Six key competencies for working

across cultures

Working in a multicultural context means that the manager is faced

with a whole set of different behaviors, values, mindsets, working
approaches and languages. How can the manager effectively work in
this context? The answer can be found in a set of key competencies
which are essential for successfully working across borders.

Recognizing and dealing with culture clash

There are five interrelated and by no means mutually exclusive procedures you can use.
When faced with difference, we pass through a number of emotional reactions involving curiosity, surprise, shock,
injustice, anger or derision. Because we are used to our own set of cultural values and behavior, our judgment
tends to conclude that a foreign culture is either wrong or simplistic. This is culture clash.

Reactions to culture clash

Feelings of irritation, frustration or even anger often overcome an initial sense of curiosity and interest in culturally
different team members. It occurs most noticeably when relocating to an unfamiliar country, though the symptoms
of culture shock can be felt even when a person is moved from a domestic to an international role.
These emotional reactions appear in 5 areas:

Anxiety
Feeling anxious because you don’t know if your behavior is appropriate.

Disconfirmed expectations
Being upset not because a situation is bad in itself, but rather because it isn’t what you’ve expected.

Exclusion
Feeling like an ‘outsider’ because you are not part of the ‘in-group.’

Ambiguity
Continually being confronted with situations where you are not sure what the right thing to do is.

Confrontation with one’s prejudices

Being unpleasantly surprised by how negative you can feel about the strangers around you.

Dealing with culture shock

Understanding from different perspectives
this enables us to make sense of the logic behind the different priorities, approaches and behaviors of our culturally
different counterparts. It is an inability to make sense of others’ actions and words which lead us to have an
emotional response.

Emotional management
Managing our emotional reactions helps us cope with the stress of international work.

The contents of this page are the property of CrossKnowledge.

1/
Any reproduction or representation for non-private use is strictly forbidden. 3
Adaptation
We can consciously focus on adapting to our international counterparts and reconciling their needs with our
own without losing sight of our original objectives.

Modifying our view of ourselves

Adaptation requires a modification of our own view of ourselves. We need to see our adaptation as simply
alternative (and non-threatening) ways to achieve our original goals.

Key skills and competencies

A set of key skills and competencies are required for effectively working across cultures. These are divided into
6 key competency areas.

Openness
New thinking
Being receptive to new ideas, the manager typically seeks to extend his or her understanding into new and
unfamiliar fields.

Welcoming strangers
Enthusiasm to initiate contact and build relationships with new people, including those who have different
values and perceptions to themselves.

Accepting
Tolerating and also positively welcoming behavior that is different from our own.

Flexibility
Flexible behavior
Openness and flexibility toward the way others see the world. The manager adapts easily to a range of different
social and cultural situations and has learned, or is willing to learn, a wider range of behavior patterns.

Flexible judgment
Avoiding coming to quick and definitive conclusions about the new people and situations we encounter.

Learning languages
Being motivated to learn and use the specific languages of important business contacts, over and beyond the
lingua franca in which they conduct everyday business activities.

Personal autonomy
Inner purpose
Holding strong personal values and beliefs that provide consistency when dealing with unfamiliar situations or
when facing pressures that question judgment.

Focus on goals
Pushing forward and staying strong and focused in stressful, unfamiliar circumstances. A high degree of
persistence in achieving projects and tasks is demonstrated, regardless of pressures to compromise and
distractions on the way.

The contents of this page are the property of CrossKnowledge.

2/
Any reproduction or representation for non-private use is strictly forbidden. 3
Emotional strength
Resilience
The ability to overcome any embarrassment, criticism or negative feedback. Having an optimistic approach to
life and tending to ‘bounce back’ when things go wrong.

Spirit of adventure
The readiness to seek out variety, change and stimulation in life, and avoid safe and predictable environments.

Influencing
Rapport
Building relationships in a variety of contexts. Managers put a premium on choosing verbal and non-verbal
behaviors that are comfortable for international counterparts, and in this way building a sense of “we.”

Range of styles
Having a variety of means for influencing people across a range of international contexts.

Cultural knowledge
Valuing differences
Being interested in working with colleagues and partners from diverse backgrounds. Here, we are sensitive to
how different people see the world.
The manager should determine in which areas he places least and most emphasis and to subsequently draw up an
action plan for those areas requiring improvement.

The contents of this page are the property of CrossKnowledge.

3/
Any reproduction or representation for non-private use is strictly forbidden. 3