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Hi, nice to see you. It's Friday evening, 6 p.m., so I think we all have something in common: we are all nerds because come on, it's a Friday evening and we are at a conference. As you can see, it's quite obvious I'm wearing a turtleneck. One of my biggest nerdy accomplishments is that I met my husband during a conference, so try to beat that! Today we are going to talk about international cooperation.
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I believe that probably all of you work in international teams. Some of you might also not be locals, not be Polish. Raise your hands, please, if you came here from abroad. Okay, so we have a mixed team here, which is nice! Now, why this topic? Well, let me share how it all started a few years ago.
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I was a biology graduate; I didn't study computer science and had not much to do with it at all. I used some statistics during my university course and learned some basic things. Fast forward a few years later, and here I am, at a conference, working as a quality assurance engineer in a large international company. It all started when I picked French as my second language in high school. I always enjoyed learning foreign languages, so I learned English and French, and my passion for languages led me to my first job as a software tester in a French-speaking team.
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Since then, I've been working with people from various countries in a few companies. However, there was a short period when I worked in a Polish team, and it was quite boring because it wasn't challenging enough. I think international cooperation can be really difficult at times, but it is also fascinating and I love it! I would like to share some thoughts with you today.
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We have one hour, but the talk will probably be shorter, so don't worry; there will be plenty of time for the party or discussion. Now, here’s a photo of me at work in Paris. I know it's of bad quality, but I didn't have a good smartphone at that time. Let's reflect on whether our office is a global village.
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What do you think when I say the word 'village'? You might have a picture in your mind, but in general, the term 'global village' seems like an oxymoron. 'Global' implies encompassing the entire earth, while 'village' suggests a small place with a uniform group of people who share the same customs and traditions. So how can we say it’s global? When I think of a global village, I envision a chain store that sells furniture all over the world, and probably everyone has some item from there.
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This store has branches in many countries, selling the same products, and even the architecture, store style, and food are similar. People everywhere can find the same items there, which is a great example of globalization. Some individuals might even visit these stores not to shop, but rather to enjoy familiar foods, like meatballs, or to wander around and get lost in the labyrinth—which is a bit strange to me, but oh well.
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If you enjoy traveling, you might find yourself at the other end of the world, tired after a long flight, and what do you find at your Airbnb? Probably the most famous glass in the world, which might evoke nostalgia because you have the same glass at home or work. Many companies aspire to have global offices, and if you look at their designs, you’ll notice that they often look the same.
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If you go to an office in, let’s say, a city in Poland, and the same company has an office in London, chances are everything looks identical. They even ship the furniture! But is this really valid? Sure, you can buy the same items, but is it just a facade, or is it genuinely global? Since you are all probably working or have worked in international teams, I’m sure you know that it’s not that easy and various issues can arise.
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We might encounter several obvious issues, such as time zones. If you are based in Poland and work with the States, that might be a bit challenging. For instance, some people in Poland may need to work evenings for meetings, which isn’t so terrible. However, imagine living in the States and working with people in India; I knew a developer who worked that way. He would work at night and sleep during the day—he was a night owl, but not everyone can manage that. Even if you’re in the same time zone, differences in work and lunch hours can create difficulties.
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Let’s take the example of Poland and France. If you’re working with French colleagues, you may find it challenging. Polish people usually start work at 7 or 8 a.m. and finish by 4 p.m., but the French typically begin at 9 or 10 a.m., take a two-hour lunch, and return to work until about 6 or even 7 p.m. This discrepancy can create scheduling conflicts for meetings.
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Imagine trying to schedule a meeting when all the Polish colleagues are ready to talk but the French are out for lunch. Then, after the French come back from lunch and coffee, the Polish people are already leaving for the day since it’s past 3 p.m. This can be quite problematic. Communication can also present challenges; I’ve heard from French colleagues that they find it unhealthy if you only eat a sandwich or salad and then have a big dinner after 4 p.m. It’s a significant cultural difference.
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Working remotely became quite common during the pandemic, and even before that, remote teams often struggle to meet regularly. Even if you are a fan of remote work—like I am—there are challenges. You miss out on seeing people’s facial expressions. Sometimes you see them via camera, but it’s just not the same; you don’t receive many non-verbal cues. When you visit an office and meet people from other nationalities, you can learn those non-verbal signals quite quickly, but in remote work, you might never get that opportunity and may not interpret some signals properly.
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Another aspect that might not seem obvious is the work and promotion rules within companies. Larger corporations, for example, often have headquarters in Western Europe and outsource work to Eastern or Central Europe. The problem arises when most management and research and development is left in the main country while aspects like help desks and maintenance are outsourced. As a result, you might have a motivated team in one office, eager for promotion, but they find themselves stuck because there’s no real path for advancement.
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Employment conditions can also cause issues. If a company decides to open an office in another country without proper preparation, it might struggle to find good employees or teams if they don’t understand the local market standards, including salaries and employment perks. Often, they are not open to learning about cultural differences. While we can identify some problems, others are harder to grasp. For instance, I had a French project manager, and we faced many communication difficulties.
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It seemed like she didn’t understand our needs as the QA team. We spoke the same language, but we weren’t on the same page. Initially, we thought she was just a difficult person to cooperate with. Eventually, we traveled to Paris to meet her, and after our first hour-long discussion face-to-face, it felt like a breakthrough. Our cooperation improved significantly, and we started to hear each other much clearer after spending several days there. Eye-to-eye contact and small interactions, like having coffee together, played a crucial role.
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Even as a fan of remote work, I believe such business trips are essential for fostering cooperation. Now, let’s assume we know it's beneficial to meet in person, and we have traveled to meet our team. What else can we do? Let’s consider a thought experiment regarding perception. Imagine there is a water tank in front of you—what do you see inside? Most people from Europe or the States would likely focus on the biggest fish.
