Communication in a Multicultural Environment: Reflections from Brussels

Living and working in a multicultural environment like Brussels, home to over 150 nationalities, offers a unique and fascinating experience. At the European Commission, I interact with colleagues representing almost all 27 European Union member states. Each day is a learning experience as I adapt to different ways of communicating and understanding the intricacies of language, cultural norms, and unspoken assumptions.

The Role of Language and Communication in Belonging

Language is more than just words; it’s the bridge that connects us. But can our communication influence our sense of belonging within a team or an organization? In my experience, it absolutely does. Clear, inclusive communication fosters unity, while misunderstandings can create barriers, leaving individuals feeling excluded or disconnected.

Effective communication is not just about speaking the same language; it’s about being understood and making others feel included. It requires empathy, patience, and a willingness to listen to the nuances behind the words. In a diverse setting like mine, where every interaction involves different perspectives and values, communication becomes an art form. It goes beyond words. Facial expressions, gestures, and tone of voice all contribute to how messages are received and interpreted.

Inclusive Communication Across Cultures

So how do we communicate in a way that makes everyone feel included, irrespective of their background, nationality, contractual status, identity, or belief? It begins with active listening and genuine curiosity about the person you’re speaking with. Understanding where they come from—both literally and figuratively—helps bridge cultural divides. It’s also about being mindful of how we convey information.

In Edward Hall’s book Beyond Culture, he explores how different cultures rely on high-context or low-context communication. High-context cultures, such as those in Asia, Africa, and Latin America, rely heavily on nonverbal cues and the context surrounding the message. In contrast, low-context cultures, like those in Germany or the United States, value explicit and direct communication, where the meaning is laid out clearly.

Communicating in High-Context and Low-Context Cultures

When I interact with colleagues from high-context cultures, I pay attention not only to their words but also to their body language, facial expressions, and tone. Often, much of the message is “between the lines” rather than being directly stated. Conversely, with colleagues from low-context cultures, I focus on clarity and precision, ensuring every detail is spelled out to avoid misunderstandings.

In high-context environments, loyalty and long-term relationships are emphasized, often leaving unwritten rules to guide interactions. On the other hand, in low-context cultures, communication tends to create shorter-term relationships and set clearly defined expectations.

Neither approach is inherently better, but understanding these differences can prevent misunderstandings and make communication more effective. For example, while a German colleague might prefer straightforward feedback, a Greek colleague may value a more indirect, nuanced approach.

Expressing Yourself and Being Heard

In such a diverse landscape, one of the most challenging yet rewarding aspects is finding your voice and ensuring it’s heard. Amid different languages, accents, and information-processing styles, expressing yourself clearly and respectfully is crucial. The key is to adapt without losing your authenticity.

I’ve found that the NLP (Neuro-linguistic Programming) technique of mirroring, or subtly reflecting the body language and communication style of the person I’m speaking with, can be helpful. This technique creates rapport and signals that I’m tuned in to their way of expressing themselves. But it’s not just about technique, it’s also about a mindset shift.

Communicating with the intent to understand, rather than simply to respond, fosters a more inclusive and respectful environment.

The Impact of Values on Communication

How we communicate reflects our values and, in turn, impacts others. If we value openness, we’re more likely to encourage dialogue and invite different perspectives. Conversely, if we’re more reserved, our communication may be more formal or restrained, which can be misinterpreted by others. Our own cultural lens inevitably shows how we interact with others, so self-awareness is key.

It’s also important to recognize how our communication influences those around us. When we are inclusive, we create a safe space for others to express themselves, contributing to a more cohesive, harmonious environment.

What About You?

Reflecting on your own communication style, which cultural context do you feel most aligned with—high-context or low-context? And what techniques do you use to ensure effective communication across cultural boundaries?

Whether you’re working in a multicultural setting or simply interacting with people from diverse backgrounds, remember that communication is a dynamic and evolving process. The more we learn about each other’s styles, values, and perspectives, the better we can navigate the complexities of our interconnected world.

