Plus3 Global Projects

Blog Post 3

MAY 24th, 2021

Gabriel Brina

There are a lot of challenges when we work with multicultural projects in a virtual setting, how the “value” issue is treated and especially how the “value” is seen by the independent parties and how to relate this challenge to benefit management and management transformational change. There are upsides to this setting as well.

With the definition of establishing a basis for understanding the challenge, it is important to establish as general characteristics of everyone as an individual leader and identify the main points of improvement within the multicultural situation, discussing the creation of Cultural Intelligence, good communication and efficient leadership as the main tools, while also highlighting the possible impacts and negatives throughout the project’s life cycle.

The value of the project is different for each stakeholder, as well as their support for the project, and in view of this statement, it becomes increasingly important to establish effective metrics for identification and engagement of stakeholders, and to establish a communication management strategy. how to convey the information inside and outside the project in an appropriate way to all interested parties with the correct information, at the right time. Working with Senior Concierge, all the time we had to balance each individual challenge with the project challenge as well.

Uncertainty: A characteristic of this project is uncertainty and when treated in multicultural projects, the fear of the unknown and the insecurity of stakeholders is increasingly evident.

Lack of Understanding / Confidence: Understanding that the project is adequate and necessary for Senior Concierge and even more so as it will be carried out by non-native people and unaware of the local culture, when thinking of the perspective of my US-colleagues.

Different perceptions and values: Stakeholders have different perceptions as to the outcome of the project and in multicultural environments it is further enhanced.

Lack of tolerance for change: Projects suffer from changes throughout their life cycle, it is something common and normal, but it is necessary to establish and address change authority to the interested parties.

Refuse the source of change: Difficulty understanding the capacity of those who will carry out the project.

Personal interests and habits: People have habits and are not willing to change and the project may also affect the personal interests of some stakeholders differently.

Resistance to change: Why should we change? Have we worked like this for some time? What benefit will this project bring to the organization? These are questions that need to be addressed with clear and concise answers.

               To actively build trust, it is necessary to focus more and more on human aspects in projects (Soft Skills), as it is an investment that will generate good results, more effective results and, mainly, the satisfaction of the project’s stakeholders.

It is observed that in countries like: Japan, China, France, Germany, Hispanic-American countries, foreigners who strive to learn the language are highly valued, as they show respect for local customs.

In India, for example, it is customary to talk about the family before starting business matters. There is even a great expectation in relation to the participation of the foreign executive (Project Manager) in events not necessarily linked to work, such as family weddings.

Finally, I want to emphasize that we tried to achieve our mission with the multicultural project, trying to not forget to be humble, communicative, consistent, and try to learn and teach simultaneously and always.

Have habits of creating, above all, a collaborative environment to enhance our likelihood of success, and enjoy the different cultures of the project.

During the consultancy phase of “advocacy”, I strived to balance giving and receiving ideas from the group, as an opportunity for everybody to contribute to the end result.

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