Introduction

Hello, my name is Krzysztof Sajna, and I am an Engineering Manager at CodiLime. With many years of experience working with multicultural teams, I’ve had the privilege of leading diverse groups of talented individuals for a variety of customers, each with their unique cultural settings. From startups to large corporations, I’ve navigated the complexities of different organizational structures and cultures, and I’ve learned a lot along the way. You can learn more about my professional journey on my LinkedIn profile.

In today’s globalized world, it’s increasingly common for teams to be spread across different countries and cultures. While this diversity brings a wealth of ideas and perspectives, it also brings unique challenges, especially when it comes to communication. Understanding cultural differences in communication is not just about avoiding misunderstandings or conflicts – it’s about creating an environment where everyone feels heard, understood, and valued.

Effective communication is the cornerstone of any successful team. It’s the mechanism through which ideas are shared, problems are solved, and relationships are built. However, what constitutes “effective” communication can vary greatly from one culture to another. What’s seen as direct and straightforward in one culture might be perceived as rude in another. Conversely, a communication style that’s seen as polite and respectful in one culture might be seen as vague or evasive in another.

In the realm of software development, good communication is even more crucial. It’s the difference between a project that’s delivered on time and within budget, and one that’s plagued with delays and cost overruns. It’s the difference between a team that’s motivated and engaged, and one that’s frustrated and demoralized. When communication is clear and on point from the first message, it reduces the number of cycles needed to reach a conclusion and mutual beneficial agreements. This not only reduces costs but also increases motivation and makes work more enjoyable.

In the following sections, I’ll delve into my experiences managing teams in the USA and Poland, exploring the cultural nuances that shape how we perceive the quality of solutions in software development. I hope that my insights will help other leaders navigate the fascinating world of multicultural team management.

Sir Naggalot

Let me share an anecdote from my experience that perfectly illustrates the power of understanding and adapting communication styles. I once had a team member who had earned the nickname “Sir Naggalot” due to his seemingly negative approach. He had a knack for spotting problems and was never shy about voicing his concerns. However, his constant focus on the negatives was beginning to wear on the team and our clients, and it was impacting his career prospects.

Upon closer observation, I realized that Sir Naggalot’s negativity was actually a manifestation of his deep concern for product quality. He was not just complaining for the sake of it; he was identifying real issues that needed to be addressed. His negativity was his way of demonstrating his expertise and understanding of the product. However, his communication style was not resonating well with part of the team based in the USA, who were more action-oriented.

Recognizing his potential, I decided to coach him on how to communicate his concerns more effectively. We worked on transforming his problem-spotting skills into a tool for positive change. He began by preparing simplified audit notes, listing all the issues he had identified and proposing ways to fix them. He would then create a quick proof of concept (PoC) to validate his claims. I would review these notes, ask for the next steps, and then reverse the order of the document.

We started presenting these notes as attachments during meetings with clients. We began with a summary, used positive and concise language, and encapsulated everything into bullet points. Instead of a call to action, we simply stated that we were going to implement the proposed optimizations and invited decision-makers to suggest any changes as they saw fit.

After a few rounds of these “audit notes”, Sir Naggalot began to embrace this new approach. He appreciated that he could still do what he loved – identifying and solving problems – but now his ideas were being received more positively. Our clients were pleased with the initiative, constant actions, and engagement they were seeing. They rarely challenged his ideas, and on the rare occasions when his proposals were too radical, they appreciated his proactive approach and willingness to think outside the box.

This experience taught me a valuable lesson about the importance of understanding and adapting communication styles. By helping Sir Naggalot adjust his communication style, we were able to transform his perceived negativity into a powerful tool for improving product quality. This not only improved team dynamics and client relationships, but also allowed Sir Naggalot to fully leverage his unique skills and expertise.

Perceived Quality

When it comes to evaluating the quality of products, code, or employee performance, cultural perspectives can significantly influence our judgments. In my experience managing teams in the USA and Poland, I’ve noticed some intriguing differences in how quality is perceived and communicated in these two cultures.

