Latest news with #workplaceCommunication
SBS Australia
10-07-2025
- General
- SBS Australia
Así se habla en los lugares de trabajo australianos
Enlaces: Transcripción 'I am so great!' 'Tall poppy! Get down here!' Howie: Have you ever worked in an Aussie office and noticed something… different? The boss has a nickname. Meetings feel more like casual chats. And sometimes… swearing is totally fine. If you're new to Australia, you might ask: 'How should I speak at work?' Let's explore how Aussie attitudes shape the way people communicate at work — and what that says about the culture. The Aussie ideal: a fair go One of the most important Aussie values is a fair go — the idea that everyone deserves an equal chance in life and at work. This value shows up everywhere: in sport, in school, and in the workplace. But Aussie culture is full of contradictions. We take fairness seriously, but we also love not taking ourselves too seriously. Language in the workplace From construction sites to corporate offices, Aussies use slang, give nicknames, joke around — and yes, often swear. This casual tone reflects an older cultural fascination with folk heroes and the rough-and-tumble spirit. It's part of a long tradition of pushing back against authority — and laughing while doing it. From diggers to the modern office Our modern idea of the Australian worker was shaped by WWI soldiers, known as diggers. While fighting overseas, diggers developed a strong national identity. They embraced the Aussie traits of mateship, humour, and equality. They loved bush poetry, chanted in slang, and didn't show much respect for generals or hierarchy. Mateship, swearing, and meaning 'Mate' is a deeply positive word in Australia — but it can also be used in a not-so-friendly tone: 'Maaaate…' (when someone's annoyed). Aussies are famous for using 'bad' words in creative, often affectionate, ways. Swearing has long been part of jobs like soldiering, shearing, and cattle-driving. But even back then, people knew when to tone it down — especially around women or the boss. So yes, swearing happens — but Aussies also know when to keep it clean. Bloody oath. Politicians, the pub test, and fairness 'Fair go' is so sacred, even politicians use it. But not always successfully. Sometimes Aussies don't buy it — especially if the message doesn't pass the pub test. That means: 'Would a regular group of people at the pub believe this?' If not, it fails. Tall poppies and cultural cringe Aussies also have terms for people who don't seem fair. One of the worst things you can do? Be arrogant. Be a tall poppy. Originally, 'tall poppy' was about cutting down those who were too successful or full of themselves. By the mid-20th century, it also reflected a deeper insecurity — A sense that standing out made people cringe or feel like Australia wasn't good enough. That feeling is known as cultural cringe. Today, tall poppy syndrome still pops up — especially when someone is seen as 'too big for their boots.' Bludgers and pulling your weight While Aussies dislike arrogance, they also can't stand laziness. The term 'bludger' refers to someone who doesn't pull their weight. It's one of the most hated labels in Australian English. To be called a bludger is deeply insulting — and it reflects how much Aussies value hard work and contribution. What Aussie work culture tells us Aussies have always loved folk heroes — and it shows in how we talk about work. We believe in equality, fairness, and calling things as they are. Even casual talk and swearing can be signs of inclusion — a way to say, 'We're all equals here.' As one saying goes: 'I talk to the Prime Minister the same way I talk to my mate at the pub.' Language is a work in progress Aussie English is still evolving. Sometimes we get the balance wrong. But we can always start by welcoming people from around the world, valuing their voices, and learning from the words they bring. That's what helps Aussie English grow — and what makes the workplace a fairer, more inclusive place for everyone. Weird and Wonderful Aussie English Video production company: New Mac Video Agency
Fast Company
26-06-2025
- General
- Fast Company
How to address conflict at work
Workplaces in the United States are remarkably conflict averse. Many people don't even like to give criticisms to someone else directly, let alone to hash out a disagreement over a path forward or address a conflict of values. As a result, we kick many conflicts down the road in ways that create problems. We lead people to believe we agree with them when we don't and we fail to address small concerns early on, when they can be fixed. This failure to act can turn a molehill into a mountain. That said, it is not always good to engage conflict directly or immediately. Here's what you can do to make those conversations productive. Let the heat die down When you first become aware of a conflict, there is often an emotional reaction that goes along with any contradiction or disagreement that you may recognize cognitively. This duality to a conflict reflects the distinction made in psychology between hot (that is emotional) states and cool (that is cognitive) states. A strong emotional reaction comes along with energy. That energy drives you to want to act. Unfortunately, when the energy level is quite high, you may act without reflecting deeply on what you're doing. In order to make your disagreements as productive as possible, it is best to wait for any initial energy associated with the disagreement to subside. That way, you can focus your discussions on having a good give and take. In addition, it can be valuable to