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This is a classic psychological experiment that shows differences in observational focus. Western cultures focus on the main subjects while Eastern cultures—particularly in Asia—tend to consider the background and other details. This difference in observation extends beyond images to various aspects of decision-making and values, such as individualism versus collectivism. Asian cultures tend to be more collective, while we Europeans and Americans emphasize individualism.
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Moreover, there are differences in how cultures view hierarchy and equality. Many Asian cultures have more hierarchical structures, whereas in European cultures, what is valued is equality—where essentially, you work alongside your manager. For example, in countries like India, hierarchy is prevalent, and I met a European manager who expressed frustration with team members from that country, expecting them to take more initiative when, in fact, they were simply being respectful. This underscores the need for mutual understanding to improve collaboration.
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Competition can also vary across cultures. Some cultures might be more competitive, while others are more cooperative. Getting to know the cultural values and norms means that you become closer to being effective in your international role. However, it’s important to recognize that speaking English does not imply that we understand each other fully.
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We can share the same words but carry different meanings. For example, certain English phrases may have drastically different interpretations across cultures. Imagine a British person saying with all due respect and what follows can be crucial. Many people might take it as, 'he is listening and respects me.' Still, in British culture, it might mean, 'I think you are wrong.' Even simple phrases can harbor subtleties that are often unrecognized by non-native speakers.
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There’s also the challenge of understanding idiomatic expressions and slang. When I previously polled an audience about their preference for native speakers versus a fully international environment, opinions varied. People recognized both options had their pros and cons. Interacting with native speakers can help learners acquire a better accent and sophisticated vocabulary and grammar; however, interactions may include slang that non-native speakers don’t understand.
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Conversely, working in an international context can lead to clearer, more concise communication, as both parties are likely to avoid emotional and cultural nuances that can complicate conversations. Reducing these layers of communication could make interactions smoother. The challenge remains that there is no one-size-fits-all solution to forming your team.
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While it’s not strictly an issue exclusive to international communication, abbreviations can lead to misunderstandings. For instance, the confusion created by a message filled with acronyms can leave recipients flustered. An example might read: 'This doesn’t look like BAU. What is the POC and ETA for the fix? Find the RCA ASAP. Will it be up by EOD?' This complexity can cause frustration, especially when people are unfamiliar with these terms.
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To clarify, the message actually translates to: 'This doesn’t look like business as usual. What is the point of contact and the estimated time of arrival for the fix? Find the root cause as soon as possible. Will it be up by the end of the day?' This phrase's artificiality highlights that while abbreviations can optimize communication, avoiding excessive reliance on them is beneficial.
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Another helpful practice is to simplify your initial messages. Instead of starting with small talk, you might begin with: 'Hi, I'm writing to you about...' This approach can be more efficient, and if everyone adopts this practice, it can streamline communication.
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Besides learning about different cultures, managers should introduce trainings that encourage employees to adopt universal communication methods. An example could be non-violent communication (NVC), which introduces rules for articulating intentions and emotions. This can improve efficiency and understanding on an international scale.
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To summarize, we’ve discussed the importance of meeting our teams, learning about cultural values, and adopting common means of communication. By implementing some basic rules, we can create a truly international environment—a global office—that enhances our professional lives. I recently discovered a book that covers significant aspects of international collaboration. If you're interested in reading just one book on being effective in this area, I highly recommend it.
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The author of this book has some great YouTube videos that further explore these topics. That’s all I have for now, and if you have any questions or thoughts, we can discuss.
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Any questions? Okay, there’s one.
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Hey, I actually have a question related to what you mentioned earlier about language differences and direct versus indirect communication, especially about British versus Dutch interactions. I work for an Asian company and have noticed a significant diversity in directness across cultures. What are your tips to reduce the burden of differences when communicating with teams from such varying backgrounds?
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That's a common issue. One solution is to set up a communication contract when you begin cooperation. Discuss the rules you'll be using upfront so everyone understands the communication style. I recall an example where a French woman working in the States received feedback. While her American manager intended to give constructive criticism, he wrapped it around many positive statements, leading her to believe she was performing well when that wasn’t the case. Establishing context in feedback discussions is crucial.
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Teaching team members about cultural values can also make a significant difference. For instance, knowing that some cultures value directness while others prefer a gentler approach can help set expectations. Unfortunately, many companies neglect to provide cultural training, leaving teams to navigate these differences on their own.
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I have another story related to this topic. Many Polish people in our company use ChatGPT to create messages to clients or with co-workers. When addressing connections with programmers from other firms, our communication can sometimes lack warmth. So, we draft our messages in Polish, then ask ChatGPT to help rephrase them in a way suitable for a programmer from, say, Denmark. I’d love your thoughts on whether you find this to be a useful strategy.
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That sounds like an innovative approach. However, while ChatGPT might help refine messages, it can also lead to artificial communication. Sometimes, AI-generated text may not fully capture human emotion, so it's essential to balance technology with personal touch. Also, individuals from other cultures might have unique phrasing styles that come across as stiff or too formal, again stressing the need for understanding each communicative style.
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You might be surprised by the story of the feedback from an American individual, often considered more direct than their British counterparts. The challenge lies in hidden complexities; while Americans may appear upfront initially, as cooperation develops, misunderstandings can arise. There is a term describing this dynamic—it refers to cultures like coconuts and peaches, where the former may seem less approachable initially but are more direct once you penetrate their exterior, compared to peaches that appear easy to contact at first but may hide complexities.
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Navigating these subtle differences in communication can be challenging, especially as cultures interact variably. Generalizations about nations being direct or indirect can be misleading; each individual interaction might be unique based on personal experiences. This is why assessing each new cultural experience is critical for effective collaborations.
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Thank you all for your attention!