Virtual Communications: The E-Melting Pot

 

Only a click away.

Global communications are only a click away. Technological advancements have created a virtual melting pot, in which individuals from diverse cultures interact in business matters and educational endeavors. While there are many benefits of virtual workplace and e-learning environments such as immediate connectivity and ease of access, this new realm requires attention to potential limitations involving intercultural communication and diligence in furthering and enriching these relationships.

The exponential growth of technology has created a dynamic platform by which it is now possible to formulate virtual teams and utilize talents and skill sets from all across the globe. Businesses are now able to conduct meetings, engage in structural changes, develop marketing strategies, and collaborate at every level within an organization. This phenomenon is not limited to large corporations, as even those operating on a lesser scale have seen positive results. Budrina (2011) states, “Such technology and the expansion of global business have changed the work environment for organizations of all sizes, allowing even small companies to compete in the international market place” (para. 2). Indeed, what once may have proven cost prohibitive due to exhaustive travel expenses and marketing materials, is now feasible for a variety of organizations.

Similarly, a transformation has taken place within the field of higher education as students, teachers, and administrators come together in virtual learning environments. Olaniran (2009) suggests, “One of the key benefits facilitated by e-learning is that, in spite of real geographical boundaries between and among societies, there are no real boundaries in learning environments” (p.181). Certainly, geographical restrictions are of less consequence as the paradigm has shifted and virtual learning has increased. Further, the costs associated with tuition and housing for traditional or on campus studies are significantly less in the virtual classroom. Students can complete assignments from their homes, or local establishments which are only limited by the ability to maintain a Wi-Fi signal. Additionally, the cost of digital materials and the ability to shop online for these items has greatly decreased the necessary expenditures.

Arguably, both the virtual workplace and the e-learning environments have had tremendous fiscal impacts, while allowing individuals to multi-task. It is entirely possible that the same employee, who works remotely, is also an online student. The importance of these new methods of employment and education, combined with the flexibility they provide cannot be overstated. Organizations are no longer tightly constrained by global time zones and limited business hours, as workers and students participate in asynchronous tasks. Beyond this, intercultural communication is fostered by the many programs which offer ease of translation in documents and online resources in which rules of cultural etiquette can be examined and subsequently applied. Efforts to bridge cultural gaps are necessary and this is evidenced by Jandt’s (2013) assertion that, “The researchers conclude that cultural differences that are observed in the physical world also exist in the virtual world” (p.51). As demonstrated, the benefits of these virtual environments are plentiful. However, there are potential limitations with regard to communication, cultural values, and norms which necessitate diligence, discernment, and respect for those who may have significantly different viewpoints and approaches.

There have been compelling dilemmas and repercussions as a result of the break-neck speed with which virtual workplace and educational communications have occurred. Guo-Ming (2012) identifies several challenges and possible limitations to intercultural communication across the new forms of media and global connectivity. These include an inter-generational gap with estimable departures from traditional cultural norms such as grammar, themes, transitions, and a retreat from cultural logic. (Guo-Ming, 2012, p.4) Further, Guo-Ming (2012) argues, “New media fosters a new culture in human society, in which the degree of ambiguity and uncertainty has been reshuffled and has reached its highest point, especially in the process of intercultural communication” (p4.). Even in the face of these changes, cultural differences are relevant and therefore require knowledge and applicability.

It is imperative that individuals and organizations develop a global mindset which integrates cultural awareness of one’s own predispositions and assumptions, as well as those actions which may cause offense in other cultures. Errors and omissions in judgment between cultures can have devastating financial consequences for businesses. Virtual intercultural communication adds to the complexities of business practices. Goodman (2012) states, “Cultural competence extends to an understanding of virtual communications (or working with a geographically dispersed team), which can be even more confused than working across cultures in the same physical space” (para.7). Therefore, effective intercultural communication is even more ambiguous in the virtual realm. Correspondence styles, chain of command, salutations, and other such intricacies are just some of the variables which without proper training and knowledge may cause inadvertent damage, and thwart future deals.

Finally, intercultural communications are multi-faceted and not always easily navigable. However, the availability of information is greater than at any time and thus the melting pot of virtual communications is growing. Harnessing and transforming this information into knowledge and practice will therefore mitigate limitations and increase the benefits of virtual workplace and e-learning, while facilitating intercultural communication and fostering enduring partnerships.







References



Budrina, I. (2011). Virtual multicultural teams: Real communication in the virtual world. Retrieved from http://www.romania-insider.com/virtual-multicultural-teams-real-communication-in-the-virtual-world/30300/

Goodman, N. (2012). Training for cultural competence. Industrial and Commercial Training, 44(1), 47-50. doi:http://dx.doi.org/10.1108/00197851211193426

Guo-Ming, C. (2012). The impact of new media on intercultural communication in global context. China Media Research, 8(2), 1-10.

Jandt, F.E. (2013). An introduction to intercultural communication: Identities in a global community (7th ed.). Thousand Oaks, CA: Sage.

Olaniran, B. (2009). Discerning culture in e-learning and in the global workplace. Knowledge Management and E-Learning: An International Journal, 1(3), 180-195. Retrieved from http://kmel-journal.org/ojs/index.php/online-publication/article/viewFile/7/8