opinion 7


involve socialising outside work and regular communication. Some companies manage this effectively by building


on existing relationships, employing or channelling communication through a local manager or other employee who has existing, good networks in the other culture.


Attitudes towards time can also create issues across


different cultures. In certain societies time is regarded as something strictly limited, schedules are adhered to, agendas are set and followed, deadlines are applied and met. In others, there is a more fluid approach – again depending on the circumstances, what else comes up and who else has demands on your time. Hierarchy may also come in to play. Someone who is junior may arrive on time for a


meeting but you may be kept waiting indefinitely by someone who considers themselves your senior. Meetings and training sessions may be interrupted


by phone calls or by people coming in or going out. In an engineering context this can cause tension if one group has a more fixed attitude to time than the other. The complaint: ‘they never deliver when they say they will’ or: ‘they never meet the deadline,’ are some of the most frequently heard phrases on multi-national projects, usually with teams from one country blaming the team from the other country.


W


hen examined more deeply you find that what has been said in response to: ‘can you have that report on my desk by tomorrow,’ is something


like: “we will try our best to get it to you by then.” Experienced international managers learn to take that as: “I think it is highly unlikely I can do that.” If they really need it by the deadline, it is necessary


to expand further on how this can be achieved and how they can make it possible to get the report completed through providing extra resources, postponing other work or liaising with other managers or departments to help out.


Language and communication is also often a key


cultural issue. On multi-national projects engineers may be working in languages other than their own or be relying on interpreters, so this can sometimes create a barrier. One engineering project was held up in negotiations


over the budget because one side represented thousands of dollars with a dot (3.360) and the other used a comma (3,360). Religious and national beliefs and customs also need


to be considered. An international project involving an Indian multi-national, investing in the building of a plant in the Middle-East, was held up for months as the Hindu owners were uncomfortable with the ceremonial sacrifice of goats, followed by feasting, which local custom demanded before the project could begin.


Similarly, in Singapore, a major international engineering project was delayed as local engineers succumbed to a range of disorders and illnesses caused by the bad Feng Shui of the building. The project was put back on track after a Feng Shui master advised on counter-measures, such as artfully placed mirrors, water-features and plants. One dimension of culture that particularly affects


engineers is how tolerant a society is of change or risk. Japanese society, for example, is generally known to be very risk averse. When embarking on a project therefore, Japanese


engineers want to have every possible scenario and problem assessed with potential outcomes and procedures in place to handle them. This sometimes presents difficulties when dealing


with countries like Thailand or India, which are generally more flexible, open to change and more willing to take risks. Combined with a communication style which is


designed to maintain harmony and where people generally try not to upset ‘guests’ or people they regard as senior by giving them bad news, this can create situations where the Japanese become frustrated by what is perceived as ‘covering up’ potential problems. On the positive side, where teams are aware of, and make use of, these different cultural approaches a synergistic culture can arise. A combination of the ‘just do it’ approach with the


‘cover all bases and be prepared for any eventuality’ approach can be very productive and effective in moving a project forward. Harmony – or maintaining it – can be a big issue in


much of Asia, especially when linked with hierarchy. Not wanting to point out a mistake to someone senior – not wanting to stand out by volunteering an idea for example. When different nationalities work together there are


many cultural aspects to be considered and to learn all the unwritten rules of engagement with a culture that is not your own, may take a lifetime. Therefore, the key to successful engineering projects across cultures is to ensure relationships are strong.


Personal connections


Nurturing close personal connections, will create trust. Time taken to learn some cross-cultural skills will help create a deeper understanding between colleagues and will prevent common challenges arising. The resulting goodwill will help smooth any issues


that do occur. m


Joyce Jenkins is a Consultant with Farnham Castle International Briefing & Conference Centre, Farnham, Surrey, UK. www.farnhamcastle.com. Farnham Castle a leading cross-cultural training organisation specialising in communication and management briefings for every country in the world.


www.engineerlive.com


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