Intercultural Communication in the Workplace During Crisis Management

The middle of a crisis is not the ideal time to fix issues of intercultural communication. Still, in the midst of your crisis management execution, clear communication is needed.

Crisis: We need to get essential information out to people because we are in a crisis.

Barriers to Communication:

• History of subjugation, racism, sexism
• Power inequality
• Lack of trust
• History of bias
• Unresolved conflict

These communication barriers lead to intercultural conflict. People experience this conflict as an emotional struggle between different groups. The feelings increase during a crisis because there is a shortage. The shortage could be real or perceived. (See Kim’s model of Intercultural Conflict). Kim argues that intercultural conflict occurs at three interdependent and interrelated levels, including a micro, or individual level, an intermediary level, and a macro, or societal level. People are concerned about access to:

• Information
• Vital resources
• Present or future opportunity
• Safety and well-being resources

Crisis Management Solutions:

1. Bring in trusted leaders/influencers to send the message.
2. Translate/interpret information as appropriate to address language and accessibility issues.
3. Clear, concise information is best; don’t wing it when you are sharing information.
4. Check-in with groups who in the past have complained or who have expressed concerns regarding communication
5. Show your face. Don’t just send written communication in a crisis. Let people see you and show empathy and concern.
6. Overcommunicate. During a crisis, people want to know what is going on. If you don’t provide enough information, people will make up information.
7. Be honest. “We don’t have that answer yet” is better than telling a lie.

During a crisis, the amount of “background” noise increases. People who are stressed are not as receptive as calm people. Keep this in mind as you share information.