Working Across Cultures workshop at Foulum, May 21st

The workshop began with an introduction and a joint exercise (“Counting to 36”), which focused on collaboration and feedback in practice. Participants then explored their own cultural backgrounds and contexts through mapping and reflection.

A central theme of the workshop was differences in communication styles, including direct versus indirect communication. It was discussed how these differences can lead to misunderstandings—for example, in how one says “yes,” gives feedback, or expresses disagreement. The Danish communication style was highlighted as relatively direct and “word-economical,” which is not always intuitive for international staff.

The workshop also addressed cultural differences in perceptions of time, leadership styles, and power distance. In particular, focus was placed on the differences between hierarchical and more egalitarian organizations, where Denmark is typically characterized by flat structures and expectations of employee autonomy.

In addition, the importance of trust and collaboration in multicultural teams was discussed. Participants worked with concepts such as cognitive and affective trust, as well as differences between task- and relationship-oriented approaches. It was emphasized that cultural diversity can be a strength when differences are understood and used constructively.
Finally, participants worked with their own cases and everyday challenges, translating the day’s insights into concrete actions and takeaways.

Overall, the workshop increased participants’ awareness of cultural differences and provided tools to better navigate an international work environment.

Key takeaways from the workshop

Awareness of one’s own cultural assumptions
Participants became aware that their own norms and ways of working are not universal. It is important to actively reflect on one’s own cultural “baseline.”

Communication requires adaptation

Differences between direct and indirect communication can lead to misunderstandings. It requires awareness to adapt communication to the recipient—for example, in feedback, meetings, and emails.

“Yes” does not always mean the same
A “yes” can range from full agreement to polite acceptance or uncertainty. It is important to double-check understanding and expectations.

The Danish communication style may be perceived as brief and direct
The “word-economical” style in Denmark may seem abrupt or impolite to some, but it is often intended to be efficient and egalitarian.

Different views on leadership and responsibility
In Denmark, independence and initiative are expected in flat organizational structures, while employees from more hierarchical cultures may expect clearer instructions and leadership.

Time is perceived differently
Some cultures work in a linear and structured way with time, while others are more flexible. This affects planning, deadlines, and meeting culture.

Trust is built differently
Some emphasize results and competencies (cognitive trust), while others prioritize building relationships first (affective trust). Both are important for collaboration.

Task vs. relationship orientation
In some cultures, the task comes first, while others prioritize relationships. Understanding this can strengthen collaboration and prevent conflicts.

Diversity is a strength—if used actively
Multicultural teams can create better solutions and innovation, but this requires active effort to understand and integrate different perspectives.

Feedback must be given with cultural awareness
What is perceived as constructive feedback in one culture may be seen as criticism in another. It is important to align expectations.

Small adjustments make a big difference
Simple actions such as summarizing agreements, asking clarifying questions, and being explicit about expectations can significantly reduce misunderstandings.

Curiosity and openness are key competencies
Asking questions, being inquisitive, and avoiding quick conclusions are essential in an international work environment.