a shared database, provides email services, allows sharing of work files, allows online chats, scheduling, and tracking of joint projects. Companies are paying a lot of attention to the use of the right technology to make communication and collaboration among virtual teams effective.
The other issue with international virtual teams is decision making. Decision making is a team activity and given the time zone differences, the team has to find a mutually agreeable time band for direct communication through conference calls or video conferencing. If there is a great deal of divergence and disagreement on the right course of action to be adopted, then a stalemate may be reached. The team may need to follow up with lots of explanatory emails and calls before they reach a consensus.
Work styles and approaches may also vary when a team has a cross-cultural mix of individuals. Some work cultures foster individual thinking and offer rewards for individual contributions– like the American’s for instance. In some work cultures people are uncomfortable with independence on the job and prefer to be tied to the apron strings of the boss in decision making! When your team has a mix of styles, the individualistic team members may prove to be aggressive team players while the not-so-individualistic ones may merge into the team and outwardly seem to contribute very little to the team process. It is important to draw out and get the best out of all the team members despite the differences in personality types.
There are concerns that a section of the team that has a certain cultural similarity or homogeneity may attempt to dominate the team process and overrule the rest of the team. The dominant group within the team may try to swing decisions towards a direction that they are comfortable with. This can create a frustrating environment for the rest of the team.
Motivators and Expectations from the Job
Motivators are basically the factors that indicate the things that make a person tick in a business and team environment. Team leaders who handle cross-cultural teams usually find that the factors that motivate each team member vary. It is essential to make the effort to gauge individual motivators in order to encourage and motivate each team member to excel at their roles. In the absence of the right stimulus, the individuals may lack the enthusiasm and drive necessary to perform their role within the team
Making it Work
Cross cultural teamwork is going to increase as businesses expand on a more global scale meaning that people from diverse backgrounds interact on a regular basis as a team. Many large corporations have clients with whom they work across multiple countries and these clients look for integrated global solutions. In such a scenario the cross cultural team has a definite advantage in being able to understand the needs of their clients better.
The key to making the multi-cultural team work well, is focusing on the objectives of the team. The objective is the team output that a cross cultural team can potentially deliver. Team output is usually better when there is diversity of experience among the team players. This applies to any team output, whether or not multi-cultural. The chances of drawing out innovative thinking gets amplified when there is diversity. This is the factor that works in favor of cross cultural teams.
The problems and conflicts are certainly going to be there just as one would have conflicts and problems within teams who belong to the same market. Pre-emptive measures in areas like communication, information sharing, motivation drivers, and group dynamics are called for to assist in the cross-cultural team process. The goal should be to try and build on the strengths of such cross-cultural teams, minimize conflicts, and diffuse the occasional miscommunication that diversity creates.
DiSC – An approach to create the right team balance
Use DiSC profiling an approach to select the team and its members, It is an important element to understand that Agile / Scrum would work not on plans, but on “TEAM CHEMISTRY”. Organizations need to invest to reap the benefits.
Not having the right team and members with a right mind-set would not help the cause of the Agile or the organization trying to adopt / implement the new thought process.
DiSC profile is a non-judgmental tool used for discussion of people’s behavioral differences. The DiSC model provides a common language that people can use to better understand themselves and adapt their behaviors with others – within a work team
DiSC profiles help you and your team:
- Increase one’s self-knowledge: how one responds to conflict, what motivates? what causes stress and how do we solve problems?
- Improve working relationships by recognizing the communication needs of team members
- Facilitate better teamwork and minimize team conflict
- Develop stronger negotiating skills by identifying and responding to customer styles
- Manage more effectively by understanding the dispositions and priorities of employees and team members
- Become more self-knowledgeable, well-rounded and effective leaders
What does DiSC stand for? What do the letters mean
Last but not the least …. If you want to win a lottery (read as … better agile adoption and transformation), you would have to buy a lottery ticket (read as … invest in team building, getting the right people, good infrastructure, education, awareness and Leadership aligned to the agile thought process)