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Why You Would Need a Range of Influencing Tactics to Better Communicate

The modern workplace is constantly changing, and you may sometimes struggle to convince your boss or your colleagues of the merits of your idea. This means that you would need a range of influencing strategies, to ensure that you become comfortable with influencing different people at different times and in different situations.

You can use more than one way to convince your colleagues of your idea’s strengths. You can use both logic and emotion strategies or you can demonstrate both the positive aspects of the plan and the negative aspects of the alternatives.

Therefore, you may like to follow one (or more) of these four strategies:
  1. Investigator
  2. Calculator
  3. Motivator
  4. Collaborator

1. Investigators draw on facts and figures to support a logical and methodical approach. To become adept at this style of influencing, it is important to feel comfortable handling data, finding information that supports your strategy, and then using it to form a convincing argument.

Information gathering is the first step. Effective influencers of this type collect two main types of information: background data, which informs their view of the world, and task-related data, that is for a specific purpose. Be sure to chunk your information before delivering, to avoid the audience stopping listening. And sure be also not to pass too many information.

2. Calculators tend to use logic to influence.

This strategy depends on giving time and effort to in-depth analysis and the creation of a well-structured argument. Skills associated with this approach include the ability to weigh options, the capacity to provide feedback, and the understanding of when to offer concessions.

Stick to the facts so that you keep your credibility, but remember to compare your proposal’s benefits with the risks of inaction in a way that your listeners can relate to.

3. Motivators use emotions and the “big picture” to communicate compelling visions of the future. While some people seem to be natural motivators, there are some simple lessons that anyone can learn to influence through motivation.

You can add structure to your enthusiasm, and maximise the impact of any presentation you have to give. You may use the Monroe’s Motivated Sequence. In five steps you will gain your audience’s attention, and leave team members with specific actions that they can take afterwards.

You might think that you lack the natural charisma to be a motivator, but the good news is that this skill can be developed. You can learn to be more engaging, likeable and inspiring. Concentrate on your body language, help others to feel good, and show empathy, assertiveness and confidence.

4. Collaborators use motivation too, but they persuade people by involving them in the decision.

Collaborators are great team builders. They engage people’s hearts and minds. This helps people to own the process of change for themselves. In these circumstances, your role is to be a facilitator rather than trying to convince team members logically.

To be a collaborator, you likely need: the ability to share power, the capacity to listen actively, and the willingness to communicate openly.

Which one of these influencing strategies you think would be the most effective for you?

Non-Violent Communication

Non-Violent Communication (NVC) developed by Marshall Rosenberg is a form of philosophy of life that seeks on the one hand to strengthen relationships (starting with the one with yourself) and on the other it is a way to begin a dialogue favouring mutual understanding, open mind and kindness.

NVC aims to connect people in a peaceful way, using words without offending people, without attacking them and at the same time without annihilating yourself. It is an assertive way of communication. We listen to understand.

In these times of uncertainty and difficulty due to the persistence of the Covid emergency, we are super stressed and sometimes we can have excessive verbal reactions, which we may regret later.

We can consider the NVC as a real tool for maintaining a healthy relationship with ourselves and with others. Who hasn’t ever wanted to express themselves so as not to hurt or attack the other?

NCV consists of a simple method of clear and empathic communication, based on these four steps.

Observation of the facts.

Try to identify the fact without expressing any judgement. E.g. “It’s two o’clock in the morning and I hear music coming from your room” (fact) is different from saying: “It’s too late to make all that noise” (judgement).

Feelings.

Express the feelings that accompany the observation. Or, imagine what the other person feeling is and ask them. E.g. “You are about to take an exam and I see you walking back and forth (observation). Are you nervous?”

Recognition of needs.

Express the needs that give rise to certain feelings. E.g. “I am a bit upset and would like to talk. Is this the right time for you?”

