Cultural diversity is a daily reality in public administration, especially within the European Union, where civil servants sometimes have to deal with very different values, practices, and codes. Whether within an organisation itself or in exchanges with other institutions and countries, everyone works between different cultures, which can enrich practices or generate tensions. Faced with these challenges, developing intercultural skills is essential to guaranteeing equality, valuing diversity, and promoting effective cooperation in the service of the general interest.
How can public administrations overcome cultural barriers and foster effective collaboration? What strategies develop intercultural competence at work? In this blog post, we explore the main challenges of intercultural relations, highlight their impact on public organisations, and share practical strategies to enhance mutual understanding and teamwork in the modern, globalised workplace.
Image generated by Napkin.ai by Paul Courtois
- The main aspects of intercultural interaction
1.1 Cultures, individuals, and interactions
Culture consists of a set of shared norms, values, beliefs, and behaviours within a social group, but each individual’s cultural identity is complex and shaped by various factors such as nationality, ethnicity, religion, socio-economic status, and profession. People are often influenced by multiple cultures simultaneously, resulting in unique and diverse identities. Intercultural interaction occurs when individuals with different cultural backgrounds engage with each other, which can present challenges in communication and understanding, as people tend to relate more easily with those who share similar cultural experiences than with those from different cultural contexts.
1.2 The impact of intercultural interactions in various fields
Diplomacy, international relations, business, and academia all rely heavily on effective intercultural interaction, National representatives, managers, and scholars regularly engage with people from diverse cultural backgrounds and must pay close attention to cultural nuances. For example, diplomatic protocols are shaped by culture-specific elements such as politeness, gestures, and rituals, which influence the quality of international exchanges. In the business world, globalisation and increasingly diverse teams make intercultural understanding essential for managers seeking to enhance collaboration, productivity, and job satisfaction. And it seems useful: some studies are showing that organisations that prioritise diversity and open communication often achieving superior performance. Similarly, academia thrives on international partnerships and the exchange of students and researchers from around the world, which not only broadens theoretical and practical perspectives, but also cultivates crucial intercultural skills for future professionals.
Illustration of intercultural interactions
To show these challenges and opportunities, we will use a fictional case study throughout this blog. It is important to mention that intercultural interactions are complex and go beyond national stereotypes. This example highlights potential issues in a European decision-making setting, aiming to encourage nuanced reflection on intercultural communication, while avoiding hasty generalisations.
As part of a digital transition project at the European Commission, two civil servants – Clara the project coordinator from DG CONNECT and Arthur the cybersecurity expert from ENISA – have been asked to work together on this project. They come from two different Member States. Clara is a lawyer by background and Arthur is an engineer. They must jointly define the development of a cross-border training plan. It soon becomes apparent that they have different ideas about the operational arrangements for managing the project and planning the implementation deadlines.
Several tensions emerge:
- Clara insists on following a step-by-step methodology with hierarchical validation at each stage.
- Arthur proposed pragmatic adjustments based on his experience in the field, without producing too many formal reports.
- One of the main disagreements that remains is the interpretation of the term ‘deadline’ in the interim reports.
- The challenges of everyday intercultural interaction
Image generated by Napkin.ai by Paul Courtois
Ethnocentrism, the tendency to regard one’s own culture as the benchmark, can create significant challenges in diverse workplaces by fostering a sense of cultural superiority that breeds tension and conflict, and undermines mutual respect and cooperation. This mindset also makes it difficult to appreciate and value cultural diversity, ultimately limiting creativity and innovation by overlooking the unique perspectives and contributions that individuals from different backgrounds can offer.
| Clara considers her methodology (linear process, structured meetings) to be ‘the only one in line with European rules of procedure standards’. She considers her colleague’s alternative proposals as ‘not in line with good practice’, without assessing their operational relevance (categorisation bias). |
Stereotypes and prejudice are major challenges in the workplace, as stereotypes involve oversimplified beliefs about groups, while prejudice refers to forming opinions without personal knowledge. These attitudes can lead to biased perceptions and misunderstandings that damage trust and teamwork, as well as discrimination within workplace processes, resulting in inequality and exclusion.
| Clara thinks that ‘people with Arthur’s approach are generally too flexible and disregard procedures’ (a stereotype linked to her perception of crisis management during COVID-19). Arthur believes that ‘people from Clara’s background are generally rigid and unresponsive’ (a prejudice inherited from his previous budget negotiations with the finance department). These perceptions impact and reduce mutual trust. |
Differences in values and beliefs can create conflict in intercultural workplace interactions, as varying ethical standards mean that practices considered acceptable in one culture may be problematic in another, leading to tensions in decision-making and daily operations. Divergent world views, such as those between individuals from individualistic cultures – who prioritise personal needs – and those from collectivistic cultures – who emphasise group welfare – can make it challenging to find common ground when addressing professional situations. Additionally, religious or spiritual differences, including holidays and dietary restrictions, may require special accommodation to ensure an inclusive and respectful work environment for all.
