What are cultural barriers?<\/h3>\n\n\n\n
Since each culture has its own set of norms, such as those regarding behavior and communication, there\u2019s a mutual understanding among members of the same culture. Thus, cultural barriers happen when members of diverse cultures interact with each other and when each side interprets this social situation in their own way. As a result of diverse interpretations, there can even be a misunderstanding or a conflict among various cultures.<\/p>\n\n\n\n
Types of cultural barriers in the workplace<\/h3>\n\n\n\n
Here are some of the most common types of cultural barriers in the workplace so that you can have a clearer understanding of this matter.<\/p>\n\n\n\n
Employees interact with each other according to their cultural standards<\/strong><\/h4>\n\n\n\nWork etiquette is a term you can use to describe one\u2019s social behavior in the workplace. These are some habits and qualities that you can associate with work etiquette along with the examples of various cultures:<\/p>\n\n\n\n
Punctuality<\/b>. Getting to work or for a meeting on time varies across diverse cultures. Some cultures, like the Brits, find this quality quite significant and don\u2019t tolerate tardiness. On the other hand, in Brazil and Argentina, it\u2019s quite common to come late for a meeting, at least half an hour after the meeting starts. <\/p>\n\n\n\n
\ud83d\udca1 Learn how to keep track of an overall employee attendance: Attendance tracking \u2013 how to track and check attendance<\/a><\/p>\n\n\n\nGreetings. <\/b>When it comes to handshakes, in Singapore, they appreciate a gentle handshake that lasts around 10 seconds. In India, a handshake should be followed by greeting a person with their titles (Mr, Ms, Sir) or saying \u201cnamaste\u201d. When it comes to Brazil, they greet each other with a firm handshake or a kiss on the cheek. Apart from handshakes, in some cultures, greeting in the workplace can involve bowing. For instance, the Japanese value bowing with your back straight while your hands are at the side.<\/p>\n\n\n\n
Making eye contact<\/b>. If some of your colleagues come from England, avoid making prolonged eye contact with them, because you\u2019ll make them uncomfortable. At the same time, employees in South Africa tend to keep eye contact during the meeting. For them, this behavior proves that someone is focused during the meeting<\/a>. In addition, South Africans also nod their heads for the same reason.<\/p>\n\n\n\nHanding out business cards<\/b>. When it comes to British culture, they usually exchange their business cards during the initial introduction. In Singapore, it\u2019s vital that you present your business card with both hands. If you find yourself at a meeting with Japanese businesspeople, remember not to throw your business cards or write on them. As for the Indian culture, it\u2019s crucial not to give or receive business cards by using your left hand.<\/p>\n\n\n\n
Making small talks<\/b>. Having a casual conversation before the meeting or when it starts is quite common in India and the United Arab Emirates.<\/p>\n\n\n\n
Dress code<\/b>. In India, all employees have to follow a particular norm: men have to wear a shirt and a tie, while women are obliged to wear sarees and salwar suits. Speaking of the United Arab Emirates, it\u2019s mandatory for women to wear a skirt or suit below the knee. On another note, companies in Denmark usually require an informal dress code.<\/p>\n\n\n\n
Work-life balance<\/b>. In some cultures, for instance, in Singapore, work is a priority and often, employees are expected to be responsive after work hours. At the same time, some cultures tend to keep a better work-life balance<\/a>. For instance, in France, there is the Right to Disconnect Law. The French employees have the right to switch off after work and are not obliged to answer any emails they get outside the working hours.<\/p>\n\n\n\n\n\ud83d\udca1 Find out more about the average working hours around the world and through history from our in-depth article:\nAverage Working Hours (Statistical Data 2021)<\/a>\n<\/p>\n<\/div>\n\n\n\nEmployees from some cultures can have a hard time sharing ideas openly<\/strong><\/h4>\n\n\n\nDuring a loud brainstorming session in a cross-cultural team, some employees will feel uncomfortable intervening. At the same time, others will be happy to participate and share their thoughts. Now, whether you\u2019ll speak up depends on your personality, but also depends on your cultural patterns.<\/p>\n\n\n\n
For example, Adam Goulston, the owner of the Japanese company Scize, says that his team<\/p>\n\n\n\n
is composed of Asians and Westerners. In his experience, workers find it hard to communicate during the meetings:<\/p>\n\n\n\n
