Learn It

Cultural diversity is both obvious and invisible. The rules and norms of culture aren’t learned as much as they are inherited, similar to a first language for a child. Many of the things we do in our culture come from the way we were educated, the community we were raised in, and the lessons we’ve drawn from specific work experiences. Each culture is incredibly rich and complex. By extension, each work culture an individual is trained in reflects that complexity. To top it all off, each individual has their own specific work history that affects the way they operate. 

Don’t assume that someone else is operating under the unwritten rules of Canadian culture. Culture influences communication styles, leadership expectations, attitudes toward conflict, and more. Without awareness, these differences can cause tension or exclusion. It’s very easy to fall into the trap of assuming something bad about someone or their behaviour for the wrong reasons. Taking a step back, considering cultural factors, and not being afraid to ask questions are essential skills when working with newcomers to Canada. Developing cultural humility and an openness to learning from others is key to creating an inclusive workplace.

Newcomers may not understand when they are behaving outside of the norm. They may also be hesitant to ask about things that are different for them. It’s important to keep communication open, and to maintain a culture of open dialogue around improvement. If someone is behaving outside best practices, everyone should understand that direct feedback, away from other coworkers, is a great strategy to align everyone along the common expectations needed at work.

Direct vs. Indirect Feedback

Direct / vs Indirect Feedback

Did you know that cultural differences influence communication styles and expectations at work? Giving feedback respectfully is a perfect example. Direct feedback, which is the norm here in Canada, might be perceived as confrontational in some cultures, like the Japanese culture. On the other hand, many cultures such as the German culture, are even more direct with feedback than Canadians and could mistake the fact that a Canadian boss is smiling or being pleasant is a sign of good performance at work, where it’s usually a kind of common courtesy here.

Culture across the globe is incredibly diverse. Communication and operating at work can be vastly different across industries, let alone across cultural differences. A few examples of cultural miscommunication can help put this into perspective. 

Keep in mind, the communication practices below represent only part of the individuals and groups of people from each country. Classifying culture and newcomers  by country naturally fails to encompass the diversity of individuals within them. Never assume that a particular attribute belongs to a particular person, including cultural communication, practice of faith, or expectations around work.

Navigating Communication and Diversity

Communication Diversity 

Communication differences are often difficult to notice until there’s some friction. These stories illustrate some of the differences culture brings to communication.

• Showing respect 

Showing respect can involve many different non verbal behaviours that may cause unintended perceptions between newcomers and their coworkers.

As an English teacher in Japan, Thomas had an interesting experience when one of his students, Haruto, started acting up. After giving several warnings, Thomas asked Haruto to step outside of the class. They went outside to discuss the behaviour and hopefully try to change his attitude. As Thomas was speaking about his behaviour and trying to understand the cause of Haruto’s misbehaviour, he began to get frustrated. He was trying to reach the student in an empathetic way, but Haruto kept looking up and at the ceiling while avoiding eye contact. In Japan, avoiding eye contact and looking away was the appropriate response, but in Canada, either looking at the ground or making eye contact is the way to receive discipline. The way that Haruto was showing respect didn’t match Thomas’s expectations. Fortunately, the school also had a native Japanese teacher looking on and laughing at the exchange, who was able to step in and explain the cultural difference.

In this case, both Thomas and Haruto were trying to show respect, but their different cultural understandings of what respect looks like led to a communication breakdown. Thomas interpreted Haruto’s avoidance of eye contact as defiance, while Haruto, adhering to the cultural norm in Japan, was simply showing respect by not directly engaging through eye contact. This situation highlights how non-verbal cues can cause unintended misunderstandings between individuals from different cultural backgrounds. Understanding these differences is key to fostering mutual respect and avoiding unnecessary conflict in cross-cultural interactions.

• Leadership Expectations

For Canadians, respect can mean holding back feedback to save face. Canadians may not feel that they can give feedback to their fellow coworkers without being rude. This tendency results in behaviours not being overtly discussed or corrected, and can hold newcomers back from learning the expected behaviour. Without clear, open communication, employees might miss important cues on performance expectations, which can hinder their professional growth.

Hong came to his employment councillor upset. He had just lost his job, and it was quite a surprise to him. He explained that the boss was always asking how he was doing, and giving him big smiles during work, which made him think that his performance was excellent. When the employment councillor spoke to the boss, they mentioned that Hong wasn’t taking initiative and wasn’t doing as much work as the other guys. The employment counsellor explained to Hong that being pleasant is an expectation in Canada, regardless of job performance. The employer gave Hong another chance, and took the opportunity to explain the expectations around initiative and sharing the workload. Since their open communication, both employer and employee are happy with the way work is being done.

This is a miscommunication on both sides isn’t it? On one side, the employee was not used to the Canadian culture of smiling, nor was he literate in the Canadian workplace culture of showing unprompted initiative. On the other side, the boss didn’t realize that his baseline Canadian leadership style was failing the worker. A little extra time spent understanding each other's expectations, and a little more work communicating could have retained an employee that was ready and willing to contribute to the company. 

