A common language is essential, but by itself does not make for a winner

	Listened - smiled - and understood

Management style and understanding for each other’s backgrounds are important elements in a multicultural workplace.

A common language is a precondition for being able to understand what we say to each other but that is no guarantee that communication works. Prof. Jakob Lauring, Aarhus School of Business, researches in international management. At MSSM, he gave several examples of why management style and understanding for each other’s backgrounds are important for making an organisation work well.

The Danish management style of ‘freedom with responsibility’ may not work for other nationalities. Briefly his solution is information and strengthening inter-cultural relations; training in cultural understanding and language; creating clear policies in the area; senior managers should “walk the talk” and be visible; team-building with an overall group identity and organization, and collaboration should be rewarded.

	Train in cultural understanding and language, Prof. Jakob Lauring urges multicultural crews.

Cultural agents
That is by and large part part of the solution that the TechniClean company has successfully used to weld their multicultural personnel together, reported Jonas Jensbye, Occupational Psychologist, Grontmij. Multilingual people have been made key personnel and cultural agents to exchange knowledge about each other and act as links between management and employees.

The results: more people attending Danish courses; better mutual understanding; fewer industrial accidents; better dialogue on safety at work; better recruitment and retention; improved customer service, fewer days of sick leave and higher output.
 

Exercise and sport can also be way to tackler greater understanding for each other.