When a multicultural team is first set up, ethnic or national differences often prevent cooperation and collaboration. But that risk is reduced when performance goals are discussed and shared by all members of the team. Cultural differences can usually be overcome by the team leader or the project manager injecting a common focus, a shared sense of purpose, from the outset.

This truth became evident when ten diverse experts employed by a US-based multinational company were brought in from different countries to form a new project team working, in head office, on a large-scale product development project.

In spite of the varied backgrounds and mix of cultures, cooperation and collaboration between the different national groups was excellent. The main reason for this was that the diverse specialists focused on carrying out responsibilities and achieving performance goals that were discussed and agreed with the project manager immediately after they arrived.