• Direct Feedback

While indirect feedback, like the kind seen in Canadian workplaces, is often used to maintain harmony and show respect, some environments may require more direct and specific feedback to ensure clarity and improvement. This contrast highlights how feedback can vary significantly depending on cultural expectations. If feedback isn’t handled in a way that aligns with an employee’s background and needs, it can easily be misinterpreted, and a newcomer might feel personally attacked or embarrassed.

Abdulrahim is doing great at his new construction job. He’s showing initiative and working quickly and safely. After 2 weeks, his boss Jared calls him into the office. Jared gives direct feedback, explaining that Abdulrahim needs to do certain tasks in slightly different ways, and he mentions that it’s required to tell coworkers where you are going if you are leaving the main work area. For Abdulrahim, this is a major shock, as he’s never received direct feedback before. He is so embarrassed that he doesn’t come back to work the next day.

This example illustrates how different feedback styles, whether indirect or direct, can be misinterpreted, especially when expectations aren’t communicated clearly. A person may become offended or embarrassed if expectations at work aren’t met. Clearly stating that feedback is meant to be constructive, and making coaching styles understood are essential aspects of working with newcomers. 

• Deadlines (Flexible vs Rigid)

Handling pace and deadlines can vary from company to company, let alone from country to country. Setting clear expectations for deadlines is essential.

Pedro, a newcomer from Mexico, is consistently in trouble with his boss Julie. When Pedro starts work, he often clocks in a few minutes past the time on the schedule, although he always makes sure to stay just as long at the end of the day. Julie has spoken to him multiple times, but the behaviour continues. In Pedro’s home country, time is considered more flexible and fluid. Adapting to Canadian standards can be harsh or seen as micro-managing

When there is a gap between cultural understandings of time and punctuality, it can lead to tension and misunderstandings. Pedro’s case highlights the importance of addressing expectations upfront, especially for newcomers who may not be familiar with local standards. While Pedro’s behavior may seem careless, it is rooted in the cultural norm of a more flexible approach to time, which may take time to adjust to. Julie, as a manager, should give grace during this period of adjustment. It’s also crucial to ensure that the consequences for non-compliance are understood before they are enforced.. 

• Speaking up and speaking out 

Navigating workplace hierarchy can be challenging for newcomers, especially when the cultural norms around questioning authority differ from their own.

Maribell is originally from a country that doesn’t question authority. She recently started work as a cleaner for a large sports arena. While at work the other day, she received some puzzling instructions from her supervisor Susan. Susan asked Maribell to clean section 214 and 215, but when she started cleaning, she realized that the section was already quite clean. Since she  was accustomed to not questioning the instructions of her supervisors under any circumstance, she proceeded with re-cleaning the section. When Susan sees that they’ve duplicated work, she’s quite upset.

For newcomers, finding the right balance between asking too many questions or making mistakes at work can be tricky. In Canadian workplaces, asking questions is encouraged, as it helps avoid mistakes and ensures tasks are done efficiently. Managers should foster an environment where employees feel comfortable speaking up, creating clarity and preventing misunderstandings like the one Maribell experienced.

• Personal space 

Cultural and religious differences can influence how personal space is perceived and navigated in the workplace. Understanding these differences is essential for fostering respect and avoiding misunderstandings.

Steve feels that his new hire isn’t very professional. He doesn't get the sense that Sara likes him, and feels that she isn’t very professional. When he welcomed her to the team, she didn’t even shake his hand.

Steve’s perception of Sara’s professionalism was influenced by a cultural norm around physical greetings. It’s important to recognize that not everyone is comfortable with the same level of physical interaction. Creating an inclusive environment means respecting personal boundaries and not assuming everyone follows the same expectations for personal space.

• Communication Formalities 

The way we address colleagues can vary greatly across cultures. Understanding and adapting to these expectations is key to maintaining respectful communication.

Irma is unsure about her boss's level of professionalism. She refers to her by her last name and the title Mrs. whenever addressing her so as to show respect. Mrs. Lewis consistently brushes off the respect and asks her to refer to her as Karen. Irma’s hesitation to call Karen by her first name is causing some friction between the two.

Irma’s discomfort with using first names highlights how different cultural norms around formality can create tension. In Canadian workplaces, first-name usage is common, but it’s important to ask colleagues how they prefer to be addressed. Respecting personal preferences around titles helps build smoother and more respectful working relationships.

Even the concept of “small talk” is cultural! Some people love chatting about weather and weekends, others find it super awkward.

Reflect On It

How does respect look different in different places around the world? Recall a time when cultural misunderstanding affected teamwork or communication. How could it have been prevented?

Produce It

Draft a Cross-Cultural Communication Policy that includes the following: 

• Acknowledgement of diverse communication styles
  Recognize that team members come from different cultural and linguistic backgrounds, which influence how they communicate.
• Strategies for inclusive feedback and meetings
  Encourage the use of clear, simple language, avoid jargon, and ensure everyone has space to contribute in meetings. Highlight how feedback should be constructive and culturally sensitive.
• Cultural awareness as a core value
  Emphasize that cultural awareness is fundamental to your organization’s values and commit to providing opportunities for staff to learn and practice inclusive communication.

This draft should be practical and aligned with your organization’s voice and needs.