Formulation of requests.

Ask clearly and precisely what you want. E.g. “I noticed that you are very silent today (fact). Are you bored? (feeling).” If the answer is yes, try to communicate your feelings and make a proposal: “Well, I’m bored too. How about going out for a walk?”.

Finally, the ultimate purpose of NVC is to find a way in which each person can express what they consider important without blaming, humiliating, embarrassing, or threatening others. It serves to resolve conflicts, get in tune with people and live in a conscious and attentive way of their needs, finding a compromise with your own.

NCV helps us to discover our experiences and our aspirations and to express them with firmness and kindness.

Furthermore, it also allows us to make ourselves better understood and to understand others better, by easing intra and interpersonal tensions. NVC offers keys to understand our limits and to welcome the actions and reactions of others without letting ourselves be overwhelmed!

Thanks to this tool you can lose the fear of expressing yourself and gain more confidence in your abilities.

What do you think about NVC?

ground group growth hands
Trust – Photo by Pixabay on Pexels.com

Why You Are the Words You Use

The words you use can change your reality. Language actually generates changes in your brains and changes your perception of the environment around you.

Language is linked to emotions. Your words are constantly sending messages to your brain. According to neuroscientists Andrew Newberg and Mark Robert Waldman, negative words cause the increase of cortisol, the stress hormone. Therefore, adopting a negative attitude and using phrases like “I cannot do it”, “I will fail” or “it is impossible” could weaken your personal physical and mental health.

Nowadays, many techniques associated with changing the language to treat various psychological disorders are used. An example of this is the cognitive-behavioural therapy, which demonstrate that promoting positive thinking through the language used by the patient improves their mental state.

This therapy aims to replace patients’ negative views about themselves and their surroundings with more positive ones. The applied techniques have proven to be an effective treatment for disorders such as depression, phobias, addictions or anxiety, as the activity of the brain amygdala increases when you perceive a more prosperous future through positive words. On many occasions, these therapies have proven to be as effective as medicines.

Research has shown that the brain improves when you start using three to five positive expressions for each one negative. Language has a powerful ability to change your world. It affects you negatively when you use a poor, defeatist language but it also works the other way around, namely, when you use positive phrases they will help you change your perception of the world.

person doing thumbs up
Photo by Donald Tong on Pexels.com

Start adopting a series of simple but very effective techniques. For example, use “yet” instead of using only “not”. Saying “I cannot do it” is not the same as saying “I cannot do it yet“. “Yet” leaves the doors open, arouses hope, evokes motivation.

You should not use “but” or, at least, you should build your phrases differently. “But” does not have the same effect when you say, “You did a good job, but you gave it to me late” compared to when you say, “You gave it to me late, but you did a good job.”

Tenses also give you a great opportunity to change your emotions. Instead of using the conditional, try using the future. You change a hypothetical scenario for a true one. It is not the same as saying: “When I write a book, I would speak of happiness” rather than “When I write a book, I will speak of happiness”. Doubt lives in the conditional, certainty in the future.

At the same time, you should avoid words like failure, problem, impossible or guilt in your language and replace them by more inspiring words like challenge or responsibility. The latter not only pushes you to grow and open more doors, but also makes you interact better with others.

Words are not harmless. They can build or tear down walls. By changing your language, you will improve your image, as language is a way to reach others. Remember that the words you use also improve the environment around you.

What do you think about the language you use with others?

key with trinket in shabby door
Photo by Andrea Piacquadio on Pexels.com

Has the Pandemic Made You Select Your Friends?

The blow the pandemic has been giving us is clear. Even in the same city, restrictions force us to select who we want to see and who we don’t. A difficult decision, but it can have a positive side: selecting those friendships that contribute most to our well-being.

This selection could be actually a good thing. It has been studied that qualitative relationships are limited. And in the current context, we cannot expect the number of friends we have to be the same as before. The pandemic is teaching us to prioritize and truly care for the people we consider important. This is an improvement that compensates for a possible loss.

