is a big issue in a foreign client's decision. It is critical of the U.S. design firm seeking work in a foreign country to perform all phases of any project with the utmost care. The on‐site project manager must be an excellent communicator and manager of customer service in general. The better the job the firm does in all phases of all projects along with expertise, these are critical to finding and impressing potential international clients. Review Table 3‐1 for several ideas on how to make contacts and locate projects on an international platform.
CULTURAL SENSITIVITY
Cultural attitudes and beliefs influence nearly all actions and decisions of individuals in business and interpersonal relations. The concept of culture can be interpreted many ways. So let's look at a definition of culture (and there are many). “Culture represents the common values, norms, and behaviors of a particular group and is often identified with nations or ethnicity. Culture is learned, shared, multidimensional and transmitted from one generation to the next.”4 Here is another way to look at a definition of culture. “…most people are so deeply immersed in their own culture that they often fail to see how it affects their patterns of thinking or their behavior; they are too close to it.”5
From these comments we can see that cultural differences are sometimes hard to acknowledge because we are too caught up in our own cultural biases. That makes it hard to not only understand but also to acknowledge the differences in other cultures versus our own. These cultural differences are not only between someone from the United States contrasted with an international client, but even within this country. Regional differences in the United States can cause cultural misunderstandings.
Differences must be respected whether at home or abroad. If you wish to go global, you must pay special attention to cultural differences as it can mean success or failure with international clients. You must respect their cultural norms, not expect them to bend to yours.
We commonly view everything that goes on around us—and in the world—from our own learned point of view. Political rhetoric can compound cultural negative issues. The way “we” do things is correct (whoever we might be) while everyone else is supposed to go along with our project management process, construction design rules, design aesthetics, or whatever is the issue.
And, of course, this is wrong thinking.
When a designer ignores cultural differences or misinterprets cultural norms of any other country (or group), frustration will occur on one side or both. What could have been an interesting project could dissolve into chaos simply because, for example, the designer did not use a formal form of address to the client, showing disrespect.
The shrinking world creates opportunities to work globally. It also creates broader markets for design services in our home country. Yet, we must be willing to embrace the cultural differences of clients and others in the built‐environment industry to be successful in today's global market.
Probably the biggest issue in successfully going global and embracing cultural differences lies in communication. For many years, the language of business has essentially been English. Many clients from foreign countries will speak English. Yet, a U.S. designer with the ability to speak the language of the client is going to make a very positive impression on the client. In fact, “…locals are more receptive to foreign visitors if they speak the local language, even if only in a rudimentary way.”6 This is also an important way of showing respect for the client. Understanding the local language also makes it easier to appreciate cultural issues.
Ease of communication based on language skills is a paramount issue. International design work requires staff members to have (or quickly acquire) applicable language skills. Being able to communicate in one or more languages gives a firm engaging in global design a definite advantage. However, language skills are only part of the challenge. International work thus requires the firm to build relationships and embrace those international differences. After all, from a business perspective, you are trying to get them to provide revenues to you in the form of design fees. Understanding and embracing cultural differences will improve that business relationship.
What is the language to learn to work globally? Well, of course, the language of the country the designer has targeted for marketing. Having some comfort with the local language can provide a sense of fitting in and perhaps a better acceptance by the foreign businessperson. If you search the Internet for what languages are most important, you will find numerous suggestions. As of recently, the top five are English, Chinese, Spanish, Japanese, and German.7
Realize that communication is made nonverbally with body language. Gestures, posture, touch, and distance between the parties are a few common body language communication avenues. For example, “air kissing” where someone may come close to kissing the other person's cheek is common in numerous countries and the gesture is expected. Yet, your upbringing might not be comfortable with this. Be prepared for this cultural norm and don't automatically push the other person away. This can be interpreted as offensive. Become aware of body language meanings by reading a book such as Roger E. Axtell's Dos and Taboos Around the World. Chapter 14 has a brief discussion of body language.
Consider this: misinterpretation in the use of symbols and body language, and hearing what we want to hear rather than what was said all lead to conflict in business. Being culturally sensitive helps to alleviate those misunderstandings. At least trying is much better than expecting the client to bend to your cultural behavior and beliefs.
This chapter briefly scratches the surface on how cultural differences impact business. Yet, “unless we know how to decode other cultures and avoid easy‐to‐fall‐into cultural traps, we are easy prey to misunderstanding, needless conflict, and ultimate failure.”8 Several books are included in the general references to provide a starting point for further understanding.
INTERNATIONAL ETIQUETTE
This section provides a basic introduction to etiquette issues on the international stage. It is by no means a complete discourse as that could be a book in itself—and is by many authors. A few of those books are listed in the general references and you can find others by doing an Internet search.
Let's start with something that no one has probably provided for you before. A definition of etiquette: “the customary code of polite behavior in society of among members of a particular professional or group.”9
You may feel that etiquette is an antiquated control of behavior that your grandmother (or some other person) thought was important. Guess what? That person is right when it comes to the business world and actually everyday life. Certainly there are new attitudes about the place of etiquette in this social media‐saturated world. In the business world including the global marketplace, etiquette is still important.
Etiquette can also be thought of as common courtesy. Saying, please and thank you, holding the door for someone, and giving up a seat on a bus to an older person are all just common courtesies. In the business world, common courtesies can mean the difference between successful marketing and negotiation for a project whether in the United States or internationally.
If you wish to conduct business outside North America, it is critical to be sensitive to cultural differences and etiquette issues in the countries to which you may travel. Working internationally will require that you make it a point to read up on the country's differences in etiquette and cultural differences that will affect business dealings and design decisions. Table 3‐2 mentions several key etiquette standards to provide a context to this