Let’s start with a simple example: saying hello. In Poland, it’s not uncommon for someone to remark that a colleague looks fat or hungover. These straightforward observations are generally accepted within the team. However, such remarks would be considered inappropriate in a US workplace, unless perhaps between close friends. This illustrates the directness of Polish communication, which extends to their evaluation of quality.

During all-hands meetings, American managers might say “this is OK” or “this is fine”, even if they are somewhat disappointed with a product or performance. The clues to their true feelings lie in their tone of voice and non-verbal cues. For Polish team members, it takes extra effort to pick up on these subtle signals.

When reviewing code, Polish developers tend to focus on the lack of excellence and technical prowess, while their American counterparts are more likely to focus on whether the product works and is usable. This difference in focus reflects their respective cultural tendencies: Polish developers strive for technical perfection, while American developers prioritize functionality and user experience.

To better illustrate these differences, let’s consider an objective quality scale:

• Bottom 5%: Abhorrent, deserving of profanities as feedback.
• 5% to 25%: Bad, requires fixing, not competitive.
• 25% to 75%: Average, meets most requirements.
• 75% to 95%: Good, better than most, well thought out, easy to maintain.
• 95% to 100%: A marvel of engineering, potentially patent-worthy.

Now, let’s see how this scale might be perceived differently in Poland and the USA.

In Poland, with a tendency to focus on inadequacies, the scale might look like this:

• Bottom 25%: Abhorrent, deserving of profanities as feedback.
• 25% to 50%: Bad, requires fixing, not competitive.
• 50% to 90%: Average, meets most requirements.
• 90% to 99%: Good, better than most, well thought out, easy to maintain.
• 99% to 100%: A marvel of engineering, potentially patent-worthy.

In the USA, with a more optimistic approach, the scale might look like this:

• Bottom 1%: Abhorrent, deserving of profanities as feedback.
• 1% to 5%: Bad, requires fixing, not competitive.
• 5% to 50%: Average, meets most requirements.
• 50% to 75%: Good, better than most, well thought out, easy to maintain.
• 75% to 100%: A marvel of engineering, potentially patent-worthy.

These differences in perception can have a significant impact on team dynamics and productivity. Understanding these cultural nuances is key to managing multicultural teams effectively.

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Disclaimer

Please note that all anecdotes, observations, and conclusions drawn in this blog post are based on my personal experiences managing multicultural teams. While these experiences provide valuable insights, they are inherently subjective and may not reflect every individual’s experience.

In order to illustrate certain points, I have used generalizations about cultural tendencies. However, it’s crucial to remember that cultures, like many other things, follow a bell curve of characteristics. While we can talk about tendencies, averages, and norms, individuals remain individuals. You may very well encounter a straightforward American manager or a Polish counterpart who breaks the mold.

Cultural understanding is a tool that can help us navigate the complexities of international teamwork, but it should never be used to stereotype or pigeonhole individuals. Always approach each person as an individual, with their own unique blend of cultural influences, personal experiences, and individual traits.

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Directness, Indirectness

One of the most striking differences between American and Polish communication styles lies in the degree of directness. This difference significantly impacts how feedback and criticism are given and received, and understanding it is key to effective cross-cultural communication.

American communication style tends to be more indirect and nuanced. Americans often use positive language and soften their criticisms to avoid causing offense. They tend to sandwich negative feedback between positive comments, a technique known as the “compliment sandwich.” This approach reflects a cultural emphasis on maintaining harmonious relationships and positive atmospheres.

On the other hand, Polish communication style is typically more direct and straightforward. Poles often express their thoughts and opinions candidly, even when those opinions are negative. This directness extends to giving feedback and criticism. A Polish person is likely to point out problems and inadequacies directly, focusing on the issue at hand rather than worrying about how the feedback might be received.

This difference in communication styles can lead to misunderstandings. What an American perceives as a gentle suggestion, a Pole might see as an unclear message. Conversely, what a Pole views as honest feedback, an American might perceive as harsh criticism.

Understanding these differences allows us to interpret feedback in the context of cultural communication styles and adjust our own communication to be more effective. The goal of feedback is improvement. By adapting our communication style to suit our audience, we can ensure our feedback is understood and acted upon in the way we intended.

