What transcultural competence can – and cannot – do

You are sitting in a meeting and thinking: "Why are they reacting so defensively? It was just a suggestion."

Or you leave a conversation with the feeling: “I didn’t say anything wrong — and yet the atmosphere is suddenly tense.”

You may also experience situations where decisions or expectations remain unclear and different assumptions arise about what "professional", "cooperative" or "respectful" means.

Such moments are part of everyday life for many international teams and organizations. They are often quickly interpreted as personal differences—a lack of openness, insufficient commitment, or difficult communication. However, something else is often at play: differing culturally shaped expectations about how collaboration works . This is precisely where transcultural competence comes in.

Over the past few weeks, I've been working on a project at an international school in Switzerland. I noticed even beforehand that there were problems that couldn't be solved with a workshop on transcultural competence: there were tensions between staff and management, frustration with decisions, discussions about a lack of transparency and inconsistent processes, etc.

That is precisely why it was crucial at the beginning of the workshop to set a clear expectation: What can transcultural skills actually achieve in such a situation — and what can't they?

Because transcultural competence is often either overestimated ("Conflicts will resolve themselves") or underestimated ("That doesn't help with real problems"). In my opinion, both approaches are too simplistic.

What transcultural competence can achieve

1. Making invisible expectations visible

Many tensions arise not from bad intentions, but from differing assumptions about what is "normal", such as:

• How direct feedback should be

• Whether plans are binding or flexible

• How openly decisions may be questioned

• Whether trust is built through presence or good results

  
  

Transcultural competence helps to recognize that one's own expectations are not automatically universally valid. As soon as expectations become apparent, teams can discuss them – instead of silently judging each other.

2. To personalize conflicts less quickly

Without a culturally sensitive perspective, differences are often interpreted personally: "She is disrespectful." "He is uncooperative." "They are not interested."

Transcultural competence opens up alternative interpretations: "Different ideas about hierarchy may be at play here." "This could be a difference between direct and indirect communication." "Here, planning orientation and flexibility clash."

This does not automatically resolve conflicts, but it reduces escalation and creates space for more constructive discussions.

3. Expand behavioral flexibility

Transcultural competence does not mean abandoning one's own attitude, but rather discovering more possibilities for action , for example:

• Ask a clarifying question before reacting.

• Make your own intention transparent (“My goal is to understand…”)

• Consciously adjust the degree of directness

• Clarify expectations early on, instead of tacitly assuming them.

  
  

Such small micro-skills can significantly improve collaboration.

4. Strengthen everyday cooperation

Most everyday situations are not major conflicts, but rather everyday interactions: meetings, emails, feedback sessions, and voting.

Transcultural competence helps to recognize moments when misunderstandings are likely and to react more consciously. Over time, it strengthens trust, psychological safety, and cooperation.

What transcultural competence cannot achieve

1. It does not solve any structural organizational problems.

Many frustrations arise from unclear processes, inconsistent decisions, a lack of transparency, or limited opportunities for participation. Cultural sensitivity alone cannot resolve such structural issues.

Communication skills help to deal with it constructively – but do not replace the responsibility of the organization and management for clear structures.

2. It does not eliminate genuine value conflicts.

Some differences are not misunderstandings, but actual differences in priorities or values – such as innovation vs. tradition, or hierarchy vs. participation.

Transcultural competence helps to discuss such differences respectfully, but does not automatically make them compatible.

3. It does not guarantee that dialogue always leads to change.

A common question is: "What if we have already sought conversations, asked questions and given feedback – and still nothing changes?"

This is a real-life experience. Communication skills increase the chances of constructive exchange, but do not guarantee that systems or decisions will change. Opportunities for influence sometimes remain limited.

4. It doesn't take away frustration – but it can shift the focus.

When people from egalitarian cultures experience how little influence they have on certain organizational frameworks, frustration or feelings of powerlessness understandably arise.

Transcultural competence cannot completely resolve these feelings. However, it helps to focus on areas where we can actually take action:

• Ask questions and remain open to dialogue – even if the other person doesn't seem open to exchange.

• Give feedback – even if the other person reacts defensively.

• Responding to tensions – especially when we feel insecure

• Interpreting behavior – without jumping to conclusions, even if it contradicts us.

• Making small improvements in everyday life – step by step, realistically and effectively

  
  

Sustainable change often begins precisely there: with our own actions and perceptions.

The realistic promise of transcultural competence

Transcultural competence does not mean conflict-free communication or complete agreement. Its true value lies in three things:

1. Understanding – recognizing that behavior often arises from different assumptions and expectations.

2. Choices – having more options when dealing with difficult situations

3. Constructive dialogue skills – keeping conversations possible even when there are differences.

These skills may seem small, but they have a big impact. If we manage to ask one more question instead of blindly following our assumptions, to articulate our end intentions more clearly, or to remain curious for just a moment longer, collaboration will change step by step.

Transcultural competence doesn't solve everything – but it helps us to work together more intelligently, respectfully and effectively in complex realities.