\u201cI found many members, of both sexes, were unprepared to express themselves freely. Even if they desired to break free from the typical meetings in which the highest-ranking person does most of the talking while others listen, they were burdened by having to talk. Some even seemed humiliated by it. Perhaps it was too impulsive or they needed more time to think or to talk with others and prepare an ideal response. The bigger the meeting, the more intense the effect.\u201d<\/i><\/p>\n\n\n\n
Goulston points out that one-on-one meetings are sometimes more effective.<\/p>\n\n\n\n
\u201cIn private, a shy person can feel less burdened in opening up, and a big talker can engage me in a vocal discussion.\u201d<\/i><\/p>\n\n\n\n
In general, when it comes to expressing ideas and opinions, employees from individualistic cultures, like Australia or the United States, tend to share their viewpoints with ease. Also, in Israel, people think that each team member is equally important and they\u2019re not afraid of disagreeing with their managers.<\/p>\n\n\n\n
However, workers from hierarchical cultures, such as Japan, India, and Middle East countries, are accustomed to expressing their thoughts only after their senior coworkers have shared their points of view. The hierarchical standards mean a lot in Singapore, too. According to a Reddit user, at the meetings with clients, only senior managers are allowed to speak, while junior employees can only listen.<\/p>\n\n\n\n
In addition, many Chinese people follow the rule of \u201cthinking before speaking\u201d, which is why they\u2019ll have to be prepared ahead of the meeting if they have to participate.<\/p>\n\n\n\n
Employees perceive personal space differently across cultures<\/strong><\/h4>\n\n\n\nWhen communicating with your colleagues, you probably won\u2019t stand too close so that you won\u2019t invade their privacy. But, how close is too close? Well, that depends on cultural standards.<\/p>\n\n\n\n
A study<\/a> published in the Washington Post shows that people in Argentina and other South American countries demand less personal space than people from Asian countries. In Romania, strangers should keep their distance.<\/p>\n\n\n\nSo, let\u2019s say your coworkers are from Japan and Brazil. You\u2019ll be able to stay closer to your Brazilian colleagues without making them feel uncomfortable. But, you should respect the culture of your Japanese coworkers by not standing too close to them.<\/p>\n\n\n\n
Employees from some cultures are less likely to disagree with others<\/strong><\/h4>\n\n\n\nSome cultures appreciate group harmony, which is why their members find it hard to express their disagreements. That\u2019s because these people believe that disagreements can lead to conflicts, which disturbs group harmony. At the same time, some cultures value having a \u201cgood fight\u201d and claim that this is a sign of trust within the culture. For instance, employees from Latin and Middle Eastern cultures usually raise their voices to reveal their arguments. However, workers from Asia and Scandinavia show their disagreement by using silence and body language. In addition, Danes are usually not afraid of disagreeing with their superiors.<\/p>\n\n\n\n
Employees\u2019 ways of negotiating vary from culture to culture<\/strong><\/h4>\n\n\n\nAs Erin Meyer, an author of The culture map, <\/i>explains in the HBR article<\/a>, if you\u2019re negotiating with partners from other cultures, you need to be aware of particular rules of negotiation.<\/p>\n\n\n\nFirst of all, rules of disagreements<\/b>. For instance, in Russia, when someone disagrees with you, that doesn\u2019t mean that your deal is off, but \u201cit\u2019s an invitation to a lively discussion\u201d, adds Meyer. At the same time, such behavior would be a deal-breaker in Mexico. Meyer highlights that, when disagreeing, some cultures use a lot of upgraders – words like \u201ccompletely\u201d and \u201cabsolutely\u201d. This applies to Russians, French, Germans, Israelis, and Dutch. However, some cultures use downgraders in such situations, \u201cto soften the disagreement\u201d. So, Mexicans, Thai, the Japanese, Peruvians, and Ghanaians use words like \u201cpartially\u201d and \u201ca little bit\u201d.<\/p>\n\n\n\n
An open disagreement<\/b> can be interpreted as positive or negative, depending on the culture. Even people from emotionally expressive cultures, like Brazil, Mexico, and Saudi Arabia, are not that keen on getting negative comments. But, for employees in Germany, Denmark, and the Netherlands, open disagreements are considered positive, if expressed calmly. Take a look at the graph below to learn more about what country seems to be more or less emotionally expressive and ready to face confrontation.<\/p>\n\n\n\n
![\"facing](\"https:\/\/clockify.me\/blog\/wp-content\/uploads\/2021\/02\/facing-counterpart-Erin-Meyer-min-e1612863260264.png\")