Solution vs. Problem

Another key difference between American and Polish work cultures lies in their approaches to problem-solving. This difference significantly influences how problems and solutions are communicated within teams.

American work culture typically adopts a solution-focused approach. When a problem arises, the primary focus is on finding a solution. The discussion tends to revolve around potential fixes, improvements, and the next steps to take. This approach reflects a cultural emphasis on positivity, forward-thinking, and action. It’s not that the problem is ignored; rather, it’s quickly acknowledged and then the conversation moves on to how to solve it.

In contrast, Polish work culture often takes a more problem-focused approach. When a problem is identified, the discussion may dwell more on the problem itself, dissecting its causes and implications. This approach reflects a cultural tendency towards thorough analysis and understanding before moving on to solutions. It’s not that solutions aren’t sought; rather, there’s a belief that a deep understanding of the problem will lead to more effective solutions.

These different approaches can lead to misunderstandings in multicultural teams. What an American perceives as proactive and positive, a Pole might see as rushing towards solutions without fully understanding the problem. Conversely, what a Pole views as a thorough and necessary analysis, an American might perceive as dwelling on the negative without moving forward.

Understanding these differences is crucial for effective team management. It allows us to appreciate different problem-solving styles and to facilitate communication that respects these differences. By creating a space where both problem analysis and solution generation are valued, we can harness the strengths of both approaches for more effective problem-solving.

The Oscillator

In my tenure as a manager for a manufacturing company, we once faced a perplexing problem. Devices coming off the production line were failing automated tests inconsistently. They would fail, then pass, then fail again at different testing stations. The next day, they would pass within acceptable limits. The problem seemed non-deterministic and was causing significant disruption to our production schedule.

Initial investigations pointed to an unstable oscillator as the culprit. The oscillator was becoming unstable due to high temperatures immediately after the soldering process, with no time to cool down before reaching the testing station.

Interestingly, despite all team members being Polish, we saw two distinct approaches to the problem, reflecting different styles of thinking. Some team members, displaying what could be described as an “American style” of problem-solving, proposed a quick and straightforward solution: “Just put a fan on the line.” And indeed, this solution worked. It cooled the oscillators quickly, stabilizing them before they reached the testing station, and the immediate problem was solved.

However, other team members took a different approach. They wanted to investigate the problem further. This led to a more in-depth, time-consuming, and expensive investigation. But it also led to a more comprehensive understanding of the problem. The team discovered multiple causes for the oscillator instability, leading to several improvements: optimization of the production line, additional checks in the testing process, and an overall increase in product quality. In the long run, this approach led to a decrease in overall costs.

The “American style” approach provided an immediate fix, enabling us to continue delivering products without delay. The more thorough approach, on the other hand, led to long-term improvements that ultimately benefited the company more significantly. This experience highlighted the value of both approaches and the importance of balancing immediate fixes with long-term problem-solving, regardless of the cultural background of the team.

Tips & Tricks

As an engineering manager with 17 years of experience leading multicultural teams, I’ve learned that understanding and respecting cultural differences is key to effective team management. Here are some strategies I’ve found useful:

Know Your Team

Get to know the people you’re working with. A bit of small talk now and then can go a long way in understanding what motivates your team members and how they prefer to receive feedback. Do they need freedom or boundaries? Understanding these nuances can help you tailor your management style to meet their needs.

Be Proactive, Not Reactive

The saying “it’s easier to ask for forgiveness than permission” holds true in multicultural teams. No matter the cultural communication style, it’s important to keep the company moving forward. With the proper respect required by the culture or individuals, being proactive can often lead to quicker solutions and progress.

Be Clear and Respectful

When communicating on a company forum, focus on help and problem-solving. Mention anyone that helped you and highlight the next actions. If someone is blocking your progress, frame them as potential helpers and heroes who might save the day. This positive framing can help foster a collaborative environment.

Cultural Awareness

Educate yourself about the cultures of your team members. Understanding cultural norms and values can help you better understand your team members’ perspectives and behaviors. This knowledge can help you avoid misunderstandings and manage your team more effectively.

