An organization’s culture may be different from the cultures of some employees from other countries. Expression of these cultural differences on the job can lead to misunderstandings, conflict, and discrimination charges. Here are a few suggestions for lessening the probability of such complaints. The following is an example of the potential of cultural differences to lead to conflict.
Asians, Hispanics, and some Europeans may not initiate tasks without specific instruction because this is considered a challenge to the supervisor’s authority. American supervisors may view this perceived lack of initiative as laziness or lack of self-confidence. In this situation, it may be helpful to work with an informal group leader of the employees’ culture or with a community agency representing the employees’ culture group. They can help explain to the employee the American way of doing things. Using a group leader or cultural organization as a resource communicates the supervisor’s respect for the culture. It will help in getting the job done. Be mindful that terminology used by a cultural group may have different meanings and may create misunderstandings depending on the speakers and the listener’s cultural perspectives. In those situations, it might be helpful to employ informational feedback that requires restating in the listeners own words what the speaker has said and the listener uses to show that she understands what is being conveyed. “Cultural myopia” is a belief that one’s particular culture is appropriate in all situations and relevant to all others. It can lead to conflict. Another concept that can trigger conflict is, “ethnocentrism”.
Ethnocentrism is looking at and valuing situations only from your cultural or ethnic perspective, and all other perspectives are scaled and rated with reference to it. Everyone is ethnocentric to a degree but being aware that you are is the beginning of appreciating and valuing other perspectives and reducing the potential for conflict.
Communicating stereotypes about anyone or the cultural group they belong to can and will eventually result in conflicts with members of that group. This is true even if one is communicating with one’s own cultural identity group. In work settings, those stereotypical comments tend to find their way to members of the other cultural groups and create barriers and unnecessary conflict with others. Be mindful of any stereotypes you may spread and stop spreading them. If others are expressing stereotypes to you in a work group, one way to stop them is simply to confront them with a statement that what they said is a stereotype. You can helpfully point out that their assessment does not ring true for the whole group or individuals in that group. You can tell them that you would appreciate it if they would deal with each group member as in individual first.
Increasing the quality and frequency of your communications with others from different cultural, ethnic, religious, etc. perspectives are a huge key to reducing the potential of cross-cultural conflict. We have to be mindful that our initial encounters with others who are different is usually filled with anxiety and that this is a common reaction. We can use the energy of that anxiety to begin to open communication with others thereby reducing our and their anxiety and the potential for cross-cultural conflict. Remaining open-minded and flexible in our contact with others will be helpful in building supportive bridges to other cultures. Bear in mind that becoming culturally competent is a long-term process, so we should refrain from being hard on ourselves if we happen make some unintentional mistakes along the path.