Communication and collaboration toolsAlthough there is an increased interest in and need for using collaboration technologies and tools, most of the communicators surveyed suggested that a more comprehensive and integrated knowledge-sharing platform is needed. The opportunity to have a dashboard with a global view of communication and collaboration tools appeared to be at the top of the wish list. Many noted the use of team workspaces combined with wikis or video/ web conference calls as an effective solution. Alcatel-Lucent and Motorola are using video sharing through internal platforms that allow for more visual knowledge and information exchange across regions. Amazon and Cisco, among others, are increasing use of streaming videoconferences and telepresence technologies to bridge geographic distances through visual interaction. Technologies that can act as mechanisms for facilitating regional and cultural dynamics of innovation through a blended learning environment may be the best platform for promoting cross-cultural collaboration.Both mature and emerging markets represent culturally diverse consumers for which organizations need to meet expectations for innovative solutions, time to market, and competitive products and services. Communication and knowledge-sharing are essential, and communicators are poised to play a leading role in facilitating cross-cultural collaboration and team success.[ILLUSTRATION OMITTED]best practices for collaboration In this podcast, Kelly Parsons, chief research officer for Melcrum, discusses findings from the 2012 global research study "Communication for Collaboration: Empowering Employee Connections for Breakout Results," which features insights from IBM, Telstra, Bupa and others. Among the findings and best practices Parsons shares:[ILLUSTRATION OMITTED]* The most successful organizations approach collaboration as an integrated system and manage it as such.* Internal communicators are uniquely positioned to lead the charge in collaboration because they understand leadership and company culture, and have experience with and understand channel management and networks of communication.* To promote and sustain collaboration, internal communicators need to build and manage collaborative capacity, align technology to develop collaborative goals, and ensure collaboration is embedded throughout the organization.Download the Executive Summary of Melcrum's research findings on collaboration titled "Inside Internal Communication: Groundbreaking Innovations for a New Future."Karina R. Jensen, Ph.D., is a professor of innovation and leadership at Reims Management School in the Champagne region of France and the founder and managing director of Global Minds Network. As an international management consultant and change facilitator, Jensen has 20 years of experience launching international business and education initiatives for multinational organizations.Jensen, Karina R.content_Full Text: COPYRIGHT 2013 International Association of Business Communicators.http://www.iabc.comSource Citation:Jensen, Karina R. "Cooperative efforts: communicators hold the skills to help improve cross-cultural understanding." Communication World Oct. 2013: 15+. Business Insights: Essentials. Web. 14 Dec. 2018.URLhttp://bi.galegroup.com/essentials/article/GALE%7CA361849295/9b9926a14cc67b86bb9a494a4b2a1358?u=tlearn_trlDocument Number:GALE|A361849295 1. Why is cross-cultural communication so critical for any multinational today?2. What are some essential ingredients of an effective cross-cultural communication system?3. How can companies use technology to facilitate communication worldwide? Structure and power influence the degree of openness to knowledge sharing. Structure refers to team role and hierarchy: There is a more direct, or explicit, way of communicating in North America and parts of Europe compared with amore indirect, or implicit, way of communicating in Asia. For example, the perception and value of knowledge as power are closely linked to the ability to share knowledge within teams; in some cultures knowledge may be viewed aspower for the individual, and in other cultures it's viewed as empowerment for the team. The organizational hierarchy can also dictate the amount of information and the type of knowledge shared among team members. A local-to-global strategy can help create a two-way exchange and encourage interactive dialogue with local team members in international markets.Initiative and the willingness to contribute ideas may also highlight cultural differences. For example, Americans and Europeans tend to practice a group-oriented approach to brainstorming and knowledge sharing in which everyone isexpected to contribute spontaneously and immediately. But this practice may put team members from Asian countries at a disadvantage due to their cultural preference for spending more time reflecting on, creating and expressing newideas. Some communication and language styles may require more time to share and provide knowledge for the team project. Any collaborative work environment should promote and support a safe space for embracing innovation andnew initiatives from people from diverse cultures.Communication strategyThe collaboration process requires a local communication strategy with opportunities for exchange and dialogue. A common vision and objectives need to be set by the project leader and the team in order to create understanding andsupport for the expected outcome. This requires strategic planning that engages local teams in the creation and execution of new concepts. For example, Lenovo relies on regional and local coordinators who facilitate communicationbetween headquarters and subsidiaries for global planning and execution of projects. The mobility of global managers in key regions reduces the headquarters centralization challenge for Lenovo since there is more engagement andparticipation of team members at the local level. In this way, improved cross-cultural understanding can be achieved through team engagement and dialogue.[ILLUSTRATION OMITTED]Collaborative spaceA knowledge-sharing system that incorporates dedicated tools for communication and collaboration can facilitate open dialogue among teams. This includes both live and virtual spaces where team members can move freely and easilyin collaborating during the global innovation process. Offices that have transparent workspaces and tools for visual expression and sharing can sustain dialogue with teams worldwide. These arrangements also provide team memberswith opportunities to enjoy social networking and relationship building through cross-fertilization meetings, cultural immersions and knowledge-sharing tools. Cooperative efforts: communicators hold the skills to help improve cross-cultural understandingCommunication WorldWhy are organizations so often challenged by the design and delivery of innovative solutions for international markets?The answer may lie in how they embrace cross-cultural communication and collaboration.Competing in today's global marketplace, organizational teams need knowledge of local markets to come up with marketable ideas and to rapidly design and deliver products and services. But an inability to effectively share andcommunicate those ideas can stifle any attempt at innovation and localization, leading to dissatisfied customers and declining sales.As organizations invest in collaboration efforts, there will be more demand for specific knowledge and skills in effectively collaborating across borders and cultures--specific knowledge and skills that many professional communicatorsalready have. The 2012 IBM Global CEO Study surveyed 1,709 CEOs, general managers and public sector leaders worldwide and found that most are focused on creating a collaborative organizational environment. Indeed, open andcollaborative organizational cultures are hallmarks of high-performing organizations.Cross-cultural collaboration is essential for organizations seeking to accelerate innovation and market responsiveness. To build a collaborative dialogue between cross-cultural teams, there should be a global project leader who acts asknowledge facilitator while providing direction, inspiration and communication, from front-end innovation to launch execution.[ILLUSTRATION OMITTED]Communication skills such as recognizing, listening to and responding to knowledge shared among team members can influence motivation and engagement. Special attention must be paid to particular communication styles, valuesand practices. To facilitate trust and relationship building, organizations also should consider communication vehicles that emphasize face-to-face interaction, such as telepresence, video and web conference technologies.Key elements for facilitating collaborationAOrganizational resources that facilitate knowledge sharing should include an open environment where global and local team members can share their ideas and knowledge concerning local market opportunities. In shaping this culturewithin teams and organizations, managers need to consider the communication strategy, collaborative space and communication tools.Since trust is a critical factor in cross-cultural collaboration, business leaders need to understand how to cultivate a work environment that emphasizes social interaction, frequent and open communication, responsiveness andaccountability among employees. A 2012 global innovation and cross-cultural collaboration study I conducted revealed there is still a preference for traditional networking and face-to-face communication despite an increased use ofsocial media, especially in emerging-market cultures. In promoting open dialogue, there should be an awareness of the cultural implications of knowledge sharing that involve structure, power, openness and initiative.