| Clara’s culture | Arthur’s culture |
| Primacy of upstream written planning | Oral communication and real-time planning |
| Strict respect for hierarchy | Preference for quick solutions via informal networks |
| Impact: Arthur bypasses official channels to speed up a decision, provoking a procedural conflict because of differences of management styles. | |
Interpersonal dynamics play a crucial role in shaping intercultural interactions as they are deeply influenced by cultural norms, notably regarding time and place to interact. In some cultures, blending professional and personal relationships is essential for building trust, with social interactions outside the workplace seen as a way to strengthen business ties. In contrast, other cultures prefer to keep these spheres separate, viewing excessive personal interaction as uncomfortable or even inappropriate. Additionally, personal space preferences can differ significantly: while individuals from certain backgrounds may interpret physical closeness during conversation as a gesture of trust and warmth, others may value greater distance, associating it with respect and professionalism. Understanding and adapting to these nuanced interpersonal dynamics is key to fostering effective and respectful intercultural communication.
| Clara uses prolonged eye contact and static body language (perceived as ‘intimidating’ by her counterpart), while Arthur uses physical closeness and expressive gestures (perceived as ‘intrusive’ by his counterpart). These differences create discomfort during brainstorming sessions. |
Communication barriers in intercultural settings can significantly affect interactions, as individuals interpret reality through their own cultural perspectives, which often leads to misunderstandings due to differing beliefs and values. Verbal communication is also challenging as language nuances, idioms, and humour can easily be misinterpreted – even among people who speak the same language – thereby hindering effective exchange. Furthermore, non-verbal cues such as tone, gestures, facial expressions, and eye contact can carry very different meanings across cultures. For example, a behaviour considered assertive or respectful in one culture might be perceived as aggressive or impolite in another, further complicating clear and respectful communication.
A misunderstanding arose over the term ‘high priority’ in an e-mail:
Consequence: delay in approving a critical budget (linguistic nuances). |
Communication styles vary widely across cultures, often leading to challenges in understanding and collaboration. In high-context cultures, communication tends to be implicit and relies heavily on relationships and shared understanding, whereas low-context cultures favour direct and explicit messaging. The expression of emotions also differs, with some cultures encouraging open emotional expression and others valuing restraint and composure. Additionally, norms around politeness can diverge significantly; while formal titles and respectful address may be crucial in some cultures, a more informal approach is typical in others.
Time management practices vary greatly across cultures, significantly influencing workplace dynamics. In some cultures, strict punctuality is seen as a sign of respect and professionalism, while in others, a more flexible approach to time – where being late is acceptable – is the norm, making it important to adjust expectations to avoid misunderstandings. Additionally, approaches to work organisation differ, with some cultures favouring rigid schedules, fixed work hours, and structured meetings while others prefer greater flexibility in how work hours, meeting lengths, and breaks are managed.
| Clara, the coordinator, believes that ‘time is money’: fixed calendars, respect for agendas. Arthur believes that ‘time is fluid’: flexibility of the decision-making process according to relational needs. Conflict: Arthur asks for a last-minute postponement to integrate field data, which is perceived as a ‘lack of professionalism’ by Clara. |
Culture shock refers to the stress and disorientation people often experience when they encounter a new cultural environment, such as moving abroad or transitioning to a different cultural setting. This adjustment can lead to feelings of frustration, isolation, irritability, and even hostility toward the unfamiliar culture, all of which can negatively impact both well-being and professional performance. Adjusting to new social norms, communication styles, and expectations of politeness can result in frequent misunderstandings, while language barriers may further complicate integration, making it more challenging to form relationships and adapt smoothly to the new environment.
After four months of cooperation:
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In conclusion …
Ethnocentrism, stereotypes, and prejudices can significantly hinder cooperation, mutual respect, and inclusion in diverse environments. Differences in values, beliefs, and communication styles frequently lead to misunderstandings and conflicts, while varying attitudes towards time management and personal space can further disrupt teamwork and collaboration.
Nevertheless, intercultural interactions offer tremendous value for those who approach them with openness and adaptability. In today’s globalised world, developing a deep understanding of cultural differences and learning to manage them effectively has become an essential skill. By recognising and appreciating these differences, public administrations and businesses can not only overcome potential obstacles, but also transform challenges into opportunities for growth, innovation, and enriching collaboration.
In the next blog post, we will explore five practical strategies to help you navigate and overcome the everyday challenges of intercultural interaction.
| Would you like to strengthen or develop these essential skills? Join us for a two-day training course happening in October 2025, ‘Mastering negotiation skills in a cross-cultural environment ’. This course will enable you to:
At the end of this course, you will be better equipped to navigate the complex landscape of intercultural interactions/negotiations, turning challenges into opportunities. Investing in the development of your intercultural skills is no longer a luxury, but a necessity in our interconnected world. Join us for two days of training and take the first step towards a career as an accomplished intercultural negotiator. |
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If you are interested in learning more about the topics of Soft Skills and Negotiations, please have a look at our previous blogs.
The views expressed in this blog are those of the authors and not necessarily those of EIPA.
