Improving Communication within a Cross-cultural Environment

Nixon and Dawson (2002) defined communication as an interactive event through which individuals allocate meaning to communications in order to create understanding and common ground. In communication across cultures, the allocation of meaning transcends semantics and calls for the translation in order to convey the same meaning across the cultural divide.Ã‚Â If this does not occur, issues may arise through misunderstanding of factors that convey ethical significance and figurative meaning.

According to Duggan (2010), corporations that have achieved globalisation tend to have superior cross-cultural communication mechanisms. By understanding the potential issues that may take place and creating policies and procedures in order to overcome them, the workforce can be improved. In order to facilitate this, staff require lead in time to acclimatise to the changes required of them and this needs to be provided by the management team. The expectation needs to be issued to the workforce that there is a requirement that cross-cultural understanding is part of the routine and provide interaction events to facilitate this, ideally under mediation to prevent conflict.

Mosely (2009) described how global leaders employed their own understanding in order to comprehend another individuals perception inferring that it is not possible to convey meaning through conversation due to ambiguity and loss in translation leading to misinterpretation. Terminology is dependent upon numerous factors including cultural and this needs to be considered in order to achieve successful cross-cultural communication.

Nixon and Dawson (2002) made a number of suggestions for improved cross-cultural communications in the healthcare environment. In areas of high foreign patient populations-usually inner-city establishments, some hospitals have dedicated units for foreign language speakers such as a network of staff prepared to interpret. Additionally, patient leaflets are available in a variety of languages relative to the demographic.

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Molinsky (2015) wrote about the lack of successful results with commercial packages relating to the improvement of cross-cultural communications illustrating cases where packages have been purchased and yet made no or little significant difference to the extant workforce. The impetus appeared to be that managers were often misguided into believing that an understanding of the differences was sufficient to be capable of successful cross-culture communication. The true key was to develop the ability to modify the individuals behaviour in order to communicate and respond in a like cultural style.

Chebium (2015) described a number of training techniques in order to improve cross-cultural communication. Initially, an assessment of the workforce needs to be undertaken in a confidential manner. This gap analysis provides information relating to exactly what the requirements are. The majority of current programs emphasize cultural congruence into a single entity however this is fraught with underlying tensions and a more appropriate method may be to focus on cultural differentiation to allow multiple cultural identities to coexist harmoniously, this removing any potential undercurrents of discord. Successful methods employed, involve training individuals skills that exceed social etiquette to the extent that trained individuals would be capable of reading people, understanding body language and non-verbal nuances when encountering foreign individuals.

Segall et al., (2003) described how individuals sufficiently trained in cross-culturalization undergo a paradigm shift in their thought processes which gain a degree of sophistication as a result. Such individuals can perceive alternative rationales and explanations from individuals they encounter. They are more likely to restrain on judgement until they have reflected all possibilities and can control their native ethnocentrism.

The Royal Free London NHS Foundation Trust comprises Royal Free Hospital, Barnet Hospital, Chase Farm Hospital, and additional off-site clinics. It is one of the larger Trusts in the UK with over 9000 staff serving over one million patients primarily in the Central and North London area. In terms of cross-cultural communication, a hospital has to cater for both its staff and the patient demographic. Nixon and Dawson (2002) examined the issue of cross-cultural communication in a healthcare environment, pointing out that language was only one barrier when dealing with non-English speaking individuals, alluding to cultural differences e.g. certain ethnic groups perceive direct eye contact as aggressive or flirtatious. Providers have to learn NES patients’ health beliefs, their practices, where they come from and what type of lives they lead.

The NHS has often relied on staff from overseas in order to fill a skills gap. According to Rao (2014) based upon available data at the time of publication, staff in the NHS and community health services were made up of 11% foreign nationals. Furthermore, 4% of professionally qualified clinical staff and 26% of practicing doctors are from outside the UK. This is a highly diverse workforce and subsequently, cross-cultural communication is a day to day requirement.

References:

Chebium, R. (2015, January 07). How to create an effective cross-cultural training program. Retrieved March 31, 2017, from https://www.shrm.org/hr-today/news/hr-magazine/pages/010215-cross-cultural-training.aspx

Duggan, T. (2010). How to overcome cross cultural communication in business. Retrieved March 31, 2017, from http://smallbusiness.chron.com/overcome-cross-cultural-communication-business-134.html

Molinsky, A. (2015). The mistake most managers make with cross-cultural training. Retrieved March 31, 2017, from https://hbr.org/2015/01/the-mistake-most-managers-make-with-cross-cultural-training

Improving Communication within a Cross-cultural Environment

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