There are various aspects in which culture-related differences are noticeable in communications between people from different countries. Externally, these differences are expressed in the communication patterns - for instance in body language. However, fundamental differences also relate to values and attitudes, for instance towards work, time, dealing with authorities etc.

Japanese businessmen, for instance, usually express their discontent with inadequate performance in a very cautious manner; for a German, who regards confrontation with fact-based and constructive criticism as positive, this is hardly noticeable.nbspA slowdown of business relations will not be foreseeable for the German if he does not anticipate such consequences after such a restrained reaction.

If a Spanish business partner takes too long to make a decision, an American will probably draw the conclusion that he is no longer interested in a cooperation. This conclusion can be explained by the high value of the factor "time" in US-American culture. However, this conclusion will be wrong, as Spaniards consider time to be less tight than Americans.

The correct handling of differences between the cultures is referred to as "inter-cultural competence". Tolerance, regard, empathy and respect are of fundamental importance in this context. The aim of all endeavours for inter-cultural competence in business life is to approach potential business partners in their own "language", thus successfully planning business relations.

Inter-cultural competence canalso be obtained through training, provided that such training does not stop at the theory.
Rather, it is necessary to bring across practical experience through action.
In all cases, coaches should be bilingual and should have lived in both countries.