How Understanding Cultural Differences Improve the Work Environment and the Bottom Line

This is exactly what occurred at Bittersweet as the results of the long and arduous interview process began to unfold in front of the entire organization. There was an overwhelming flood of relief mirrored with joy as the feedback was presented, agreeing that this was how they felt. This validation was followed by an energetic and highly involved brainstorming process where the staff prioritized what they wanted to do next in order to facilitate the benefits of this year-long effort. It was very emotional as they began to realize that they were now enabled and empowered to change their work environment.

During a conversation with my colleague afterwards, he remarked, “From the first intervention, the staff woke up to the possibility of empowerment that has grown into a full scale realization that they can achieve much more for themselves and the organization than they may have thought possible. While many restaurant managers are going to be uncomfortable with having this level of input by the staff because they are used to an autocratic style of management, I’ve learned that empowering employees allows growth both personally and professionally. Also, the staff now requires less direct supervision allowing me to have a life.”

What Were The Immediate Benefits?

The one-on-one assessment interviews gave staff members an opportunity to discreetly share information, not only about themselves, but about fellow staff members. Typically, this is not safe to do in organizations with either management or often loose-lipped fellow staff members. But it is possible with an OD scholar-practitioner as the members are guaranteed anonymity. Protecting the sources of sensitive information is key if change is going to be successful, and this is why OD is successful–understanding the nature of human behavior is vital to effecting positive change, and thus the study of it is the core of OD.

Prior to the feedback meeting, most managers would have assumed the following: that management was clearly communicating with the Hispanic staff, that the staff understood management and each other, and that management understood the needs and expectations of its staff. During the feedback meeting, staff members shared their learning that not only was these assumptions not valid, but also that American and Hispanic co-workers had very different perspectives on a variety of issues. It is difficult to imagine how this information could have been gathered without the promise of anonymity that is part of the OD process.

In the case of Bittersweet, it was especially significant as the appreciation for cultural differences became figural in the success of understanding workplace issues. These differences were not uncovered until after the process began. This is not unusual in effective OD work that is based on proper needs assessment. What may significant and valid in the initial assessment may appear to be significant and valid in the initial assessment may become much less important as actual data begins to come in.

As a result, both the American management team and the Hispanic workers became aware that understanding cultural differences made the working relationships between departments better. Each listened more attentively and began to appreciate that each person’s unique responsibilities were equally important in achieving Bittersweet’s ultimate goal–to provide the best food and customer service experience.

At the same time, the Hispanic staff became more enabled to self-manage. They were more supportive of each other and provided direction for fellow-workers as needed. This was not the case prior to the intervention, even within the Hispanic staff, which is noteworthy because historically Hispanics have a stronger tie to family and community. The work place became a safer environment for them and they felt comfortable taking on responsibilities.