Open Communication

Encourage open and respectful communication. Make sure all team members feel comfortable expressing their ideas and concerns. This can foster a sense of inclusion and ensure that everyone feels heard.

Flexibility

Be flexible in your management style. What works for one culture may not work for another. Be willing to adapt your approach to meet the needs of your diverse team.

Inclusion

Foster an inclusive environment where all team members feel valued and respected. Celebrate cultural diversity and encourage team members to share their unique perspectives and experiences.

Conflict Resolution

Be prepared to mediate conflicts that may arise due to cultural misunderstandings. Encourage team members to view conflicts as opportunities for learning and growth.

Team Building

Regular team-building activities can help build trust and understanding among team members from different cultures. This could be as simple as a regular team lunch, or more structured team-building exercises.

Training

Provide cultural sensitivity training for your team. This can help team members understand and respect cultural differences, reducing potential conflicts and misunderstandings.

Feedback

Understand different cultural approaches to giving and receiving feedback. Some cultures are more direct than others, and what is considered constructive criticism in one culture may be seen as overly harsh in another.

Recognition

Recognize and value the diverse skills and perspectives that multicultural team members bring to the table. This can help foster a sense of belonging and respect within the team.

Patience

Last but not least, be patient. Building a cohesive multicultural team takes time, but the benefits in terms of diverse perspectives and ideas can be well worth the effort.

Evolution

As time goes on, you’ll notice a fascinating phenomenon within your multicultural team. The team will begin to develop its own unique culture, a blend of the various cultural influences and individual characteristics present within the group. This new “team culture” is a testament to the power of diversity and collaboration.

Each team member, with their unique cultural background and personal traits, contributes to this shared culture. The American team member’s optimism, the Polish team member’s meticulous attention to detail, the Indian team member’s collaborative spirit – all these elements come together to form a rich tapestry of perspectives and approaches.

This team culture isn’t static, either. It evolves and grows with the team, adapting to new challenges and incorporating new members’ contributions. It’s a living, breathing entity that reflects the team’s collective identity.

This evolution doesn’t happen overnight, and it requires conscious effort from all team members. Open communication, mutual respect, and a willingness to learn from each other are crucial. As a leader, your role is to foster this environment and guide the team through this journey.

In the end, what you’ll have is more than just a team. You’ll have a microcosm of the global community, a testament to the power of diversity and collaboration. And that, in my experience, is where the magic really happens.

Summary and Conclusion

In this post, we’ve delved into the fascinating world of managing multicultural teams, focusing on the cultural differences between the USA and Poland in the context of software development. We’ve explored how these differences manifest in the workplace, particularly in the areas of communication, feedback, problem-solving, and perception of quality.

We’ve seen that cultural differences can significantly impact team dynamics and productivity. For instance, the American tendency towards optimism and solution-focused thinking can contrast with the Polish inclination towards meticulousness and problem-focused analysis. These differences, if not understood and managed effectively, can lead to misunderstandings and conflicts.

However, these differences also present a unique opportunity. By understanding and navigating these cultural nuances, we can foster a more inclusive, effective, and harmonious work environment. We can leverage the diverse perspectives and approaches within our team to drive innovation and improve the quality of our work.

We’ve also shared some practical tips and strategies for managing multicultural teams, from promoting open communication and cultural awareness to adapting your leadership style and leveraging technology. We’ve highlighted the importance of setting clear expectations, promoting equality, and developing strong conflict resolution skills.

Finally, we’ve discussed the evolution of a multicultural team, how over time, a unique “team culture” emerges that blends the various cultural influences and individual traits within the group. This team culture, which evolves and adapts with the team, is a testament to the power of diversity and collaboration.

In conclusion, understanding and navigating cultural differences in communication is not just beneficial—it’s essential in today’s globalized world. It’s a challenging yet rewarding journey, one that enriches our work experience and drives us towards excellence. As we embrace our cultural differences, we learn to see them not as barriers, but as bridges to understanding, collaboration, and mutual growth.