My previous post on trust touched the subject about how building trust across cultural differences is crucial for success. In that article, I shared the basics with which you can see how distinct cultures place value on trust. But it is essential to know when Trust is most relevant, how we can manage it and build it interculturally.
When is trust most important
The researcher Beata Krawczyk-Bryłka provides a theoretical framework for understanding the factors that influence trust in intercultural teams. Her research at the Gdansk University of Technology studies are focused to validate and expand upon these theories. She collects data directly from individuals who had experience working in such intercultural teams. Even more interesting, the scope of the survey is a group of Y generation business students.
This study of 200 respondents showed that deep trust is less important than the initial trust. Deep trust being compatibility, goodwill, predictability, well-being, inclusion, and accessibility, and Initial Trust covering open sharing of information, integrity, and reciprocity. Language differences and stereotypes were pointed as the most important trust barriers.
- Language can impact interpersonal relations, knowledge sharing and even peers’ competences assessment negatively. Even if the team language is English, the common ground can be missed, which can lead to destroy trust between international team members.
- Stereotyping and prejudice when based on cultural differences can create mistrust and misunderstanding among team members. Get some more insight on Stereotypes in my past post on Breaking free from Stereotypes.
How can one build trust then
Experiences in intercultural cooperation can be very helpful. They can be key in reducing stereotypical attitudes towards foreign team members, decreasing the fear of foreign language usage, and making the differences regarding communication and cooperation style less discouraging.
Recommendations for the culturally diverse team leader or global leaders in general who want to build team trust are:
- Before the intercultural team members start cooperation, they should receive information about the other involved cultures so that the power of stereotypes and fears can be reduced;
- One of the important elements of intercultural team formation should be the time dedicated to letting the members get to know each other in order to weaken the stereotypes and to strengthen the reciprocity and well-being effect; and
- The team leader should take care of information flow and propose the team rules that stimulate the openness with information and compatibility perception;
How to move towards trust
Even if the team members are experienced in intercultural teamwork, supporting team trust can be crucial for the team effectiveness and needs. The previous only proves again the importance of intercultural training on the elimination of trust barriers. Eradicating cultural stereotypes and negative prejudice seem to be the best antidote for intercultural team trust stimulation and development.
In the workplace, trust means two things: First, that every team member is making their best effort to further the interests of the company; second, that everyone assumes that fact about everyone else on the team unless they see evidence to the contrary.
John Hall, Senior Contributor at Forbes
Further Reading
- Krawczyk-Bryłka, B. (2016)Trust Triggers and Barriers in Intercultural Teams. Obtained via: https://www.researchgate.net/publication/312441944_Trust_Triggers_and_Barriers_in_Intercultural_Teams
- Hall, J. (2019). Why Trust Is One Of the Key Factors in a Successful Company. Obtained via: https://www.forbes.com/sites/johnhall/2019/12/20/why-trust-is-one-of-the-key-factors-in-a-successful-company/?sh=6240b89e5957