But how to choose? The answer is not that difficult. If we think carefully, we realize that the people we have stopped seeing are mainly those people we have never seen regularly (for example, the colleagues we only met at work). This situation shows clearly who we must meet in favour of those with whom we want to meet. What makes a friendship satisfactory is presence and dedication.

In her book “We Should Get Together: The Secret to Cultivating Better Friendships“, Kat Vellos talks about what she calls the “seeds of connection”, which are proximity, frequency, compatibility and commitment, and which help to identify good friends.

Studies conducted define the four characteristics of authentic friendship: trust, sincerity, fidelity and reciprocity. When you lose one of these pillars, you may want to say goodbye to your friend.

But the pandemic has not only made us stop seeing some people, it has also made us fight with some others. We are all more anxious and stressed. Also the fact of wearing the mask incorrectly could trigger a conflict. When this happens, it is advisable to stop relationships until the tension fades away. We already have to endure all what the pandemic entails that we don’t need to add any more stress.

For friends who have passed the “selection”, it is time to find time and space to share with them to interact without distractions and have a relaxing chat. Looking into each other’s eyes when we speak, taking care of the posture of our body, using appropriate tone and words, are only some elements of an effective communication also among friends..

Maintaining and caring for our good friendships can also improve our health and increase our ability to bear stress.

To have a full and healthy life, we should spend more time with friends, albeit only in a virtual way for the time being. With the difficulties caused by the pandemic we must find new ways to relate to each other, and continue to invest time in finding new subjects of conversation, for example talking about a series that you are watching, being on platforms to carry out online activities together, or having a drink together on a video call.

These are just a few ideas for maintaining your friendships during the pandemic. What do you do to stay in touch with your friends?

Photo by Yogendra Singh on Unsplash

Writing A Résumé

A poem by Wislawa Szymborska

What needs to be done?
fill out the application
and enclose the résumé.

Regardless of the length of life,
a résumé is best kept short.

concise, well-chosen facts are de rigueur.
Landscapes are replaced by addresses,
shaky memories give way to unshakable dates.

Of all your loves, mention only the marriage;
of all your children, only those who were born.

Who knows you matters more than whom you know.
Trips only if taken abroad.
Memberships in what but without why.
Honors, but not how they were earned.

Write as if you’d never talked to yourself
and always kept yourself at arm’s length.

Pass over in silence your dogs, cats, birds,
dusty keepsakes, friends, and dreams.

Price, not worth,
and title, not what’s inside.
His shoe size, not where he’s off to,
that one you pass off as yourself.
In addition, a photograph with one ear showing.
What matters is its shape, not what it hears.
What is there to hear, anyway?
The clatter of paper shredders.

Photo by Thomas Renaud on Unsplash

Translated from the Polish by Stanislaw Baranczak and Clare Cavanagh

Empathy: a Link Between Us and The Others

Relating to others may be difficult sometimes. Tensions may arise but they could be turned into opportunities to get to know each other better. The relationship can thus improve and become a source of joy and inspiration.

Empathy is not to show mercy, but it is the possibility that a person tries to put herself in other’s shoes and lives from the inside what the other feels at that moment.

An important thing to know is that empathy is not a talent with which you are born, but it can be learned. Being empathic means first of all feeling somehow involved towards the other from us. Surely it is easier to feel empathy for people who are similar to us than for people who we feel as antagonist.

If we want to be empathetic with our colleagues at work, we could try talking to them more often, asking them what they have been experiencing and the emotions they feel rather than imagining it, which could prove to be absolutely misleading.

A good empathy could allow us to feel the emotions that our interlocutors feel and we could thus anticipate their reactions. When people feel understood, the path of trust and good understanding opens up. True empathy allows you renewing a bond that could have seemed broken.

