THE OPPORTUNITY OF MULTICULTURAL TEAM DEVELOPMENT IN

DIGITAL COMMUNICATION ERA

Azizah Assattari (assattari@lentera-nusantara.com)
Digital communication era enables multicultural teamwork without boundaries.
Workforce globalization makes multicultural teams common for many industries.
Furthermore, technology improves accessibility from people all around the world to
work at the same time. These make teamwork collaboration for business projects and
purposes around the world became casual nowadays.
Advances in social technology-based communication and media allows communities
worldwide to find members with the most relevant expertise, regardless of their
physical location, and to assemble such members into global teams (Bradley L.
Kirkman, Debra L. Shapiro 2005). Moreover, it can be seen that many development
on several project based sites relies on borderless multicultural communication
through digital media. Some of these sites include Kickstarter (www.kickstarter.com),
business startups on venture-based media such as f6s (www.f6s.com), creative
commissions on creative sites such as Deviantart (deviantart.com) and Behance
(behance.net), etc. In advances, most events and festivals organizing now are global
citizen oriented. Lots of cons nowadays were created for multination entries
requirements.
This condition enables new opportunity for multinational corporate development
(Vicki Williamson, 2007). Cross-nation and multicultural teams have become very
common working groups in recent years due to economic and workforce
globalization. One of the primary talents international leaders needs to have is the
ability to manage and leverage cultural differences. Executives have to be comfortable
working in both international and cross-cultural environments.
Experts have predicted that, by the year 2000, 50 per cent of the world's assets will be
controlled by multinational corporations. Chances are that the vast majority of people
in the workplace will either be employed by multinational firms or will at the very
least be interacting and communicating with employees of foreign companies (Dulek

et al., 1991). The international business community is expanding quickly as people

over the world want and need the same limited resources. Also, immigrants and
refugees are increasingly swelling our nation's borders (Cushner and Trifonovitch,
1989).
Advancements in technology and transportation are encouraging the growth of a
global economy by making it easier and less expensive for nations to communicate
with one another. However, technology doesn't erase the differences between cultural
and social practices. On the other hand, multicultural teams are made up of people
from different social and professional cultures that work together for a common
project goal. Managing cross-functional teams is a complex skill and process, and it
becomes even more challenging when the multicultural component is included in the
team mix.
It is not an easy job managing cultural and social differences, language and accentuate
barrier, different working culture styles, physical locations, time zones, and
communication channels. For examples, communication in western cultures is
typically direct and explicit. In many other cultures, mostly eastern, meaning is
embedded in the way the message is presented. The differences can cause serious
damage to team relationships.
That makes cross-functional global projects in business and technology particularly
need custom approach. The complexity and challenge of multicultural teamwork
communication demands synergy. As the world grows closer to becoming a global
economy, the importance and need for developing effective communication skills for
people in different cultures becomes crucial. Differences in values and priorities can
be primary source of misunderstandings among one to another. Some of the most
common differences lie in the way dissimilar cultures perceive time, thought patterns,
personal space, material possessions, family roles and relationships, language,
religion, personal achievement and competitiveness (Knotts, 1989).
In most multicultural communication study, English is known as the dominant
language spoken in international business and as the second most spoken language in
the world (Phillip W. Balsmeier & Anita K. Heck, 1994). Although English language

were selected for many of international economic based communities (Asean

Economic Community, European Union, and other multination-based communities),
misunderstandings or deep frustration may occur because of non-native speakers
accents, lack of fluency, or problems with translation or usage. These may also
influence perceptions of status or competence. For this reason, the key of teamwork
development and communication are the similiarities of interest and target orientation.
Additional value differences across the cultures that Kluckhohn and Strodtbeck
(1961) observed pertain to the extent to which people tend to be doing-oriented
(i.e. to value work activities more than nonwork activities) rather than beingoriented (i.e. to value nonwork activities more than work activities). Furthermore,
this study also shows that people tend to be free will-oriented (i.e. to believe that
individuals control their own destiny) rather than deterministic (i.e. to believe that
an individuals fate is determined by forces beyond his/her control). Cultural value
diversity refers to the extent to which members of a team are heterogeneous with
respect to cultural values such as those just identified.
Sometimes, in multicultural teamwork, members need to be more cosmopolitan and
less ethnocentric. Because societies are becoming more pluralistic and organisations
operate increasingly outside their own borders, corporate representatives, association
administrators and government officials require intercultural sensitivity. That implies
awareness of cultural differences, and skills in cross-cultural communication and
synergy. Training for multinational managers, for example, should emphasise
comparative management how others view the management process and how their
perspectives can be integrated into transnational policies and procedures. Many of us
have approaches to leadership and human resource development which are culturally
biased. Professionals, such as international consultants, executives of global
enterprises or Customs officials, should be alert to cultural influences on perception,
decision making, reporting, etc. (Philip & Dorothy, 1983).
Knowledge in the area of cultural differences can greatly enhance one's ability to
interact with, motivate and influence people from other cultures successfully. It can
also "lead to less friction, better understanding and a more peaceful coexistence
between people" (Aviel, 1990). Experiences and capability of leading and managing

cross-functional and multicultural teams in today's global economy is an essential

skill for the next-generation emerging leaders. When team members work together as
one-visioned team, understanding each other, supporting each other, and trusting each
other, the whole team naturally become a winning team with the shared mindset and
vision of winning solution. They would love to do the best for themselves through
their teamworks, their projects, their organizations, and finally their global customers.
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