<\/center>\n\n\n\nSource: https:\/\/hbr.org\/<\/a><\/p>\n\n\n\nDeveloping trust<\/b> between two negotiating parties depends on the culture, as well. Meyer says that there are two types of trust: cognitive and affective. Cognitive trust is when you rely on someone\u2019s skills, accomplishments, and reliability. Affective trust is a result of connecting with the other person on an emotional level. Speaking of negotiations, American culture is known for separating cognitive and affective trust. For them, mixing these two areas of trust is unprofessional. However, the Chinese are more likely to build personal connections with business partners.<\/p>\n\n\n\n
If you can, try to avoid asking questions that require \u201cyes\u201d and \u201cno\u201d answers<\/b>. In many cultures, like the Indonesian, it\u2019s impolite to say \u201cno\u201d during face-to-face conversations. Thus, they may answer affirmatively, but later, they may inform the other party with their negative response via email. At the same time, in the French culture, saying \u201cno\u201d is acceptable when having face-to-face meetings. In their culture, this is a part of debating before the deal is closed.<\/p>\n\n\n\n
Signing the contract<\/b>. For American culture, says Meyer, signing the contract is a crucial part of negotiations. Once both parties have agreed on terms, Americans seal the deal with a contract, which is a legally binding document. But, in cultures like the Nigerian, offering a contract is a sign of mistrust. Nigerian people rely heavily on relationships so having a written contract isn\u2019t important for them. Here\u2019s why: in countries like Nigeria, China, and Indonesia business people prefer being flexible. For them, a contract is just the beginning of a relationship. If anything changes between two business parties, their arrangements must be modified, too.<\/p>\n\n\n\nEvaluating employees differs across cultures<\/strong><\/h4>\n\n\n\nGiving and receiving feedback varies from culture to culture. While individualistic cultures admire immediate feedback, even delivered in public, hierarchical cultures prefer giving and receiving feedback in a more private setting, such as a one-on-one meeting and even in an informal environment, like outside the workplace. Also, in these cultures, praising an individual instead of an entire team can even be embarrassing for that individual. Thus, giving positive feedback in front of a group can decrease employee\u2019s performance<\/a>.<\/p>\n\n\n\nHow to overcome cultural barriers in the workplace?<\/h3>\n\n\n\n
If you\u2019re a manager of a multicultural team, you\u2019ll need to find a way to help both your employees and yourself overcome cultural barriers. Here\u2019s how you can do that.<\/p>\n\n\n\n
Define what cultural behaviors are acceptable for a job and a work setting<\/h4>\n\n\n\n
The fact is, not all behaviors specific to a particular culture will negatively impact your employee\u2019s performance. But showing up late for work or for meetings is a quality that shouldn\u2019t be tolerated, regardless of one\u2019s cultural background. If that\u2019s the case with your workers, be sure to let them know that, even though you respect their culture, punctuality is the company\u2019s policy.<\/p>\n\n\n\n
Be willing to adapt<\/h4>\n\n\n\n
As I mentioned before, for some cultures, disagreeing with coworkers, especially superiors, is not appropriate at the workplace but is acceptable in a non-work environment. At the same time, some cultures are not accustomed to direct feedback. Therefore, as their manager, be willing to learn more about the distinct cultural standards of your employees so you can adapt. Thus, it will be easier both for you and your team to communicate more effectively. Plus, you\u2019ll avoid violating cultural standards.<\/p>\n\n\n\n
Organize a cross-cultural training program<\/h4>\n\n\n\n
The purpose of a cross-cultural training program is to equip managers to lead their multicultural teams effectively. At the same time, employees can also benefit from attending this training program. This way, workers will learn how to act when they\u2019re uncomfortable or if they accidentally make a colleague feel uncomfortable.<\/p>\n\n\n\n
As Neal Goodman, a president of the consulting firm Global Dynamics Inc., points out in the article for SHRM<\/a>:<\/p>\n\n\n\n\u201cWe all judge everybody by our own cultural lens. We have nothing else but our own cultural lens. Unless we get proper cultural training, we\u2019re unable to see the same situation from multiple perspectives simultaneously.\u201d<\/p>\n\n\n\n
Language barriers in the workplace<\/h2>\n\n\n\n
In his famous metaphor, the French anthropologist Claude L\u00e9vi-Strauss connects myths to the communication process, or to language. For him, those involved in a communication process are like members of an orchestra. Even though each one of them plays a different instrument, they all use the same sheet music. The result is a soothing melody.<\/p>\n\n\n\n