But be careful: empathy cannot be directed only towards others but it has to be directed also towards ourselves. In order to identify the emotions of others, we shall first know how to identify our emotions and not only the positive ones but also the negative ones such as, for instance, anger, bitterness, shame. The clearer our emotions are, the more we can accept and understand others’ emotions. Understanding why we experience certain emotions will allow us to put ourselves in others’ shoes and understand the reasons why one person was pushed to experience one emotion rather than another. The diversity of points of view can only be understood if we accept that we all are diverse.

The Triple Filter Test

This story is attributed to the famous philosopher Socrate but the source is not that sure. As I think that the message it puts forward is very important, especially nowadays in the age of fake news, I would like to share it with you.

One day in ancient Greece, Socrates was visited by an acquaintance of his. Eager to share some juicy gossip, the man asked if Socrates would like to know the story he’d just heard about a friend of theirs.

Socrates replied that before the man spoke, he needed to pass the “Triple-Filter” test.

The first filter, he explained, is Truth

Have you made absolutely sure that what you are about to say is true?”

The man shook his head.“No, I actually just heard about it, and …

Socrates cut him off.

“You don’t know for certain that it is true, then. Is what you want to say something good or kind?”

Again, the man shook his head.“No! Actually, just the opposite. You see …”

Socrates lifted his hand to stop the man speaking.

“So you are not certain that what you want to say is true, and it isn’t good or kind. One filter still remains, though, so you may yet still tell me. That is usefulness or necessity. Is this information useful or necessary to me?” 

A little defeated, the man replied,“No, not really.”

“Well, then,”Socrates said, turning on his heel.“If what you want to say is neither true, nor good or kind, nor useful or necessary, please don’t say anything at all.”

What do you think about it? Do you think it would be good doing this test before speaking about anything or anyone?

The Challenges of Communicating Across Cultures

I live and work in an real multicultural environment.

The city where I live is Brussels that hosts about 150 different nationalities. The place I work with is the European Commission where all the 28 European Union nationalities are represented.

Sometimes it is difficult to communicate to each other, as you have to pay much attention to other’s sensitivity, emotions and feelings.

Day after day, I learned that each culture has their own approach to communication. 

I found a very interesting the book of the anthropologist Edward HallBeyond Culture. He identified the importance of context in communication and raised the attention on the “invisible” type of communication, by which groups of people understand and interpret the world.

The framework proposed by Hall for approaching intercultural communication is high-context and low-context cultures, which refer to the values cultures place on indirect and direct communication.

It is important to note that no culture is completely high-context or low-context, since all societies contain at least some parts that are both high and low. For example, the United States is a low-context culture while doing business, but during family gatherings tend to be high-context.

Let us see now the main features of the two cultural types.

High-Context Cultures

A high-context culture relies on implicit communication and nonverbal cues. In high-context communication, a message cannot be understood without a great deal of background information. Asian, African, Arab, central European and Latin American cultures are generally considered to be high-context cultures.

With people belonging mainly to high-context cultures, you may encounter the following:

  1. Misunderstanding when exchanging information
  2. Impression of a lack of information
  3. Large amount of information is provided in a non-verbal manner, e.g. gestures, pauses, facial expressions
  4. Emphasis on long term relationships and loyalty
  5. Unwritten rules that are taken for granted but can easily be missed. 

Low-Context Cultures

A low-context culture relies on explicit communication. In low-context communication, more of the information in a message is spelled out and defined. Cultures like the Germans, Scandinavians, Americans and Australians are generally considered to be low-context cultures.

Dealing with people belonging mainly to low-context cultures, you may find the following:

  1. All meaning is explicitly provided in the message itself
  2. Extensive background information and explanations are provided verbally to avoid misunderstandings
  3. People tend to have short-term relationships
  4. People follow rules and standards closely.

To avoid “diplomatic incidents”, I try to pay much attention to my interlocutor languages and “imitate” them using the technique of the mirror, namely, repeating the body language, the type of words they use, how they overall handle the conversation.

