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Cross-Cultural Communication Competence Model's Four Dimensionsand Application

Creating a high performing team is a challenging task. That task is further exacerbated when team members originate from diverse backgrounds and have no knowledge of each other. The Cross-Cultural Communication Model provides guidance to necessary skills that allow for effective communication. The first component of the model centers around interpersonal skills. Interpersonal skills refer to a person's ability to recognize cultural differences and then use that awareness to collaborate (Scott, 2016). People skills are essential because they allow employees to see their differences as an asset instead of a liability. The second component of the Cross-Cultural Communication model is Team Effectiveness. Team Effectiveness speaks to the ability to set clear expectations and create a shared understanding of rules of engagement within the group. According to our textbook, "a group is an association of two more individuals who have a shared sense of identity and who interact with each other in structured ways on the basis of a common set of expectations about each other's behavior" (Hill, 2022, p. 103). This definition is important because Western societies place a higher value on individualism than other societies (Hill, 2022, p.104). Thusly, it is important for the team to establish that the success of the team hinges on everyone agreeing to core values. Cultural Uncertainty is the third component of the model. This dimension includes empathy and tolerance when interacting with a different culture (Scott, 2016). It requires patience and a willingness to ask questions with the intent of learning. Curiosity is at the heart of this piece. The fourth component is cultural empathy. This final piece of the model centers around encouraging individuals to seek understanding. It mandates that individuals believe each other's truth even if it is different from their own.

Weaknesses and Recommendations

Although the Cross-Cultural Communication Competence model serves as a foundation for collaborating with diverse cultures, it does not account for the buy-in needed for success. I recommend adding a cultural preparation dimension. This model assumes that the leader completed the grassroots efforts necessary for team members to be efficient in the existing four dimensions. Bringing together a team from different countries requires preparation before training. Intellectual, emotional, and psychological safety must be established before the four dimensions of the model matter to the newly formed team. Also, irrespective of culture and of the competency model, teams go through stages. The five stages of teams are forming, storming, norming, performing and adjourning. Each of these stages "leads into the next for a team to go from a group of individuals working towards a common goal, to an efficient team that draws on each member's strengths and weaknesses for optimal output" (Williams, 2022).

Biggest Challenge

The largest challenge would be ensuring that my team felt comfortable in the South Sudan. Understanding the cultural norms of a new place is stressful for one person. Adding four team members from different countries and various cultures makes the task even more complex. To overcome this challenge, I would schedule weekly one on ones and virtual team calls for at minimum six months leading up to the trip to Sudan. The purpose of the one on ones would be so that I can get to know my people, explain the vision, and answer any questions or concern. The team's calls would be for the group to get to know each other. Creating a team environment where everyone feels seen, heard, acknowledged, respected, and appreciated would be my first task. This approach creates a sense of community necessary for success in an unknown land. In addition, during our team calls, I would train on diversity awareness and respecting differences. Training promotes positive outlooks lending to positive behaviors, improving process of unifying a diverse team (Scott, 2016).

Political Environment and Impact on Management Style

Understanding the political environment of the country of each team member is a key factor in determining an appropriate management style. Questions to consider include: Does the individual trust leadership? Does the person believe leaders have their best interest at heart? Is the person's country in a state of social unrest, which could impact how they interact with others? Does the person feel a part of the political process? Because my natural management style leans towards servant leadership, adapting my approach based on the employees' need should not pose an issue. However, I recognize that some of my obstacles with managing this diverse team may be rooted in experiences from their country before our interaction.