As an employer/team leader/superior/etc.

– Be clear of what you would like to instruct. Only then you can make it clear to others.
– Become aware of what you mean by words/expressions like ‘as soon as possible’, would, could, soon, etc.
– Don’t give more than one instruction at the time.
– Know about your own communication/instruction style. (Check Toolkit’s material Different ways to communicate) Then you can use different communication skills to address the other accordingly.
– Establish rules together with your diverse team, for example about the way instructions are given. In an intercultural setting, it is recommendable to talk about existing rules, the understanding of such and possibly to redefine some in order to include everybody.
– Ensure that your point/task has been understood. Possibly ask, e.g. Do you know what to do? What would you do first? Is everything ok with this task, can I clarify anything for you?
– Become aware of the context this instruction is taking place (written, oral; formal, informal; etc.) and what affect this might have on the understanding of the instruction/request from the other person.

As an international employee

– Understand the way your superior/team leader/ employer/colleague/etc. communicates. Understand your own way of communication (-> Cross ref communication)
– What do words like: Could, would, possibly, soon, need, wonder, etc. mean in the context: Clarify if necessary. For example: To understand correctly, could I repeat what I have understood from your instructions/request? So, do you mean…? Could I check…?
– Communicate with the person who instructs you about a way you would like/not like to communicate instructions/requests. E.g. The way I hear what you are instructing me to do is …. . I am more used/I would prefer

Rule of Thumb: Establish together (person giving instructions, person receiving instructions): How instructions are given? How direct/indirect? How precise? Clarify words that offer room for misunderstanding (soon, as soon as possible, nice, long, etc.) Establish a shared basis of knowledge regarding this topic and act upon it.

Let me ask you:
Have you gotten frustrated over an e-mail conversation with a colleague/manager/client/etc.?

Why is this important?
Also written communications are part of an interaction between humans. As established earlier (Cross-references 4 ears) people act differently in different contexts and it is essential to understand and communicate the differences; and more importantly how to want to leverage them.  In Email communication essential understandings of etiquettes might encounter differences, such as aspects regarding time, formality, directness, format, general standards and many more.
Therefore it is essential to consider the following: Click on the exercise and tips icon below

When you are the sender:

• Make sure you communicate difficult topics, or topics that might be consider as difficult by the receiver [cue: Empathy], face-to-face.
  By using messages or Emails the communication is not effective as the non-verbal level is left out. Humans perceive the majority of the message through non-verbal communication; loss of non-verbal communication can cause the recipient to get a whole different meaning
• In an intercultural setting, empathy is a vital part. Empathy as the ability to be sensitive to the sensitivities and mode of thinking of the other person will aid to act flexibly in intercultural moments in general, as well as in possibly anticipating and identifying the potential for “tough talk” from the conversation partner
• When inviting to talk about a potentially sensitive topic, state the goal of the remark. That increases the chance that the recipient will hear it as you mean.
  • For instance: “The purpose of this conversation is to confirm that you are working on these tasks according to the deadline.”
• General aspect like “I” statement (e.g. ”It annoys everyone when you are late to meetings.” But instead say: “I am bothered when you are late to meetings because I have to adjust the agenda in an instant and we might not finish on time”) are recommended
• As an employer/team leader/superior/etc. be sensitive to the ways in which refusal, disagreement or complaint can be expressed by your employees. You are now the receiver and it is on you to identify what the employee’s matter is.

When you are the receiver:

• Practice active listening and don’t build contra-arguments in your head while listening to the other person talking. Instead, give non-verbal encouragement (e.g. nodding) to give the other person the feeling that he/she is listened to. Listen carefully and try to understand what the other person wants to tell you. The goal is to really understand the message the other person is trying to convey
• Ask questions: to make sure you understand properly what the other person is trying to tell you.
• Confirm what you understand: simply repeat in different works what you think you have understood from the message of the other person. This does not mean you understand, but simply to avoid misunderstanding.
• Share your perspective on the matter. Be as clear as you can be. Notice: Now the other person is the receiver and you are the sender. Check out the sender checklist on the previous slide.
• As an employee you might want to express refusal, disagreement or a complaint. Despite your previous experiences and habits you normally apply in those situations, it might be very different in another context/company/country. Be aware of the traits/habits/norms/values around you and in contact to you supervisor, and ask, if necessary.

Important note:
In an intercultural context you will need various competencies at once, such as empathy, communication skills, listening skills, cultural frame shifting skills, etc. to act agilely in the given situation.
Generally:  Applying some of the tips above for everyday communication will build trust and lead to more successful communication between members of the organization.

Furthermore, it is recommendable to understand what “conflict”/ “saying no”/etc.  means to each individual.