Multiculture and successful exporting

Another important value underlying Malaysian relationships is paternalism. The Malaysian society is a morally-based system of vertical relationships, including a code of personal conduct that tells how a subordinate should behave with others, especially with elders, and that manners should be practiced according to one’s particular position.

A hierarchical society is likely to observe a paternalistic form of relationship, requiring those who are junior in age to avoid questioning their elders and superiors as a sign of respect and, reciprocally, a responsibility of leaders to care for and nurture their followers. Therefore, Ibrahim expects junior staff to be compliant with more senior staff’s wishes. Avoidance behaviour is also apparent here, as Ibrahim is obviously not going to make a decision without being ‘blessed’ by her superior, Ahmad.

The Australian Angle

In contrast, McWilliams came to the meeting with a differing set of values, beliefs, and personal cultural sense including forthrightness, practicality, egalitarianism, and informality.

Australian culture includes a belief that whatever needs to be said should be said honestly and directly without mincing words. Australians tend to be happy to meet conflict head-on and enter into arguments easily, without seeming to care what other people think about them. They rarely bear grudges and enjoy argument for its own sake. True to his forthright nature, McWilliams created a meeting agenda with a goal of sparking an exchange of information and discussion of agenda items in the hope that decisions made during a meeting could be recorded and people held accountable.

Australians are a practical lot. Whatever the challenge, Australians are generally willing to take it up, even at the risk of making fools of themselves. The traditional way of doing something may be scorned in favour of a way that is more clever or expedient. Australians like to innovate and employ lateral thinking to solve problems. They respect people who demonstrate a willingness to overcome, adapt, and improvise. In this case, this means that McWilliams was willing to undertake expedient measures in order to solve problems. He views confrontation as necessary at times in order to get action.

Unlike the Malaysian hierarchical social system, Australians are generally egalitarian: no one is considered to be better than anyone else. The notion of a ‘fair go’ embodies mateship, freedom, support, tolerance for those who are less fortunate, and the idea of a common humanity. People who get ahead tend to do so more by virtue of their character or personal achievements than by status derived from personal wealth or family background. There is muted acclaim for outstanding achievers, particularly if they are showy (akas the tall poppy syndrome). More respect is given to the quiet achiever, who is viewed more positively as a team player. As such, McWilliams expects information and experience to be shared freely, without impediments based on rank or seniority.

Many Australians feel embarrassed by what they view as pretentious shows and meaningless rituals and tend not to bother with them, preferring informal gatherings and exchanges. They value relationships that are open, friendly, relaxed, and personal, and to focus on personal qualities rather than business accomplishments and skills. McWilliams expresses this cultural preference for informality by communicating openly and directly so that understandings are clearly shared.

Bridging The Gap

Forging a good working relationship between two cultures is an important element of any multicultural business. As outlined above, the actions and responses of the key players in the case study were underpinned by cultural differences. The outcome of the meeting might have been more positive had the team members and managers been more aware of the other team’s cultural sense. For example:

•    Both teams could benefit from getting to know one another better by spending social time together–including the more senior Datuk Ahmad–before engaging in project work. Any mention of time and the necessity of a plane to catch should have been avoided. Using threats and pressures to move things can backfire. There has to be a win-win option.

•    The Australian team could have been more effective if they’d shown respect by using the correct forms of address, including titles and rank, name order, naming conventions, and honorifics for each Malaysian group member. Also, they should have been sensitive in use of body language, such as not pointing fingers at team members.

•    A separate meeting between the Australian project manager and the Malaysian project director might have enabled both to clarify their concerns privately.

•    The agenda for the next update meeting should include a discussion of expectations for meeting. More importantly, McWilliams needs to develop the agenda jointly with Ibrahim when they next meet. Obviously, the delay in signing off is due to some discomfort on Ahmad’s part, which Ibrahim is not expressing. McWilliams will just have to be patient and build enough rapport with Ibrahim so she is comfortable expressing the real concerns.

Paying careful attention to the background and cultural insights of your clients and potential customers is a key factor in maximising the benefits and profits of your export business.