Professor Anne-Wil Harzing wrote an interesting paper on The Language Barrier and its implications for HQ-Subsidiary Relationships. (A.W.K. Harzing; A.J. Feely The Language Barrier and its Implications for HQ-Subsidiary Relationships, Cross Cultural Management: An International Journal, vol. 15, no. 1, 2008.) It expresses the need for more research into language and business. More precisely, the use of language and how the language barrier influences the way multinational companies manage their subsidiaries."Indeed, some fifteen years ago, Percy Barnevik, then CEO of ABB, identified communicating across the language barrier as his company’s single most severe operational problem.... The notion that cultural differences can be a significant barrier to doing business is now commonly accepted. However, this commonplace acceptance might have blinded researchers to a more basic country characteristic with the same impact: language. Very little research has investigated the impact of language diversity on management."
When my friend and colleague sent me this article, I was delighted. Professor Harzing gives an academic perspective of a problem I see at work (literally) every day.
Language and its use play a role in cultivating relationships. How can you cultivate a relationship with someone if you do not understand him/her? How can you earn someone's respect if you fail to communicate comprehensibly? Negative stereotypes are the only result.
"Based on extensive interviews with foreign parent-company managers working in UK subsidiaries, Neal (1998) identified language problems as the major source of frustration, dissatisfaction and friction between them and their UK colleagues. He noted that for many of these managers, the language barrier compounded their sense of being 'outsiders'."
Of course, this is my interpretation of specific points that are illustrated in the paper. Based on my experience in multinational companies, I can observe the reality of the impact of the language barrier.
The most profound description of an aspect that I have witnessed in my work with native English speakers and non-native speakers is:
"Misunderstandings are aggravated by the need to avoid a loss of face. The concept of “face” is much used when discussing Japanese or Chinese culture, but in fact it applies to all nationalities (Ting-Toomey, 1988). Nobody, least of all international managers of senior status, want to be considered stupid, ill informed or slow on the uptake. Therefore, managers will often maintain a knowing façade, even when they have lost track of a discussion, or remain in stony silence."
Native English speakers generally ask for clarification if they do not understand during a meeting or presentation. In contrast, non-native speakers do not typically ask for clarification. They may not want to "challenge" the native speaker or manager who is higher in status. Moreover, they may not want to humiliate themselves in front of other managers by showing that they do not understand.
Private meetings may be different. Non-native speakers may be more willing to show a lack of understanding when they are not in a group environment.
The Your English Success Program sensitizes native speakers to be aware of issues like losing and saving face. I train them to be proactive when communicating because in group settings non-native speakers tend to "suffer in silence". Incomprehension is suffering. My approach attempts to facilitate comprehension by using specific techniques to ensure it.
I applaud Professor Anne-Wil Harzing and her colleagues for their fine work in this field of study. There is a definite need for more research. There is also a need for sensitization to a subject that has long been neglected in the business world.
I thank Professor Harzing for her kind permission to allow me to highlight her work on Your English Success.
For more information about Professor Harzing's work, please visit her website.