Now, when it comes to intercultural communication (communication between diverse cultures), the musicians in the orchestra use not one but two musical notations (sheet music). As a result, there\u2019s an unusual melody.<\/p>\n\n\n\n
To understand what each culture in your team is \u201cplaying\u201d, you\u2019ll need to learn what language barriers are in the first place.<\/p>\n\n\n\n
What are language barriers?<\/h3>\n\n\n\n
According to Businessetopia, a language barrier is \u201cthe inability to communicate using a language\u201d. As a result of a language barrier, people either misunderstand or misinterpret the messages.<\/p>\n\n\n\n
Greetings. <\/b>When it comes to handshakes, in Singapore, they appreciate a gentle handshake that lasts around 10 seconds. In India, a handshake should be followed by greeting a person with their titles (Mr, Ms, Sir) or saying \u201cnamaste\u201d. When it comes to Brazil, they greet each other with a firm handshake or a kiss on the cheek. Apart from handshakes, in some cultures, greeting in the workplace can involve bowing. For instance, the Japanese value bowing with your back straight while your hands are at the side.<\/p>\n\n\n\n
Making eye contact<\/b>. If some of your colleagues come from England, avoid making prolonged eye contact with them, because you\u2019ll make them uncomfortable. At the same time, employees in South Africa tend to keep eye contact during the meeting. For them, this behavior proves that someone is focused during the meeting<\/a>. In addition, South Africans also nod their heads for the same reason.<\/p>\n\n\n\n Handing out business cards<\/b>. When it comes to British culture, they usually exchange their business cards during the initial introduction. In Singapore, it\u2019s vital that you present your business card with both hands. If you find yourself at a meeting with Japanese businesspeople, remember not to throw your business cards or write on them. As for the Indian culture, it\u2019s crucial not to give or receive business cards by using your left hand.<\/p>\n\n\n\n Making small talks<\/b>. Having a casual conversation before the meeting or when it starts is quite common in India and the United Arab Emirates.<\/p>\n\n\n\n Dress code<\/b>. In India, all employees have to follow a particular norm: men have to wear a shirt and a tie, while women are obliged to wear sarees and salwar suits. Speaking of the United Arab Emirates, it\u2019s mandatory for women to wear a skirt or suit below the knee. On another note, companies in Denmark usually require an informal dress code.<\/p>\n\n\n\n Work-life balance<\/b>. In some cultures, for instance, in Singapore, work is a priority and often, employees are expected to be responsive after work hours. At the same time, some cultures tend to keep a better work-life balance<\/a>. For instance, in France, there is the Right to Disconnect Law. The French employees have the right to switch off after work and are not obliged to answer any emails they get outside the working hours.<\/p>\n\n\n\n \ud83d\udca1 Find out more about the average working hours around the world and through history from our in-depth article:\nAverage Working Hours (Statistical Data 2021)<\/a>\n<\/p>\n<\/div>\n\n\n\n During a loud brainstorming session in a cross-cultural team, some employees will feel uncomfortable intervening. At the same time, others will be happy to participate and share their thoughts. Now, whether you\u2019ll speak up depends on your personality, but also depends on your cultural patterns.<\/p>\n\n\n\n For example, Adam Goulston, the owner of the Japanese company Scize, says that his team<\/p>\n\n\n\n is composed of Asians and Westerners. In his experience, workers find it hard to communicate during the meetings:<\/p>\n\n\n\n \u201cI found many members, of both sexes, were unprepared to express themselves freely. Even if they desired to break free from the typical meetings in which the highest-ranking person does most of the talking while others listen, they were burdened by having to talk. Some even seemed humiliated by it. Perhaps it was too impulsive or they needed more time to think or to talk with others and prepare an ideal response. The bigger the meeting, the more intense the effect.\u201d<\/i><\/p>\n\n\n\n Goulston points out that one-on-one meetings are sometimes more effective.<\/p>\n\n\n\n \u201cIn private, a shy person can feel less burdened in opening up, and a big talker can engage me in a vocal discussion.\u201d<\/i><\/p>\n\n\n\n In general, when it comes to expressing ideas and opinions, employees from individualistic cultures, like Australia or the United States, tend to share their viewpoints with ease. Also, in Israel, people think that each team member is equally important and they\u2019re not afraid of disagreeing with their managers.