We have a number of clients who operate within an international team environment, and this is a topic of increasing interest, given the ever greater internationalisation of companies and the erosion of market borders between countries. Some of our clients, however, have to work closely with international staff, and in some cases teams are made up of members from a variety of countries. The basic principles of team building across countries are largely the same as for domestic teams. There is a need to establish ownership of common goals, break down barriers, remove 'markers' that differentiate groups, facilitate communication, encourage respect for people and teams that seem 'different', help team members invest in a wider 'team identity' etc. etc. The main differences are in the nature and magnitude of the barriers that need to be overcome.
Geographical boundaries are obviously more significant.
Even for locally based teams, sitting in separate offices, or on different floors, can hamper communication and encourage sub-teams to form. The greater geographical boundaries are reinforced by differences in language, culture, behaviour and even personality. This can result in fear, antagonism and disparagement. Where teams are based in different countries, these feelings can be exaggerated and reinforced. Language is a particularly difficult barrier to overcome, as so much depends on the ability to communicate.