iENGLISH ACADEMY · FREE C1 READING
When Collaboration Crosses Cultures
Module 6 · Intercultural Communication
Read the case study
A multinational project team repeatedly missed decisions despite holding regular meetings. Some members interpreted silence as agreement, while others viewed it as a sign that colleagues needed more time to reflect. Direct criticism, valued by certain participants as efficient, struck others as unnecessarily confrontational. The facilitator resisted the temptation to assign these patterns to nationalities. Instead, she invited individuals to explain their preferences and the practical constraints under which they worked. The team then agreed to circulate agendas in advance, distinguish provisional ideas from final decisions and summarise actions in writing. Members could raise concerns during meetings or privately afterward. Crucially, they learned to ask clarifying questions rather than infer motives from unfamiliar behaviour. Disagreements did not disappear, but the process became more transparent. The experience suggested that successful intercultural collaboration depends less on memorising cultural stereotypes than on negotiating expectations, demonstrating curiosity and making room for individual differences.
iEnglish Academy | Created by Teacher Deivyd (Mr. C2)