International project management

COMMUNICATING IN INTERNATIONAL PROJECTS

Chapter 9

COMMUNICATING IN INTERNATIONAL PROJECTS

Communication is the key to increase value – in all types of projects.

Up to 90 per cent of the time of project managers is spent with communication.

Good communication in international projects means:

Being aware of the importance of communication in such a complex environment.

Overcoming language barriers.

Dealing with different communication styles.

Using a variety of communication modes and channels.

Planning for structured communication in the frame of a communication governance system.

Having communication guidelines as a common reference frame for all project members.

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Medium

transmits message with selected medium

Receiver

decodes meaning

Sender

encodes meaning

Noise

Culture

Feedback

PROCESS OF INTERCULTURAL COMMUNICATION

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People from hierarchy-oriented cultures tend to hesitate

to communicate especially negative messages to higher

ranks and will tailor their communication style a lot to the

addressee. Individuals from equality-oriented cultures

tend to share openly negative messages with seniors

and focus on the content of the message rather on the

addressee.

Equality Hierarchy

Persons from consensus-oriented cultures tend to use

communication as a tool to create a positive atmosphere

and tend to indirectly approach conflict.

People from conflict-oriented cultures tend to openly

address conflicts with direct language.

Conflict Consensus

People from relationship-oriented cultures tend to

communicate more holistically about all kind of topics to

further the interpersonal relationship. Individuals from

task-oriented cultures tend to communicate about topics

directly linked to the task at hand.

Task Relationship

People from group-oriented cultures tend to put

numerous persons from their network on CC. People

from individualistic cultures tend to minimize CCs to the

persons directly affected or responsible.

People from group-oriented cultures tend to categorize

what they communicate and how they communicate in

terms of in-group and out-group communication.

Persons from individualistic cultures tend to focus rather

on the content of the message regardless of the

addressee.

Individual Group

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Cultural impact on communication

CHALLENGES OF INTERCULTURAL COMMUNICATION

We all bring associations to the communication process based on values and norms.

Verbal AND non-verbal communication can differ among cultures.

Communication is an unconscious process.

 Awareness building is the prerequisite for understanding differences in communication.

Communication epitomizes interpersonal interactions. It is irreversible because the receiver may not change his or her reaction to a communication the sender wants to modify.

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Impact of language

diversity on international

projects

Insufficient project

feasibility

Loss of speed

Misjudge- ments and

underuse of resources

Unexpected misunder- standings

Loss of creativity

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Language and communication

Language (natural, functional, and technical languages) differences tend to be overlooked. However, they have a big impact on the efficiency and efficacy of international projects.

COMMUNICATION STYLES

Communication not only differs by language, but also can be clustered into different styles.

A wide-spread differentiation is:

 High-context: feelings and thoughts are not explicitly expressed to maintain harmony and not to cause offence to the receiver.

versus

 Low-context: feelings and thoughts are clearly expressed in words and information is given in a comprehensive way.

Context can be categorized into:

 Physical context

 Social context

 Situational context.

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Low Context/

Explicit Messages

High Context/

Implicit Messages

German Japanese

• Arab

• Mediterranean

• Latin American

• South European

• South Asian

• Chinese

• Swiss

• Scandinavian

• North-American

• Other Central and North

Europeans

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Hall’s concept of low-context and high-context cultures

DIFFERENCES IN COMMUNICATION STYLES

Direct communication style

 Typically used in low-context cultures.

 Example: ‘Please modify the plan based on the last week’s changes.’

Indirect communication style

 Typically used in high-context cultures.

 Example: ‘Maybe we have new figures…’ or ‘It is so important to always have the latest figures.’

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NEGOTIATIONS

A negotiation is a special communication situation.

They are ubiquitous in international projects.

Factors impacting on the effectiveness of negotiations in international projects:

1. The relative emphasis on tasks versus interpersonal relationships.

2. Nature of persuasive arguments.

3. Use of time.

4. Decision-making style.

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US NEGOTIATOR PROFILE

States his or her position as clearly as possible in a low-context style (‘Say it like it is’).

Is fact focused (‘Let’s get down to business’).

Follows a linear agenda.

Prepares to make concessions only if an equivalent is returned by the negotiation partner.

Tends to take quick and pragmatic decisions.

Prefers informality (‘Call me John’) to establish warm atmosphere.

