Crossing borders

As project practitioners increasingly helm projects far from home, they must adapt to ways of communicating and working in other cultures. This article features four project practitioners reflecting on the cultural clashes--and unexpected harmony--between their countries of origin and those where they work. The first project practitioner, a former lead vehicles program manager for PSA Peugeot, Citroen (Sao Paulo, Brazil), details the difference in corporate culture when he left Brazil to manage a project in Argentina and explains how he gained the trust of his new project team members. Next, a project manager for Oasis Investment Co. (Dubai, United Arab Emirates) explains how he used team-building exercises so project objectives would not be affected by cultural conflicts. The article also features an Asia-Pacific global document management solution project manager for RSTN Consulting (Ho Chi Minh City, Vietnam) detailing one of the most notable changes when crossing international borders as a project manager
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