Analysis on Managing Cross Cultural Remote Teams | Ricardo Fernandez | TEDxIESEBarcelona MGMT 615

Fernandez (2017) highlights how various uses of language can create disconnects and misunderstandings. Fernandez starts off the video illustrating the technical difficulties that can occur in virtual meetings. From my middle-aged female North-american point of view, I was irritated and not really receptive in the beginning of the video. As the speech progresses Fernandez goes on to discuss how word choice, cultural sayings and verbiage can create a disconnect or miscommunications.  Fernandez uses the example of how someone in South Africa uses a South African saying to plan something in the future. The person uses the saying “just now” which in South Africa means in the future; while in English in America it means instantaneously (Fernandez, 2017). Miscommunications like this one can be avoided using metrics. Although both parties were speaking the same language English, the words had different meanings. Metrics that can be translated into various languages or country uses are useful in creating a consensus on future endeavors and appointments. If the person in South Africa gave a specific time like 3 p.m. Standard Eastern Time there would be no room for error. When communicating with people from various backgrounds and cultures it is best to use literal meanings and specific metrics to ensure consensus and understanding. Velez-Calle, et. al, (2020) argue reformulation of a problem can help to diminish its complexity by cutting apart the levels of the grander issue into controllable parts. The intricacy of problems in the context of diversity essentially stemmed from unfamiliarity. Breaking the problem down into sections and reframing it as recognizable issues with recognized solutions. For instance, the comprehensive issue of cross-cultural diversity can be segmented into issues of language or time zone. These smaller, more precise issues were more amenable to solution production (Velez-Calle, et. al, 2020).
Fernandez (2017) provides a supplementary example where he intends to compliment a subordinate in English, using an American saying but does not effectively get his meaning across. Sayings like “break a leg” or “you're killing it” translated into negative connotations in other languages (Fernandez, 2017). Using literal meanings like “good job” and “I appreciate your effort” provides positive reinforcement when translated into multiple languages. The key is to ensure that whatever you're saying is not a cultural saying but instead an exact translation of what you intend on communicating. Fernandez discusses how flexibility in work areas and work times is a common motivator in millennials (Fernandez, 2017). Working from various environments and locations allows for collaboration of many different knowledge bases and capabilities while removing the aspect of commuting. This variety of skills and knowledge also comes with a variety of backgrounds, implementation methods, and etiquette. According to Velez-Calle, et. al., (2020) cultural differences are not perceived as constraints in millennial global virtual teams. The authors go on to discuss how international business literature has revealed cultural differences to be more beneficial than negative with millennial global virtual teams. The findings indicate that cross-cultural differences can be a foundation for constructive products in the shape of pride, motivation, and distinctive learning prospects for the participants, opposed to a basis of negative outcomes for team practices and products (Velez-Calle, et. al, 2020). 

Standards for organizational communication can be developed and distributed in advance to minimize miscommunications and misunderstandings. For instance, the image explaining South African sayings in relation to current time was useful in creating a consensus on the meaning. If cultural sayings are permitted in virtual meetings there should be a consensus on definitions. Pre-defining communication standards and etiquettes will be useful in minimizing adversity created by cultural differences. Providing information regarding various cultures facilitates adaptability and understanding. Generating a document regarding communication preferences and various translations can be helpful in assisting in intercultural communications. For instance an operational dictionary for the organization could be useful if it contained common phrases of the various languages and cultures participating in the meetings.