The growing need for international teams to meet
the challenges of globalisation have been well documented. The descriptions
in this book of what happens these teams is based on in-depth video
and investigative research into over fifty international teams in
more than twenty multinational companies, mainly based in Western
Europe, Northern America and East and South East Asia.
Our approach is one of developing an organisational
capability to use international teams to respond effectively across
cultures and distances. To do this we have found it best to use structured
interventions and proactive faciliation over the whole life cycle
of the team. Team members can then become facilitators of future teams.
We have also found that senior management, sponsors,
and human resource specialists need just as much feedback and coaching
on how their current systems, actions or inaction help or hinder international
teams. Thus word systemic also reflects the fact that no international
team stands alone. A team is embedded in the organisational culture(s)
and context(s) that it is created to serve. As such, most of the organisation
will need to transform its mindset, practices and support mechanisms.
The first section of the book focuses on what a team
leaders and member needs to know and do within the team to make it
effective. The second half of the book focuses what support the surrounding
organisation could be giving.
Synopsis
Chapter one: International teams in the current
scheme of things
This chapter takes a broad look at where international
teams are in the current scheme of things. It defines an international
team, looks at why there are more of them and what differentiates
them from teams and globalisation in general. It then explores briefly
the added complexities in these team and the need for great attention
to internal team dynamics. After giving a sample of what it is like
to be in these teams, we focus on the needs of the team leader.
Section one. Successful participation in
International teams
Chapter two: Know your team
This chapter is an in-depth resource chapter on cultural
differences. International team leaders need to understand the many
ways in which cultural differences can affect the interaction in their
teams. Only then can they analyse, anticipate and establish best practices
that ensure that these differences will work for the team, not against
it. The chapter looks at five cultural and eight organisational factors
that can have a significant impact. In particular, the role of stereotypes,
norms, language and communication patterns are discussed in full.
‘At last a book that talks about language in depth’
Chapter three: The impact of inequalities
Using the results and stories from in-depth video
research, this chapter illustrates the difficulties caused by three
types of inequality. Structural inequality, which occurs when one
nationality outnumbers others. Linguistic inequality, which arises
when team members have different levels of fluency in the working
language and the communication norms of that language become predominant.
The third, perhaps the most insidious, type of inequality is when
some nationalities perceive themselves and are perceived as having
more status, power, resources and influence regardless of the truth.
The chapter ends with examples of actions that team members took when
the team interaction went well.
Chapter four: implementing best practices
Chapter four illustrates the useful actions that
team leaders, sponsors, members can take before a team meets, when
the team first meets, during the middle phase and when completing
the work. Much emphasis is placed on adequate preparation before a
team meets. This will be much more extensive than for other teams.
The model is iterative. If the right actions are taken before a team
meets, then the first meetings will be more fruitful and effective.
If appropriate actions are taken in this initial phase, then many
of the problems of working together and apart will be averted, and
so on. If team leaders want a quick, ‘what can I do immediately
to make my team more effective’, then this is the chapter to
read first.
‘An excellent source of valuable tools and techniques for
both facilitator/practitioner as well as for managers who lead international
teams’
Chapter five: Facilitating international teams and key interventions.
As the chapters have emphasised so far, the interaction
in international teams needs to be consciously managed to be effective.
This chapters outlines what a facilitator can do and when you may
need one. It then gives the team leader a set of criteria that can
distinguish what skills are essential and complementary to their own.
It ends by sharing some of the interventions that facilitators can
use at the different stages of the life cycle.
‘The chapter on ‘Facilitating international teams’
is the most in-depth treatment out there and will be an essential
handbook for anyone who will engage in the selection of a facilitator’
Chapter six: Leading in the information space: teams and technology
This chapter starts by outlining how to make the
best use of current technology and points the reader to information
on future technology. It discusses how cultural differences may play
out in the usage of technology and emphasises the difficulties created
by the lack of emotional and sensory data. The restrictions technology
creates mean that teams should use expensive ‘face to face’
time to achieve interpersonal value-related goals, and information
sharing and communication technologies to exchange and manipulate
data. This delineation of tasks will create a rhythm and discipline
for working together and apart. The chapter ends with a brief look
at the special challenges faced by teams that never meet, teams we
refer to as virtual, rather than dispersed teams.
Chapter seven: the role of the international team leader
Having illustrated what the effects that cultural
differences and in equalities can have in these teams and how team
leaders and facilitators can best make them work for them this section
ends with a summary of the role of the team leader. Given all of the
above, it is a complex and demanding one and that is often beset with
unrealistic expectations. After looking at the three main facets of
the role; managing the boundaries, the interaction and the task, the
chapter ends with a reminder to keep the overall leadership style
in tune with the cultural mix and context of the team.
Section two: What the organisation needs
to do to support these teams
Chapter eight: Creating the right
organisational context
This chapter urges senior management
to take responsibility for creating an organisational context in which
these teams can excel. The best way is for top teams to learn by role-modelling
and demonstrating that going global does not need to result in ignoring
one’s family and undermining one’s health. Organisations
also need to be committed to investing in the necessary resources
to support these teams and above all realise that they are in for
a marathon with steep learning curves.
We gratefully acknowledge Claudia Heimer’s initial inputs into
this chapter.
Chapter nine: The role of the Human Resources function
This chapter explores the specific role that the
Human Resources (HR) function has in supporting an organisational
context in which international teams can be successful. This function
needs to be a strategic partner in the creation of these teams, rather
than being asked to sort out the operational difficulties created
by a grand vision. HR needs to develop a comprehensive strategy to
support team leaders and members which entails walking the talk and
reorganising to become high performing international teams themselves.
(Case Study)
Chapter ten: Organisational best practices for international
teams.
The chapter considers the organisational practices
that focus on identifying, selecting and developing international
team leaders. It finishes by looking at the difficulties and key factors
in evaluating and rewarding the whole team. Rather than giving set
guidelines the first section compares the different impact that creating
a set of generic skills in one company had on the range of leaders
selected with choosing leaders form the existing line in another.
Chapter eleven: International teams in the future scheme of things
This final chapter summarises the key messages for
international team leaders, members and senior managers. Rapid developments
in technology will bring increasing freedom to participate from different
places at different times. However many of the underlying pitfalls
and dynamics of working across cultures will remain unchanged. We
are therefore of the opinion that even a small shift towards a revolution
in human interaction and the way we view each other in the present
and the future, will have a much more profound effect on human development.
We hope that some of the best practices outlined in this book are
small steps towards such.