What about you? Which culture do you think you belong to? Which technique do you use to better communicate across cultures?

5 Skills to Develop to Get Motivation at Work

“How’s at work?” it is a question that is often asked to us by our loved ones and when we answer, we probably think about the difficulties we face or the discomfort/distress we feel towards our work.

If this is your case, don’t worry because you are not alone.

The work environment has changed a lot in recent years and has become a source of stress and anxiety. Lack of future objectives, frequent changes within the organisation with consequent change of bosses, external and internal competition, digitalisation that transforms working methods and requires the acquisition of new skills, managers who sometimes are incompetent but under pressure for corporate objectives, excessive workload and stress can cause toxic behaviours.

People look for motivation at work. Autonomy, mastery and purpose are part of it.

You know what I think about happiness at work, but we can try to develop these 5 skills to feel better at work and find our own motivation.

  1. Accept imperfection: your own, the one of others and the one of the environment. Perfectionism is an important source of our suffering. Being 100% consistent, rejecting your own failures, setting too ambitious goals, all this may lead to a situation of permanent dissatisfaction. A step towards serenity would be accepting the obstacles of everyday life, making choices and compromises, asking what would be the best future path rather than thinking about what could have been (post-occupations, or being worried about something that has already happened and that obviously we cannot change or influence).
  2. Stimulate your own initiative and your ability to act. At work we can decide to be pro-active or reactive. The reactive person is affected by what happens around her and lets herself be guided by the signals of the environment, both negative and positive. The pro-active person takes the initiative and chooses how to respond to the events. Faced with a difficulty, the reactive person will say “I can’t do anything about it” while the pro-active one will say “let’s see what options we have”. For the reactive person, “they” have the last word, while the pro-active one is the one who decides. Developing your own pro-activity means being inclined to action and putting your creativity, intelligence and energy at the service of what you can do here and now.
  3. Strengthen your self-esteem. We are the first responsible of ourselves and the first sponsors of our well-being. This may seem obvious, but it is essential to feel good about yourself, love yourself, listen to your needs (both body and spirit) and try to satisfy them. It is also important to respect yourself in spite of your own defects, fragilities and imperfections, to appreciate and recognise your own values ​​and qualities, to celebrate successes and achievements. Furthermore, in difficult situations, it is essential to protect yourself, to know how to say no, and to communicate your limits, so not to put yourself in danger.
  4. Develop empathy and learn to communicate effectively with others. Most of our difficulties at work are related to others. Whether they are leaders, colleagues, customers or suppliers, the relationship with the others can be a source of frustration and sometimes of real suffering. In order for this relationship to become healthier, more effective and more serene, empathy may be developed. First of all, we have to respect others and avoid judging them. We do not know them, they may have the same or even more serious problems than us. Then try to get in touch with the person in front of you by understanding her experience, her feelings, her needs but at the same time trying to identify the points in common with her. Communicate sincerely also your emotions, and your needs while maintaining an open mind and attitude towards the person.
  5. Cultivate a learning attitude and practise the ability to learn. To face the unexpected and the difficulties that life presents us, it is essential to always learn. The attitude of the person who wants to learn consists in accepting that the learning path always goes through a phase of incompetence and confusion. Before mastering a subject or finding a solution to a problem, it is normal to feel lost in uncertainty and doubt. Therefore, we have learn to manage these moments as calmly as possible. Let us remember that we learn from our mistakes. A failure is not a decision or a judgment, but rather a result, an answer to an attempt we have made. From this unexpected result, we can learn lessons that will serve as a basis for making other attempts that will then lead to the solution of our problem. Let us also remember that we can learn from everyone else and that it is important to accept feedback to improve. Do not hesitate to question yourself, and try to find important or useful information from the exchange with others. The person prone to learning considers all experiences as an opportunity for personal growth, ultimately for their evolution.