Where cultural differences might show in EU project management
In the daily work of a Project manager, there are different settings in which the cultural differences among international staff members or partners can become evident and have to be dealt with with special attention and care. We shall list the most evident ones derived from our experience.
The perception and view over the targeted beneficiaries, their needs to be addressed, and the response to be given. This is usually detected as of the design of the project relevance where we are asked to file the description of the need and the answers to be given to it. Asking partners to suggest their analysis and view over the target and its needs we acknowledge variances that we need to harmonise to describe a possible European dimension of the problem, a common way for a solution, and a shared recognition of impact.
Accordingly, the point of view with regards to the existing services for the target, the provisions, and the work methodology for beneficiaries which is very much based on the structural and infrastructural situation of national contexts usually plays a role in consortia. These cultural differences among partners are frequently used as the reason for building partnerships with entities from “more developed countries” over the addressed matter along with some participants from “less experienced countries” to justify also a transfer of innovation regarding the object of the project.
The communication among the different actors of a project, both during the design and implementation phases. We might have observed it during meetings (online or onsite), how emails are drafted, and how answers are edited. Clarity, formal expressions, politeness expressed, and etiquette shown might differ among members, and not every time we understand (or appreciate) how verbal/written communication is expressed in our working contexts.
The use of time and the notion of timeliness can differ among partners coming from diverse national environments. Issues like punctuality on appointments, promptness in reactions and feedback, responsiveness to problems or relevant project matters, speed of work implementation, scheduling appointments, and delivering meeting agendas represent many examples in which we, as project managers, are involved.
In several cases, the working methodology of the partnership requires a good understanding of how partners intend to operate over matters. Anyone might have run into different approaches, some more participative (thus requiring the engagement of all and more extended timing), others rather co-creative (demanding the inspired collaboration of all, which is certainly not everyone’s skill), some more executive (following orders and making sure the tasks are done as demanded by the coordinator), other rather on a step by step approach (where planning is not the main priority). The cultural attitude related to work also refers to how the different stakeholders, final beneficiaries, associates, and other potential actors shall be involved in the project completion.
As a consequence of cultural differences also the way the leadership of a project is conceived might differ. Coordinating projects and consortia demands a clear vision of how the role of leaders shall be acted and this is influenced by personal history and skills, organisational background, by national culture. Our leadership will be acted as directive, guidance, participatory, democratic, laisse faire, or any other style according to the blend of different cultures imprinted in the leading project manager.
And finally, the perception of quality in project deliveries might be influenced by our cultural background. Is quality related to the contents of a deliverable or does the visual graphic play also a significant role? Can one exist without the other, and according to which priority? Is timeliness and respect of deadlines an indicator of quality or delays are acceptable as long as the final result is addressing all the quality standards provided?
Methods of bridging cultural differences in project management.
In not very recent times, research has suggested different methods to properly address multicultural working methods. An interesting concept, we like to quote, is “crossvergence”, which is “all about fusing management practices of two or more cultures, so that a practice relevant to a heterogeneous culture can be assembled”. Project teams can provide all elements for an effective fusion of different project management practices: people from various countries and company cultures, enriched by different experiences and management theories, implemented by a team in different countries, with a wealthy mix of skills and beliefs (Binder, Jean Carlo, 2007, p. 40-42).
Hybridization is another concept of multicultural management, which can be defined as the use of a common body of knowledge, enhanced with selective parts of successful practices from the countries where the project is being implemented, or from the team members′ original culture.
From our personal/professional experience, there are four general attitudes in the framework for effective cross-cultural project management:
Learning the definition and different types of culture – the cultural differences exist across countries but are also influenced – as we mentioned – by a diversity of age, gender, regions, religions, and many other types of social groups. Putting oneself in the position of learning about others, already represents a good premise for effective transnational work and productive intercultural operations.
Understanding the cultural differences – use the cultural dimensions to know what differences to expect between people from different cultures. Employ a team-building exercise to identify how your team and colleagues view these differences. This can be enforced by constant open discussion, by exchange of views, and by acting a transparent communication among team members over differences.
Regarding cultural differences – keep the differences in mind when confronted with opposite views of the world. You must accept them and show respect for the different standpoints. This can be supported by focusing on the functional and positive part of the difference, by a non-prejudicial approach to different cultures, and by a position of open mindset in teamwork matters.
Enjoy the richness of a multicultural team. Remember that you can build on the differences to identify and mitigate risks, find alternative approaches and achieve the project objectives in better ways, and increase the level of innovation and quality of your project deliverables.
Practical tips to get acquainted with transcultural project management matters
PMs should remove the filters through which they see the world and seek more time in understanding other people’s behaviour and way of thinking, especially those that they work. Thus, allow yourself to be trained on intercultural matters and about working in multicultural teams. Attendance of intercultural workshops, especially those that are geared toward conflict resolution, is important for all PMs to better understand the composition of people within their transnational partnership. Companies should -once in a while- make it a point of duty or part of their routine either to send their PMs for external training in intercultural competence or invite consulting firms that specialize in this area of knowledge to their companies to carry out the training.
As a project manager ask yourself, frequently, some questions about cultural differences. You could take into consideration the following:
What is my knowledge and appreciation of peoples’ cultural backgrounds in this project partnership?
What are my possible prejudices about the ethnicities, nations, gender, and individuals represented in the consortium?
How do I plan to respect, appreciate, and give value to all the cultural aspects of the partnership during project implementation?
How will these people from different cultural backgrounds interact on the project?
What is the best way to handle communication, interaction, and participation among team who happens to come from different countries?
How do I think to resolve cross-cultural conflict among them?
How do I interact effectively with people in my team?
On the other side asking questions might be wise from the perspective of cultural understanding and respect. If, as project managers, we do not know how things are perceived by our foreign colleagues or how specific project activities might be welcome or acknowledged by the target or by stakeholders in the partners’ countries it is appropriate to take time for discussion. It is important to understand before taking further moves so as not to jeopardise the quality of the project deliveries or, in the worse scenario, a “diplomatic” case with colleagues or associate partners. daring to ask and discuss, to comprehend, is worth the effort.
Final thoughts
It is indeed a complex topic the one we have tried to unravel in this article. Perhaps further reflection is needed, and we would appreciate additional discussion and feedback. Till then, a sensible and smart approach to be adopted could be the one defined by the word “respect”. Being, ourselves, project managers living in a foreign country, thus dealing daily with intercultural matters, has taught us the style of empathy, which is putting as much as possible ourselves in the shoes of our counterparts. And if this is not easy to be understood, respect as a non-judgemental approach is the most loyal style befitting to a project manager.