Better communication with foreign cultures requires more than just openness. The specific characteristics of different regions around the world also play an important role.

The German labour market is facing a significant shortage of skilled workers in many areas. According to a survey by the ifo Institute, 43% of companies are affected by labour shortages. The service sector is particularly impacted, including legal and tax consultancy, auditing firms, transport companies, as well as architecture and engineering firms. The trend is increasing. Migration is seen as one possible solution to fill open positions.

However, many foreign workers who have already migrated to Germany report language barriers, bureaucracy, a lack of social integration, and workplace discrimination. In Ostwestfalen-Lippe, for example, business and academia are already warning about the consequences of a growing hostile attitude towards migrants, as reported by Neue Westfälische. This negative picture is confirmed by a survey from InterNations. Nevertheless, Germany ranks among the lowest countries in terms of living and working conditions (49 out of 53).

Since November, a new Skilled Workers Immigration Act has been in force in Germany. Thanks to this new regulation, anyone with vocational training or a university degree can apply for jobs in Germany. The previously required formal recognition of qualifications is no longer necessary in many cases. This gives potential workers more opportunities to pursue careers outside their formal training or studies. The requirement for official recognition of foreign qualifications has also been reduced. The aim is to reduce bureaucracy and make Germany more attractive.

As the shortage of qualified employees grows, the number of potential foreign skilled workers is also increasing. As a result, intercultural communication is becoming increasingly important. For many companies, this still represents a major challenge. They must learn to overcome cultural and communicative barriers and avoid misunderstandings. This includes considering both verbal and non-verbal communication. A tolerant and open attitude is important not only among employees, but also in international negotiations. Even a single incorrect gesture can negatively affect customer relationships or contract conclusions.

Dimensions of intercultural communication

An overview of the dimensions of intercultural communication in companies is provided by Simone Kauffeld and Ramona Thomas in their book “Arbeits-, Organisations- und Personalpsychologie für Bachelor” (Springer-Verlag Berlin Heidelberg, 2014). They list studies and measures that companies can use to overcome intercultural communication problems. One example: putting oneself in another person’s position and interacting with understanding and without judgment. Respect towards others leads to a positive reciprocal exchange relationship. Companies can also offer training for employees. “Intercultural competence includes knowledge, willingness, and the ability to successfully communicate and interact with people from other cultures,” the authors state.

The book further cites four dimensions of intercultural communication by Edward T. Hall (1976): context orientation, spatial orientation, time orientation, and information speed. Learning these aspects helps to better understand the behaviour of different cultures.

Low- and high-context cultures

In terms of context orientation, two types of cultures can be distinguished: low-context and high-context cultures. In the first case, communication is direct and specific, with as much precise information as possible. Low-context cultures include the USA and Northern Europe, including Germany.

In high-context cultures, communication works very differently. Verbal communication alone is not the decisive factor. Other aspects such as social context and non-verbal signals must be taken into account. In other words, not everything that is said is equally important. Intuition and association are also needed to decode the message. In this type of communication, negotiations take longer than in low-context cultures. The way information is encoded and decoded also varies from culture to culture.

A personal example—my experience as a Brazilian in Germany in both private and professional contexts. Germans tend to prefer short and direct communication, always getting straight to the point. Brazilians, on the other hand, usually have more to say. We speak in detail and also address secondary topics in conversation. As a result, my Brazilian storytelling style is often met with impatient looks. This requires understanding and acceptance from both sides. An interesting fact: Brazil is the country where the most voice messages are sent via WhatsApp worldwide, as reported by the Süddeutsche Zeitung.

Physical distance is another factor to consider in intercultural communication, as Kauffeld and Thomas explain. In Northern European countries, a greater interpersonal distance is generally preferred. In Germany, for example, too much closeness may be perceived as uncomfortable or intrusive, while in Southern Europe or Latin America too much distance may signal a lack of trust. Depending on the culture, physical proximity is therefore interpreted differently, which can lead to misunderstandings. Time orientation is another aspect that differs in terms of scheduling, detailed planning, and interpersonal relationships.

Further notes on the topic

The podcast “Different countries, different customs – intercultural competence in international business” provides useful insights into what to consider depending on the conversation partner. For example, in Colombia, personal contact between interlocutors is very important, and questions about family are considered normal rather than private. The series consists of four episodes structured by world regions: Latin America, Sub-Saharan Africa, North Africa and the Middle East, and Southeast Asia. The programme was produced in cooperation with the Agency for Business & Development, the German Corporation for International Cooperation (GIZ), and the Chamber of Industry and Commerce Halle-Dessau.

One thing is clear: intercultural competence is increasingly in demand. Many companies are also investing in training to create a better and more comfortable working environment. Both sides—employers and employees—must learn to communicate more effectively with each other. However, it is not enough for companies to simply learn about cultural differences around the world. The acquired competencies must also be applied and lived in practice.