Question

Communication and collaboration toolsAlthough there is an increased interest in and need for using collaboration technologies and tools, most of the communicators surveyed suggested that a more comprehensive and integrated knowledge-sharing platform is needed. The opportunity to have a dashboard with a global view of communication and collaboration tools appeared to be at the top of the wish list. Many noted the use of team workspaces combined with wikis or video/ web conference calls as an effective solution. Alcatel-Lucent and Motorola are using video sharing through internal platforms that allow for more visual knowledge and information exchange across regions. Amazon and Cisco, among others, are increasing use of streaming videoconferences and telepresence technologies to bridge geographic distances through visual interaction. Technologies that can act as mechanisms for facilitating regional and cultural dynamics of innovation through a blended learning environment may be the best platform for promoting cross-cultural collaboration.Both mature and emerging markets represent culturally diverse consumers for which organizations need to meet expectations for innovative solutions, time to market, and competitive products and services. Communication and knowledge-sharing are essential, and communicators are poised to play a leading role in facilitating cross-cultural collaboration and team success.[ILLUSTRATION OMITTED]best practices for collaboration In this podcast, Kelly Parsons, chief research officer for Melcrum, discusses findings from the 2012 global research study &#34;Communication for Collaboration: Empowering Employee Connections for Breakout Results,&#34; which features insights from IBM, Telstra, Bupa and others. Among the findings and best practices Parsons shares:[ILLUSTRATION OMITTED]* The most successful organizations approach collaboration as an integrated system and manage it as such.* Internal communicators are uniquely positioned to lead the charge in collaboration because they understand leadership and company culture, and have experience with and understand channel management and networks of communication.* To promote and sustain collaboration, internal communicators need to build and manage collaborative capacity, align technology to develop collaborative goals, and ensure collaboration is embedded throughout the organization.Download the Executive Summary of Melcrum's research findings on collaboration titled &#34;Inside Internal Communication: Groundbreaking Innovations for a New Future.&#34;Karina R. Jensen, Ph.D., is a professor of innovation and leadership at Reims Management School in the Champagne region of France and the founder and managing director of Global Minds Network. As an international management consultant and change facilitator, Jensen has 20 years of experience launching international business and education initiatives for multinational organizations.Jensen, Karina R.content_Full Text: COPYRIGHT 2013 International Association of Business Communicators.http://www.iabc.comSource Citation:Jensen, Karina R. &#34;Cooperative efforts: communicators hold the skills to help improve cross-cultural understanding.&#34; Communication World Oct. 2013: 15+. Business Insights: Essentials. Web. 14 Dec. 2018.URLhttp://bi.galegroup.com/essentials/article/GALE%7CA361849295/9b9926a14cc67b86bb9a494a4b2a1358?u=tlearn_trlDocument Number:GALE|A361849295 1. Why is cross-cultural communication so critical for any multinational today?2. What are some essential ingredients of an effective cross-cultural communication system?3. How can companies use technology to facilitate communication worldwide? Structure and power influence the degree of openness to knowledge sharing. Structure refers to team role and hierarchy: There is a more direct, or explicit, way of communicating in North America and parts of Europe compared with amore indirect, or implicit, way of communicating in Asia. For example, the perception and value of knowledge as power are closely linked to the ability to share knowledge within teams; in some cultures knowledge may be viewed aspower for the individual, and in other cultures it's viewed as empowerment for the team. The organizational hierarchy can also dictate the amount of information and the type of knowledge shared among team members. A local-to-global strategy can help create a two-way exchange and encourage interactive dialogue with local team members in international markets.Initiative and the willingness to contribute ideas may also highlight cultural differences. For example, Americans and Europeans tend to practice a group-oriented approach to brainstorming and knowledge sharing in which everyone isexpected to contribute spontaneously and immediately. But this practice may put team members from Asian countries at a disadvantage due to their cultural preference for spending more time reflecting on, creating and expressing newideas. Some communication and language styles may require more time to share and provide knowledge for the team project. Any collaborative work