A very promising solution to this problem is developing a diverse team filled with all types of ethnic, sex-oriented, and cultural backgrounds –as discussed earlier. Having people of different ethnic backgrounds, that similar to the client, can make discourses happen much more smoothly. This is because someone in the company already knows the culture of the client and is then able to educate people in the company of particular interests in cross-cultural communications. Not only can they educate people within their own company, they can work with the client first hand to make sure the encounter goes as planned.
Difficulties can arise in cross-cultural communications due to barriers. Language barriers, for instance, may make it impossible for two parties to understand each other. There are other barriers, such as mannerisms and body language, that can also impede successful conversations. The solutions to these problems include strong leadership skills, highly diverse organizations of people, and cultural intelligence. A highly diverse group will allow one to better understand cultural boundaries whereas having particular employees of high cultural intelligence will allow the flow of conversation to take place effectively, possibly creating new business, to the alternative of brash conversations that negatively affect business. Having strong leadership skills to direct the flow of information in cross-cultural communications will allow relationships to develop more prosperously. In turn, there are internal forces that may hinder success for some of these communications.
Cross-cultural communications do not always flow as smoothly as some would like. In some organizations, “a company can also impede its progress all because of cultural misperceptions or unintended affronts” (Cross-Cultural Communication Takes More than Manners). This means that the cultural beliefs held by one individual may allow them to see something as threatening from another who meant no harm. The problem here is that this can happen internally within the company. For instance, if an Islamic holiday is not recognized by a company that has Christmas day off from work, this can stir harsh feelings amongst those who practice Islamic customs. The best way to deal with scenarios like this is to be extremely understanding in the role of diversity leadership. One must act of idiosyncrasy, recognizing the peculiar interests of each individual, thus abridging differences.
The skills necessary for a strong leader in cross-cultural communications are underlined by idiosyncrasy. These leaders must not be brash and act quickly from emotions such as anger. Solutions to problems, both internal and external regarding cultural differences, must be handled with care and much time –each developing solution should be well thought out and articulated. Leaders as such should even educate themselves to handle different multicultural environments. This is an ever expanding project of self-awareness that creates a strong leader of diversity that should also be done in line with those having cultural intelligence.
Having cultural intelligence is a very effective tool in a multinational company. The reason for this is to determine how people interact within a culture, and then use this to communicate and interact effectively in culturally diverse settings. If one does not understand cultural intelligence, then they will not be prepared to deal with the cultural differences that will surely find them in another country.
Business is a very delicate practice that involves the voluntary participation of two parties. These two parties must interact in a very mannered and understanding way as to make the interactions move along smoothly. If there is a lack of cultural intelligence, then one is sure to unintentionally step on the other party’s toes.