WRITTEN QUESTION E-3402/00

by Nicole Thomas-Mauro (UEN) to the Commission

(7 November 2000)

Subject: Intercultural management in the Commission

With the development of international competition and the European market, intercultural aspects of management are increasingly an area for study. The structure of the European Union means that it relies heavily, like the business world, on confidence between partners. Areas of potential misunderstanding thus needs careful management.

1. Bearing in mind the world of business and its experiences, as well as research into international and intercultural management, can the Commission say whether, in managing fifteen nationalities which engage daily in negotiating specialised or sensitive subjects, it takes account of the problems arising from the intercultural aspect, a source of both enrichment and tensions?

2. Does the Commission, which for decades has been a veritable test bed for this phenomenon, a melting pot of multicultural encounters, have studies available on the subject?

3. At the level of the Commission, as in economic life, an error of analysis or assessment, or quite simply a misunderstanding, can have serious consequences (failure of projects, financial costs, cost in manpower, etc.).

Has the Commission ever tried to calculate the cost of intercultural misunderstandings?

4. Has the Commission made a study of the causes and consequences of problems experienced by its staff (in order to isolate the intercultural factor) with a view to making its administration more efficient? Has the Commission, in the light of its experience, thought about methods of intercultural management and ways of managing difference?

5. Since the aim is to achieve clear, unhampered communication within the group, does the Commission organise training programmes like those offered in the business world to expatriates, managers and workers in multinational teams with the aim of making them aware that cultural points of reference are not absolutes, so that they will acknowledge difference more readily and collaborate more effectively?

Answer given by Mr Kinnock on behalf of the Commission

(8 January 2001)

The Commission is clearly aware of the specific challenges posed to the work of the European Institutions by the cultural diversity within the Community. The diverse cultural background of the staff is also considered to be an asset in terms of meeting the needs and expectations of citizens of the EU because it obviously reflects the various cultures within the Community. Consequently, the Commission attaches importance to the training of its staff in relation to these issues.

There are no specific studies on this issue by the Commission, and neither is there an estimate of costs that could be caused by misunderstandings due to cultural differences. An estimation of any such costs would clearly have to be based on precise and reliable analysis of the causes and consequences of misunderstandings. It is doubtful whether such an analysis is feasible in practical terms.

There is no specific study on problems for staff resulting from the multicultural background of the working environment. Nevertheless, the multicultural factor is addressed on the basis of facilitating the integration of staff who are working abroad from their home countries and the Commission consequently provides various useful social services. Furthermore, the main aspects of the multicultural working environment are to be addressed in a publication which is currently in preparation and will be published early in 2001: This six page brochure demonstrates the importance of coping with cultural diversity and its consequences in the working environment. It refers to the obstacles (stereotypes, misunderstanding, negative attitudes, etc) to be avoided, and it recommends some guidelines for behaviour which could help to improve the quality of the intercultural relationship, where that is necessary.

The Commission has for several years organised training on the issue of cultural diversity and intercultural communication and co-operation. As well as regular special courses dedicated to this subject, the multicultural nature of the organisation is a feature that is taken into account in the design of all management and behavioural training in the Commission. The Commission's white paper of March 2000(1) stressed the importance of training that is related to working in a multicultural environment, to managing diversity, and to the Commission's obligation to help staff to develop their potential in the multinational environment.

A new project entitled Optimisation of cultural diversity has recently been proposed by the training department and the social policy unit which will be of benefit to all staff.

(1) COM(2000) 200 final.