When Cultures Work Together: The Moments Everyone Recognises
Working across cultures is wonderful… and occasionally confusing. Because culture shows up long before anyone speaks. This sits in how people enter a meeting, how they give feedback, how they make decisions, and even how they write emails.
Here are a few moments you’ll recognise if you’ve ever worked in an international team.
The Email moment
You send a short email: “Please send the numbers. Thanks.”
Your American colleague thinks: Efficient.
Your Dutch colleague thinks: Normal.
Your British colleague thinks: A bit abrupt.
Your French colleague thinks: Where is the greeting?
Your Japanese colleague thinks: Where is the context?
Your Spanish colleague thinks: Where is the warmth?
And your German colleague replies with a 12‑point bullet list, three attachments, and a timeline.
The Meeting Moment
Some cultures love meetings. Others see them as a productivity crime.
Your German colleague arrives at 09:00 sharp with an agenda, a pen, and the determination of someone about to negotiate a peace treaty.
Your Brazilian colleague joins at 09:07 with a smile, a story, and a coffee the size of a small bucket.
Your Dutch colleague says: “Let’s keep it short.”
Your Italian colleague says: “Let’s see where the conversation takes us.”
And your British colleague says: “Right… shall we begin?”
Nobody is wrong. They’re just dancing to different cultural rhythms.
The Feedback Moment
Direct cultures deliver feedback like a weather report. Indirect cultures wrap it like a gift.
A Dutch manager says: “Your report wasn’t clear. Please fix it.”
The American colleague thinks: “Great, direct. I can work with that.”
The Japanese colleague thinks: “I have dishonoured my family.”
The British colleague thinks: “Wow. Bold.”
The French colleague thinks: “Who does he think he is?”
And the Dutch manager thinks: “I was being helpful.”
Same message, very different emotional journeys.
The Silence Moment
Silence can mean: “I’m thinking.” “I disagree.” “I’m being polite.” Or simply: “I’m waiting for you to stop talking". Silence is cultural. Not a lack of engagement.
Real life example
You ask your international team: “Any thoughts?”
Your American colleague jumps in immediately.
Your Dutch colleague follows.
Your Indian colleague waits politely.
Your Japanese colleague waits even more politely.
Your French colleague is thinking.
Your British colleague is thinking about how to phrase their thought politely.
Your Spanish colleague is thinking about whether this is the right moment.
And you are thinking: “Why is nobody saying anything?”
Spoiler: they’re all thinking. Just differently.
The Decision-Making Moment
Fast vs. slow. Individual vs. collective. Coffee vs. consensus.
Different cultures value different things, and when those values collide, decision‑making becomes a choreography nobody rehearsed.
You propose a plan.
Your American colleague says: “Love it. Let’s go.”
Your Dutch colleague says: “Fine by me.”
Your French colleague says: “We need to discuss the implications.”
Your Japanese colleague says: “Let’s check with the team.”
Your British colleague says: “Seems reasonable… unless anyone objects?”
Your Italian colleague says: “Let’s talk it through over lunch.”
And suddenly your “quick decision” has become a three‑country negotiation.
Why this matters
It matters because none of these moments are random. They’re cultural. And once you understand the cultural logic underneath your collaboration, everything becomes easier:
misunderstandings shrink (or disappear)
trust grows
feedback lands
decisions stop getting stuck
teams finally work with their differences
Culture isn’t the problem. Culture is the explanation.
Behind the Screens
Helping managers, teams, and organizations recognise and work with cultural differences. Not trip over them.