AsiaLIFE

Discord of some level is inevitable in any workplace. Add in the challenges of working in a cross-cultural environment, and there’s even greater risk for misunderstandings and confrontations. Hans Andersson, general manager of Cross-Ways, explains how to build better working practices in Asia-based companies. Words by Seth Emmanuel Rinoza.

Relations between foreign management and Asian employees can be affected by invisible barriers we sometimes label as “fear,” “respect,” “inferiority” or “superiority.” These barriers are sometimes drawn deliberately, as an attempt to promote efficiency. However, in contrast to this tyrannical approach, individuals of different cultures are found to be best motivated when empowered.

At least, that’s the explanation of social anthropologist and cross-cultural communication expert Hans Andersson.

Andersson is the general manager of Cross-Ways, a European company that specialises in providing customised training programmes for multi-national organisations located in Asia. These programmes cover topics such as cross-cultural communication, consulting and coaching, and Cross-Ways has trained approximately 10,000 people of 57 different nationalities on how to effectively work and communicate with employees and peers in Western-owned companies. Clients include Fortune 500 businesses such as Chevron, Coca-Cola, General Motors and Procter & Gamble, as well as United Nations agencies amongst others.

Though Cross-Ways is headquartered in Thailand, Andersson recently arrived in Phnom Penh to conduct business research, interviewing Western managers and CEOs about their experiences working with Cambodian locals. According to Andersson, the majority of the Western businessmen he interviewed cited their employees’ lack of assertiveness as a major issue. Another point mentioned was employees’ reluctance to take initiative in performing their responsibilities.

Addressing gaps in expectations and understandings, Andersson explains that culture is a major factor to consider when looking for reasons behind workplace problems. He emphasises that the culture of an Asian nation differs distinctly from a general Western perspective, and that the company’s goal should be to eradicate the lines that separate the two in order to build good working relationships. “There’s nothing wrong with Cambodian values,” he says. “It’s just that there’s a mismatch between their values and Western values.”

Micromanagement, according to Andersson’s research, is commonly used by Western businessmen in managing their local subordinates. This method, however, proves inefficient, as the manager would have to observe and control every aspect of an operation.

“The headache for Westerners is that they’re here to build a business,” says Andersson. “And they cannot build the business because they are busy micromanaging people, giving instructions, repeating and trying again—babysitting people so to speak.” He suggests a management system that leans more on decentralisation and empowerment, motivating employees to work harder towards a common goal.

Cross-Ways’ objectives are to allow workers to see both what is required of them professionally and the opportunities that are available to them. A common misconception, according to Andersson, is that Cross-Ways is trying to alter people’s beliefs and unique characteristics. He counters that training sessions are designed to open eyes, not enforce change. He adds that Western managers play a vital role in applying the concept of improving cross-cultural communication, as they must facilitate the whole process in order for it to take effect positively.

Training sessions include a two-day workshop where a case is presented and participants (both foreign and local) are given the chance to present their proposed solutions. This promotes a comparison that highlights the pros and cons of participants’ respective decisions on how to resolve a common issue. This will also encourage the sharing of ideas and the development of a mutual understanding between different people, thus decreasing—if not eliminating—cultural communication barriers.

Building relationships, strengthening motivations, identifying needs, opening doors, breaking cultural communication barriers and maximising efficiency. These are just some of the objectives set by Cross-Ways. Where cultures intersect, here is one company that aims to build bridges.

For more information about Cross-Ways, see crossways.com.