environment should promote and support a safe space for embracing innovation andnew initiatives from people from diverse cultures.Communication strategyThe collaboration process requires a local communication strategy with opportunities for exchange and dialogue. A common vision and objectives need to be set by the project leader and the team in order to create understanding andsupport for the expected outcome. This requires strategic planning that engages local teams in the creation and execution of new concepts. For example, Lenovo relies on regional and local coordinators who facilitate communicationbetween headquarters and subsidiaries for global planning and execution of projects. The mobility of global managers in key regions reduces the headquarters centralization challenge for Lenovo since there is more engagement andparticipation of team members at the local level. In this way, improved cross-cultural understanding can be achieved through team engagement and dialogue.[ILLUSTRATION OMITTED]Collaborative spaceA knowledge-sharing system that incorporates dedicated tools for communication and collaboration can facilitate open dialogue among teams. This includes both live and virtual spaces where team members can move freely and easilyin collaborating during the global innovation process. Offices that have transparent workspaces and tools for visual expression and sharing can sustain dialogue with teams worldwide. These arrangements also provide team memberswith opportunities to enjoy social networking and relationship building through cross-fertilization meetings, cultural immersions and knowledge-sharing tools. Cooperative efforts: communicators hold the skills to help improve cross-cultural understandingCommunication WorldWhy are organizations so often challenged by the design and delivery of innovative solutions for international markets?The answer may lie in how they embrace cross-cultural communication and collaboration.Competing in today's global marketplace, organizational teams need knowledge of local markets to come up with marketable ideas and to rapidly design and deliver products and services. But an inability to effectively share andcommunicate those ideas can stifle any attempt at innovation and localization, leading to dissatisfied customers and declining sales.As organizations invest in collaboration efforts, there will be more demand for specific knowledge and skills in effectively collaborating across borders and cultures--specific knowledge and skills that many professional communicatorsalready have. The 2012 IBM Global CEO Study surveyed 1,709 CEOs, general managers and public sector leaders worldwide and found that most are focused on creating a collaborative organizational environment. Indeed, open andcollaborative organizational cultures are hallmarks of high-performing organizations.Cross-cultural collaboration is essential for organizations seeking to accelerate innovation and market responsiveness. To build a collaborative dialogue between cross-cultural teams, there should be a global project leader who acts asknowledge facilitator while providing direction, inspiration and communication, from front-end innovation to launch execution.[ILLUSTRATION OMITTED]Communication skills such as recognizing, listening to and responding to knowledge shared among team members can influence motivation and engagement. Special attention must be paid to particular communication styles, valuesand practices. To facilitate trust and relationship building, organizations also should consider communication vehicles that emphasize face-to-face interaction, such as telepresence, video and web conference technologies.Key elements for facilitating collaborationAOrganizational resources that facilitate knowledge sharing should include an open environment where global and local team members can share their ideas and knowledge concerning local market opportunities. In shaping this culturewithin teams and organizations, managers need to consider the communication strategy, collaborative space and communication tools.Since trust is a critical factor in cross-cultural collaboration, business leaders need to understand how to cultivate a work environment that emphasizes social interaction, frequent and open communication, responsiveness andaccountability among employees. A 2012 global innovation and cross-cultural collaboration study I conducted revealed there is still a preference for traditional networking and face-to-face communication despite an increased use ofsocial media, especially in emerging-market cultures. In promoting open dialogue, there should be an awareness of the cultural implications of knowledge sharing that involve structure, power, openness and initiative.

Accepted Answer

Communication involves the exchange of ideas and information. It plays an integral role in an…

1. Why is cross-cultural communication so critical for any multinational today? 2. What are some essential ingredients of an effective cross-cultural communication system? 3. How can companies use technology to facilitate communication worldwide?