Executive Interviews: Interview with Donald Chand on Multicultural Teams
March 2007
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By Dr. Nagendra V Chowdary
Donald Chand Professor of Information Process Management at Bentely College.
How do you define multicultural
teams? Is it to do with nationalities
alone? What are the defining
characteristics ofmulticultural teams? In the traditional cross-cultural
literature multicultural teams imply
work groups composed of people
from different nationalities. However,
culture can refer to any category of
people that share similarities in traits,
behaviors and beliefs. This can
include regional groups, religious
groups, professional groups, special
interest affinity groups, etc.
Therefore, any teamthat is comprised
ofmembers of different groups can be
multicultural. Since we tend to focus
on nationality, this becomes the
defining element of these teams; but it
should not be the only element
considered.
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Furthermore, companies only
tend to consider teams multicultural
when team members are perceived to
be very dissimilar. For instance, in our
research we found that a US
organization which established work
sites in Ireland ten years ago and in
India three years ago introduced
cross-cultural training for US and
India workers only two- and a-half
years ago. This suggests that the
organization did not feel the need for
cross-cultural training when the team
was composed of American and Irish
workers but needed cultural training
when workers fromIndiawere added
to the work teams. In the world of
commerce, the phrase multicultural
team implies team members come
from countries where the visible
differences are pronounced (such as
language, dress, physical appearance,
the majority religion, food, and the
like). -
In the increasing pace and reach of
globalization (of markets and
resources) and mobility no longer an
impediment, do you think
multicultural teams are to be viewed
as an absolute necessity or are they
avoidable phenomena? Our research is showing that
advances in information and
communications technologies
combined with the dropping of trade
barriers, more and more work will be
performed by workers residing at
different globally distributed sites.
Also impacting this is the pressure for
twenty-four production cycles and
diversified skill sets. Thus, the
challenge of globalization is how to
achieve a globally distributed
collaborative workforce, which
principally communicates through
information and communication
technologies. As a result, the term
multicultural team is superseded by
the phrase Global Virtual Teams
(GVTs). With the increasing
distribution of work, global
corporations need tomanage not only
the work but the social relationships
that are essential to make
collaborative work possible. -
If you have to rate the necessity for
globally distributed workforce for
various industries, inwhich industries
do you think GVTs would be absolute
necessity? Why do you think they are
absolute necessity for some of those
industries? What are the benefits of
GVTs to these industries? Our research has been in the area of
IT in the financial sector. We have
observed that the labor arbitrage
triggered themovement of a variety of
information processing, customer
support and back-end business
processes to locations with lower
labor wage. In our judgment,
tomorrow's winners will be
organizations that can take advantage
of global talent to do tasks that are
high on the firm's value chain in an
environment where team members
work with people who they may not
have seen, who live in places they
have never visited, and whose
lifestyle and societies they know little
about. As organizations learn how to
manage collaboration among
distributedworkers in R& D andmore
innovative activities, all industries
will benefit from GVTs. Should cultural diversity be looked
at as an advantage or a disadvantage?
When does it become an advantage
and when does it become a
disadvantage? Diversity of any kind can be a doubleedged
sword. On the one hand,
having diverse backgrounds, skill
sets, and perspectives can add
richness to any team. On the other
hand, the presence of diverse groups
can create conflict as team members
see one another as members of
competing groups. The key for
organizations becomes how to
leverage this diversity through
building collaborative social
relationships and a shared group
identity. Traditionally, organizations have
used cross cultural trainings to achieve
this. However, cross cultural trainings
designed to improve the cultural
intelligence of teammembers focus on
differences, and our research found
that this focus on differences creates an
environment where it is easy to fall in
the trap of sophisticated stereotyping.
Our thesis is that cultural diversity
could be an advantage in certain
situations such as in software
developmentwhere a product needs to
be configured for local use, but theway
the cross cultural gurus have
attempted to address the challenge of
cultural diversity in global virtualwork
teams, they have done harm. What are the challenges in
managing multicultural GVTs
effectively? The major challenges of GVTs are
addressing language/accent differences, managing time zones,
building and sustaining trust and
dealing with cultural differences.
These challenges are complicated by
other factors such as the
effectiveness of computer mediated
communications media, site
maturity, demographic differences,
talent retention, and a general
intergroup orientation. Ultimately,
organizations need to build virtual
workplace communities in order to
have these teamswork in an effective
and collaborative manner. Of all the challenges outlined in the
previous question, which one do you
think has been the often observed
challenge and why do you think it
continues to be the biggest challenge? Building and sustaining trust among
the team members is probably the
most difficult problem and remains a
major challenge. First, in the early
days of offshoring the negative
portrayal of this phenomenon in the
developed world affected the minds
and behavior of the onshore workers.
Many onshore workers saw
themselves not as team members but
temporary workers who are training
people who will take their jobs. It is
very difficult to build trust in this
environment. Second, the
organization policy of allocating nonchallenging
and routine work to
offshore sites created an "Us versus
Them" orientation among the sites,
making building and sustaining of
trust hard. Third, we know that in
collocated teams trust is built over
time as team members interact
informally and get to knoweach other.
Organizations do not know how to
emulate informal interactions in a
virtualworkplace. This is whatmakes
virtual workplace communities a
major challenge for organizations.
1.
Multicultural Teams Case Studies
2. ICMR
Case Collection
3.
Case Study Volumes
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