Is very concerned with time (‘Time is money’), sometimes nearly obsessed with time.

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ARAB NEGOTIATOR PROFILE

Uses elaborate communication style with the display of emotions.

Bases the negotiation on reciprocity assessed by equality, equity, or responsibility depending on the situation.

Avoids direct confrontation between opponents.

Uses references to people who are highly respected by the negotiation partner to persuade them to change their minds on some issues.

Is less concerned with time.

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RUSSIAN NEGOTIATOR PROFILE

Primary focus is on relationship, not on the issue.

Assesses negotiation partner depending on how well he or she is connected with powerful people and has good connections (in Russian ‘blat’).

Displays emotions.

Uses a direct communication style.

Is competitive and assertive with occasional threats.

Believes that making compromises is a sign of weakness.

Is reluctant to take any decisions if he or she does not belong to the top of the organization.

Is less concerned with time.

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THE CHOICE OF COMMUNICATION MODES

In international projects spanning organizational, geographical, and temporal boundaries, great volumes of information need to travel across the globe at high speed.

Traditional communication like sitting in the same office and casually talking with each other is insufficient in this context.

A wide variety of communication modes need to be applied, to be categorized as follows:

 Verbal or in writing.

 Personal or virtual.

 Informing people (one way) or interacting with people (two ways).

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DETERMINANTS OF MEDIA RICHNESS

Does the medium convey multiple cues?

Does the medium support ambiguity?

Does the medium require co-presence of sender and receiver?

Does the medium allow for personalization?

Does the medium offer language variety?

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Verbal

traditional

Written

traditional Verbal virtual

Synchronous Asynchronous

1-way active

1 : Many Conference

(Project) Roadshow

(Project) Magazine

Manual

Procedures

Newsletter

Memo

Webcast

Internet

Video

Internet video

Mass E-mail

Webcast

Screensaver

Attitude survey

1 : Few Team briefing Fax

2-way active

1 : 1 Dialogue Letter Tel. conversation

(fixed line/mobile)

VoIP

Chat E-mail

Bulletin board

Few : Few Workshop

FTF Meeting

360 degree

feedback

Flip chart

Metaplan

(Multi-point)

Videoconference

Audio conference

Telepresence

Few : Many or

Many : Many

Project party Intranet/

Extranet

Internet

Web discussion

groups

Written virtual

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An overview of communication modes

COMMUNICATION GUIDELINES FOR COMMUNICATION IN VIRTUAL TEAMS

• Team members must identify when they are available for receiving and responding to communication.

• Team members have to explicitly state the context of their communication in relation to intent, relevance, situation, and purpose.

• Team members should strive to meet regularly, on a synchronous basis, to maintain rapport and continuity.

• Senders must take responsibility for prioritizing communications as urgent, important, routine or informational only.

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COMMUNICATION GOVERNANCE

In international projects, there are few opportunities to informally share information.

 A system to secure the information flow needs to be implemented at project start.

Such a system is called ‘communication governance’.

The next slide outlines the main activities related to the creation of a communication governance system.

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Communica- tion

Governance System

1

2

34

5

Mapping the communication partners

Defining

communication

content and

format

Selecting

communication

modes / media

Defining

communication

timing and

frequency

Creating a

communication

matrix

Determining communication protocols

Agreeing on basic communication guidelines 19

Communication governance structure

Stakeholders

(WHO)

Topic/Issue

(WHAT)

Method

(HOW)

Timing

(WHEN)

Who is

responsible?

Project owner Time overrun Routine report Monthly Cluster leaders

Senior

management Time overrun

Routine report

or face-to-face

status meeting

Quarterly Project manager

Local

management Equipment changes

Face-to-face

meeting Monthly Plant managers

Project

members

New project

members, changes

of responsibilities

Video

conference /

Webcast

Weekly Project manager

Support units

e.g. IT: System

modifications

needed

Phone

conference

Monthly or

when needed Cluster leaders

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Example of communication matrix

Never take anything for granted

Face to face communication is most powerful

Be reluctant to reply immediately to e-mails that cause offense

Practise active listening

Be patient and willing to re-phrase and paraphrase

Consciously provide and ask for feedback

Determine response times for written communication

1.

2.

3.

4.

5.

6.

7.

Basic communication guidelines for

international projects

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