<\/p>\n\n\n\n However, workers from hierarchical cultures, such as Japan, India, and Middle East countries, are accustomed to expressing their thoughts only after their senior coworkers have shared their points of view. The hierarchical standards mean a lot in Singapore, too. According to a Reddit user, at the meetings with clients, only senior managers are allowed to speak, while junior employees can only listen.<\/p>\n\n\n\n In addition, many Chinese people follow the rule of \u201cthinking before speaking\u201d, which is why they\u2019ll have to be prepared ahead of the meeting if they have to participate.<\/p>\n\n\n\n When communicating with your colleagues, you probably won\u2019t stand too close so that you won\u2019t invade their privacy. But, how close is too close? Well, that depends on cultural standards.<\/p>\n\n\n\n A study<\/a> published in the Washington Post shows that people in Argentina and other South American countries demand less personal space than people from Asian countries. In Romania, strangers should keep their distance.<\/p>\n\n\n\n So, let\u2019s say your coworkers are from Japan and Brazil. You\u2019ll be able to stay closer to your Brazilian colleagues without making them feel uncomfortable. But, you should respect the culture of your Japanese coworkers by not standing too close to them.<\/p>\n\n\n\n Some cultures appreciate group harmony, which is why their members find it hard to express their disagreements. That\u2019s because these people believe that disagreements can lead to conflicts, which disturbs group harmony. At the same time, some cultures value having a \u201cgood fight\u201d and claim that this is a sign of trust within the culture. For instance, employees from Latin and Middle Eastern cultures usually raise their voices to reveal their arguments. However, workers from Asia and Scandinavia show their disagreement by using silence and body language. In addition, Danes are usually not afraid of disagreeing with their superiors.<\/p>\n\n\n\n As Erin Meyer, an author of The culture map, <\/i>explains in the HBR article<\/a>, if you\u2019re negotiating with partners from other cultures, you need to be aware of particular rules of negotiation.<\/p>\n\n\n\n First of all, rules of disagreements<\/b>. For instance, in Russia, when someone disagrees with you, that doesn\u2019t mean that your deal is off, but \u201cit\u2019s an invitation to a lively discussion\u201d, adds Meyer. At the same time, such behavior would be a deal-breaker in Mexico. Meyer highlights that, when disagreeing, some cultures use a lot of upgraders – words like \u201ccompletely\u201d and \u201cabsolutely\u201d. This applies to Russians, French, Germans, Israelis, and Dutch. However, some cultures use downgraders in such situations, \u201cto soften the disagreement\u201d. So, Mexicans, Thai, the Japanese, Peruvians, and Ghanaians use words like \u201cpartially\u201d and \u201ca little bit\u201d.<\/p>\n\n\n\n An open disagreement<\/b> can be interpreted as positive or negative, depending on the culture. Even people from emotionally expressive cultures, like Brazil, Mexico, and Saudi Arabia, are not that keen on getting negative comments. But, for employees in Germany, Denmark, and the Netherlands, open disagreements are considered positive, if expressed calmly. Take a look at the graph below to learn more about what country seems to be more or less emotionally expressive and ready to face confrontation.<\/p>\n\n\n\n Source: https:\/\/hbr.org\/<\/a><\/p>\n\n\n\n Developing trust<\/b> between two negotiating parties depends on the culture, as well. Meyer says that there are two types of trust: cognitive and affective. Cognitive trust is when you rely on someone\u2019s skills, accomplishments, and reliability. Affective trust is a result of connecting with the other person on an emotional level. Speaking of negotiations, American culture is known for separating cognitive and affective trust. For them, mixing these two areas of trust is unprofessional. However, the Chinese are more likely to build personal connections with business partners.<\/p>\n\n\n\n If you can, try to avoid asking questions that require \u201cyes\u201d and \u201cno\u201d answers<\/b>. In many cultures, like the Indonesian, it\u2019s impolite to say \u201cno\u201d during face-to-face conversations. Thus, they may answer affirmatively, but later, they may inform the other party with their negative response via email. At the same time, in the French culture, saying \u201cno\u201d is acceptable when having face-to-face meetings. In their culture, this is a part of debating before the deal is closed.