take the time to think through both what you want to say to someone else as well as what you're hoping to accomplish from the interaction. What is there to be gained? Addressing conflict is inherently difficult. It is hard to do, and it can put strain on a relationship in the short-term. So, there has to be some benefit to going through the process. When you're exploring whether to engage directly with someone about a disagreement, you want to highlight what you hope to gain from the conversation. Start by highlighting your ideal end state. Are you trying to make someone else aware of a problem they might not know about? Are you trying to influence someone's behavior? Are you trying to change a decision that was made in the past? Once you have a sense of what you'd like to accomplish, you can then plan a structure for the conversation to help you reach that goal. Part of that plan involves finding a way to tell the individual you'll be talking with what you want. That is, the ideal conversation around a conflict is not one that just highlights that there is a problem, but also charts a path forward. It is important to bring a constructive mindset to difficult conversations. You may not know what the solution to a problem is, but you should plan to explore potential solutions. You can ask others for help generating ideas. If you are raising a problem with someone for the first time, it is also possible this discussion may catch them by surprise (or even lead to an emotional response). So, be prepared to schedule another time to talk later when the other party is ready to explore solutions. Be open When you initiate a conversation around a difficult topic, you know your side of the story. You also have your sense of what you're hoping to accomplish. You are probably missing key information as well. That's one reason why you want to have a conversation. In order to make it a true discussion, though, you have to be willing to learn and potentially change your mind as a result of what you hear. That openness can be difficult. Conflicts can lead to a sense that you have to win the discussion by bringing the other person over to your way of thinking about things. The goal of a difficult conversation isn't to win. It is to reach an accommodation to address the source of the conflict. That solution is likely to involve compromise on your part. You should prepare yourself mentally that you're not going to get everything you want before the discussion starts, so that you don't dig your heels in and get in the way of a path forward.
Forbes
20-05-2025
- Business
- Forbes
Language Diversity Is The Gulf's Hidden Business Advantage - Here's Why
Post by Dr Hyun-Jung Lee, Associate Professor of Organisational Behaviour and Cross Cultural Management in the Department of Management at the London School of Economics and Political Science. In a Doha high-rise, a Pakistani project manager asks her Dutch colleague for help crafting a complex email. Both are non-native English speakers, but their collaboration is built on mutual respect, shared goals and a practical need to communicate. Around them, Arabic, Tagalog, and Hindi can be heard, but it's imperfect English that is driving their project forward. The world is on the move. According to the International Organization for Migration's 2024 report, foreign-born populations now make up 88% of the UAE, 77% of Qatar, and 73% of Kuwait. In Australia and New Zealand, it's around 30%; in Canada and the US, it's 21% and 15% respectively. The so-called 'minority-majority' shift is already unfolding in major global cities like London, Amsterdam, New York, and Singapore. Amid all the political and cultural debates of this dramatic change, the rise of language diversity in the workplace is often overlooked. This is the topic of my paper - the unexpected upside of high language diversity - which I have just had published in the Journal of Management. The Arabian Gulf, where the workforce is among the most internationally diverse in the world, is an interesting case study. In some Gulf companies, over 50 nationalities work side-by-side. Many of the workers are permanent residents and occupy key positions in industries such as oil and gas, education, infrastructure, healthcare and tech. English has become the lingua franca in the Gulf, but fluency is patchy, and Arabic, the official language, plays only a limited role outside legal and government contexts. Many high-skilled migrants do not speak Arabic and very few are expected or encouraged to learn it. The way English is used reveals a fascinating pattern: language challenges often become the foundation for connection in the workplace. In my research, I found that professionals are more likely to seek language advice from those outside their own linguistic or national group. As one Gulf-based worker from Pakistan told me, 'If I ask someone from my own background, they might make the same mistake.' What's emerging is a new kind of linguistic economy - one where fluency, adaptability, and accent matter more than where you are from. Relationships are forged through language gaps. Asking for help signals humility, trust and openness. This may be a glimpse into the future of the global workplace. As we become more dependent on migrant labor and our cities diversify, the ability to lead across linguistic and cultural boundaries will be a crucial skill. It's time we recognized the subtle power of language to shape belonging, productivity and opportunity. Language diversity is becoming a hidden business advantage. Follow LSE's Department of Management on LinkedIn. Check out our website.
