Cross-cultural teams provide immense benefits to organizations such as enhanced problem-solving skills and diversity of perspectives from the culmination of various backgrounds. Although these benefits can contribute to an organization's success, difficulties can arise for managers tasked with leading these cross-cultural teams. Scheduling conflicts and communication barriers can create points of conflict for managers. Additionally, less apparent issues such as cultural norms and creating a unified team environment can be detrimental to the success of a cross-cultural team. Increased awareness about cultures can work to prevent potential tensions from arising within the workplace. 

Cross-cultural teams may be comprised of individuals working remotely from different countries or expatriates. Regardless of the composition of the physical locations of group members, cultural differences can present tensions in the team environment and communication methods because individuals from different cultures may have drastically different approaches to tasks in the workplace. Various strategies can be implemented by managers to develop cultural understanding, enhance communication, and develop team norms ultimately improving the team's performance. 

Learning about differences between cultures present on the team can develop increased awareness about why team members may do or interpret things differently. A helpful resource to understand more about different cultures is Geert Hofstede’s Cultural Dimension Theory. Hofstede’s theory explores six key aspects of cultures: power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, and short vs. long-term orientation. Comparison between cultures using these cultural dimensions can work to explain variances in workplace behavior. For example, team members from cultures with higher power distance increasingly value hierarchy and are more likely to rely heavily on those with positions of power for explicit direction. This may present an issue for teams that depend on quick decision-making processes and independent work. Being conscious of these potentially ingrained cultural differences can guide managers to communicate more about proper procedures and create a more inclusive workplace environment. 

For team members recently relocated to a new country, there may be some distinct cultural differences they are not accustomed to within their new home. Developing proper mechanisms for expatriate training is incredibly important for easing this transition for newly relocated team members. While many companies have established systems for assisting relocated employees to adapt to the new location, as a manager, it is important to develop an inclusive and comprehensive introduction to the new space they are working in. Aiding a seamless transition to the new working environment can include more one-on-one conversations to learn more about the recently relocated team member and discuss any potential concerns they have adjusting to the new environment.

Communication barriers are another important consideration when working with a cross-cultural team. For team members who aren’t working in their native language, aspects such as tone and sentence structure may vary considerably. These differences in communication and understanding present many points of misunderstanding between workers. Strategies to prevent misinterpretation consist of utilizing clear and concise messages. This way there are fewer opportunities for potential misunderstandings. Another strategy to emphasize amongst team members is to encourage clarification. If a team member does not entirely understand something, asking further questions can prevent issues later. Working to develop an environment that promotes questions and clear communication will benefit the entire team. 

Another important facet of communication that can vary across cultures is “taught behaviors”. Within different cultures, there are different cultural norms of communication. For instance, American team members may be abrupt over chat function and directly start conversations with a question or request, while Indian team members tend to practice more indirect communication and may include a greeting and more pleasantries before requesting something. Although a seemingly insignificant difference in communication, this can cause frustration for American team members who prefer more immediate communication and conversely cause frustration for Indian team members who interpret the abrupt communication as rude. Working to discuss appropriate communication practices can help to relieve unnecessary issues arising from these “taught behaviors”. 

With team members coming from various places, establishing team norms increases progress timeliness. Technology developments help to mitigate time-zone-related issues as there is increased communication and immediacy. 24/7 accessible applications such as SharePoint and live documentation features help to allow for consistent communication among all team members. While some team members are off the clock, team members from different time zones can update the live documents and have a record for team members who aren’t currently working. This allows for greater communication and consistency between team members working during different times.  

Another potential issue solved through team norms is establishing a sense of team unity. When managing a team from various cultures, team members may develop an “us vs. them” mentality between different regions when mistakes are made. For teams that have little periods of overlap due to time differences, it can be difficult to foster collaboration and create a sense of division. When an error occurs, for instance during the Australian Central Standard shift, British team members may get frustrated with Australian team members causing increased tensions. Although there is a considerable time difference between these two teams' standard working hours, utilizing some of the overlapping time for weekly or monthly team meetings can unify the team and create a greater sense of appreciation for team members working during the other shifts. Overall, managers need to work to break cultural divides and help build a strong team environment.  

Implementing strategies directly focused on creating seamless interactions between team members of various cultures can be achieved through conscious efforts from all team members. As a manager, introducing measures to develop cultural understanding, effective communication methods, and team norms are important steps for preventing tensions arising from cultural differences is incredibly important.