<\/p>\n\n\n\n Signing the contract<\/b>. For American culture, says Meyer, signing the contract is a crucial part of negotiations. Once both parties have agreed on terms, Americans seal the deal with a contract, which is a legally binding document. But, in cultures like the Nigerian, offering a contract is a sign of mistrust. Nigerian people rely heavily on relationships so having a written contract isn\u2019t important for them. Here\u2019s why: in countries like Nigeria, China, and Indonesia business people prefer being flexible. For them, a contract is just the beginning of a relationship. If anything changes between two business parties, their arrangements must be modified, too.<\/p>\n\n\n\n Giving and receiving feedback varies from culture to culture. While individualistic cultures admire immediate feedback, even delivered in public, hierarchical cultures prefer giving and receiving feedback in a more private setting, such as a one-on-one meeting and even in an informal environment, like outside the workplace. Also, in these cultures, praising an individual instead of an entire team can even be embarrassing for that individual. Thus, giving positive feedback in front of a group can decrease employee\u2019s performance<\/a>.<\/p>\n\n\n\n If you\u2019re a manager of a multicultural team, you\u2019ll need to find a way to help both your employees and yourself overcome cultural barriers. Here\u2019s how you can do that.<\/p>\n\n\n\n The fact is, not all behaviors specific to a particular culture will negatively impact your employee\u2019s performance. But showing up late for work or for meetings is a quality that shouldn\u2019t be tolerated, regardless of one\u2019s cultural background. If that\u2019s the case with your workers, be sure to let them know that, even though you respect their culture, punctuality is the company\u2019s policy.<\/p>\n\n\n\n As I mentioned before, for some cultures, disagreeing with coworkers, especially superiors, is not appropriate at the workplace but is acceptable in a non-work environment. At the same time, some cultures are not accustomed to direct feedback. Therefore, as their manager, be willing to learn more about the distinct cultural standards of your employees so you can adapt. Thus, it will be easier both for you and your team to communicate more effectively. Plus, you\u2019ll avoid violating cultural standards.<\/p>\n\n\n\n The purpose of a cross-cultural training program is to equip managers to lead their multicultural teams effectively. At the same time, employees can also benefit from attending this training program. This way, workers will learn how to act when they\u2019re uncomfortable or if they accidentally make a colleague feel uncomfortable.<\/p>\n\n\n\n As Neal Goodman, a president of the consulting firm Global Dynamics Inc., points out in the article for SHRM<\/a>:<\/p>\n\n\n\n \u201cWe all judge everybody by our own cultural lens. We have nothing else but our own cultural lens. Unless we get proper cultural training, we\u2019re unable to see the same situation from multiple perspectives simultaneously.\u201d<\/p>\n\n\n\n In his famous metaphor, the French anthropologist Claude L\u00e9vi-Strauss connects myths to the communication process, or to language. For him, those involved in a communication process are like members of an orchestra. Even though each one of them plays a different instrument, they all use the same sheet music. The result is a soothing melody.<\/p>\n\n\n\n Now, when it comes to intercultural communication (communication between diverse cultures), the musicians in the orchestra use not one but two musical notations (sheet music). As a result, there\u2019s an unusual melody.<\/p>\n\n\n\n To understand what each culture in your team is \u201cplaying\u201d, you\u2019ll need to learn what language barriers are in the first place.<\/p>\n\n\n\n According to Businessetopia, a language barrier is \u201cthe inability to communicate using a language\u201d. As a result of a language barrier, people either misunderstand or misinterpret the messages.<\/p>\n\n\n\nEmployees from some cultures can have a hard time sharing ideas openly<\/strong><\/h4>\n\n\n\n
Employees perceive personal space differently across cultures<\/strong><\/h4>\n\n\n\n
Employees from some cultures are less likely to disagree with others<\/strong><\/h4>\n\n\n\n
Employees\u2019 ways of negotiating vary from culture to culture<\/strong><\/h4>\n\n\n\n
<\/center>\n\n\n\nEvaluating employees differs across cultures<\/strong><\/h4>\n\n\n\n
How to overcome cultural barriers in the workplace?<\/h3>\n\n\n\n
Define what cultural behaviors are acceptable for a job and a work setting<\/h4>\n\n\n\n
Be willing to adapt<\/h4>\n\n\n\n
Organize a cross-cultural training program<\/h4>\n\n\n\n
Language barriers in the workplace<\/h2>\n\n\n\n
What are language barriers?<\/h3>\n\n\n\n