Hinds and Catherine D. Cramton addresses the hidden nature of language struggles. These problems created an us and them class of native and nonnative English speakers which sometimes led to resentment and distrust among nonnative speakers toward the native speakers. Working with English speakers from the UK or America was more difficult for the Frenchco workers than working with English speaking colleagues in Poland.
Netherlands or Spain Neeley found. In one interview a Frenchco worker said A real English person is in a stronger position and I find myself justifying myself much more in those interactions. Native speakers can also dominate conversations workers said in Neeley s interviews. Sometimes it s hard to get our American colleagues to be quiet but we manage a high fluency speaker reported in Malaysia Email List an interview. I say If you don t stop we re going to talk in French. While many Frenchco workers were angry about the says a small number of highly fluent workers viewed the change as a chance to perfect their English by asking for feedback from native speakers participating in meetings as often as possible repeating key phrases and seeking out English speakers in their groups. Helping.
Employees Learn There s a number of techniques companies can employ to reassure and help workers with this transition. First it s crucial for CEOs and managers to be firm that nonnative speakers don t have a problem. All workers have to be invested in working and speaking together Neeley says. Managers should also be aware that workers often underestimate their language capabilities.