Change management in intercultural teams: Success with the Big 5 model

The "Big Five" model helps to understand personality traits and how they interact. Globally active companies in particular that want to make productive use of cultural differences can use the model as part of intercultural change management. Read here to find out exactly how intercultural teams can contribute to a smooth change process and which pitfalls you should avoid.

Intercultural teams for sustainable corporate success

Before we look at how you can benefit from intercultural teams in times of change in your company, let's first clarify a fundamental question: What exactly do we mean by "intercultural teams"?

Imagine a team of employees in Germany, Japan and Brazil working together on a project. If the exchange between the team members remains limited, we understand this to be a "multicultural team". In contrast, the members of intercultural teams actively work together. They exchange ideas and bring in new perspectives based on any cultural differences.

An intercultural approach can form the basis for sustainable success in change management. This thesis is based on the assumption that intercultural teams have different communication styles, working habits and views on hierarchies. These differences can lead to tensions within the team - if they are ignored. However, if cultural differences are consciously exploited, innovative solutions can be developed that can drive the change process forward. Let's take a look at some simplified but concrete examples of how these differences can be used productively in intercultural teams.

Example 1: Decision-making processes

With regard to Germany, the prevailing belief is that team members often prefer a fact-based, structured approach to making decisions. Many assume that pragmatism and a willingness to take risks are more important in the USA. These approaches could possibly be combined in an intercultural team: "German thoroughness" could help ensure that details are not overlooked, while American pragmatism could help drive decisions faster.

Example 2: Communication and feedback

It is often assumed that Japanese team members tend to express criticism cautiously and indirectly in order to maintain harmony. In the Netherlands, on the other hand, there is a tendency to address problems directly and openly. In an intercultural team, these different communication styles could initially lead to misunderstandings. However, if they are used consciously, Japanese employees could promote a positive, respectful atmosphere, while the "Dutch openness" could help to identify and solve problems at an early stage.

Example 3: Team leadership and hierarchy

With regard to India, it is often assumed that team members consider clear instructions and respect for superiors to be important. In Scandinavian countries, on the other hand, it is widespread that flat hierarchies are preferred and that employees are actively involved in decision-making processes. An intercultural team could benefit from both approaches by taking into account the structural needs of individuals and at the same time promoting a culture of personal responsibility.

Successfully shaping change management with intercultural teams

In times of internal change, diversity in teams can influence the following things:

• Openness to change: In intercultural teams, employees are more likely to feel heard and respected. This in turn can lead to changes being accepted more quickly.
• Finding creative solutions: Teams that actively use cultural diversity can bring together different ideas and approaches from different perspectives, which can lead to more innovative and creative solutions.
• Increased efficiency: As intercultural teams have different ways of working and communication styles, they can achieve common goals more quickly.

If you make targeted use of the strengths of your diverse workforce, companies that rely on intercultural cooperation can secure a competitive advantage in global markets. At least in theory. After all, the examples given of decision-making processes, communication styles and team leadership are naturally based on cultural differences that are assumed to be typical.

In reality, in addition to these cultural factors, the personality traits of the individual team members and how these interact with the personalities of others play a decisive role in how successful a change process is. Regardless of whether a team is intercultural or not. This is exactly where the Big Five model comes into play. It helps to better understand these individual characteristics and use them effectively to manage the change process in a targeted manner.

Big 5 model in intercultural teams: strong in change

The Big Five comprise the following personality dimensions that determine how people perceive and react to change - a decisive factor in change management:

Openness to experience

Employees who are open to new experiences like to try out new things and are flexible in their thinking. They bring fresh ideas and innovative solutions to the change process.

Conscientiousness

Employees with a high level of conscientiousness implement changes in a structured and reliable manner. They guarantee careful planning and smooth implementation of the change measures.

Extraversion

Extraverted employees promote communication within the team through their strong communication skills. They create connections and drive collaboration - especially in intercultural teams where different perspectives come together.

Compatibility

Compatible people support the team climate by defusing conflicts and creating harmony. These qualities are particularly valuable in stressful phases, as they help to keep the working atmosphere stable.

Neuroticism

People with low levels of neuroticism remain calm in uncertain times and stabilize the team, especially when a change process encounters resistance or unexpected challenges arise.

Teams that are very open to experience contribute fresh ideas and drive innovation. At the same time, employees with a strong sense of conscientiousness create the necessary structure to implement changes methodically and reliably. This balance between creativity and reliability is particularly valuable when it comes to managing complex change processes in globally active companies. In change management, it is important to recognize and make targeted use of the individual personality strengths of each team member. And with regard to intercultural teams, it is important to understand this: Individual personality traits "override" cultural attributions such as an assumed pronounced extraversion or thoroughness.

For successful change management, it is therefore important to understand both the individual personality traits and the cultural backgrounds of the team members and to make targeted use of them. This is because cultural and personal differences can create tensions if the personality traits differ greatly from one another. For example, people with a high neuroticism score may react insecurely or stressed to change, while employees with a low openness to experience may be resistant to new ideas. Determining the characteristics of the Big Five in your teams can help you to recognize and use these strengths.

In addition to the Big Five personality test, the personality traits of team members can also be determined using the following tests, some of which are scientifically based:

16 Personalities (MBTI)

The Myers-Briggs Type Indicator (MBTI) is one of the best-known personality tests. It divides people into 16 different personality types based on four dimensions (e.g. extraversion vs. introversion). The test helps to understand how team members make decisions, communicate and work.

DISC model

The DISC test classifies personalities according to four main types: dominant, proactive, steady and conscientious. This test is helpful to better understand communication styles and work preferences and can help build teams that are balanced in terms of tasks and leadership skills.

HEXACO personality inventory

An extension of the Big Five model that adds a sixth dimension - honesty/humility - in addition to emotional stability. This test is suitable for analyzing ethical values and interpersonal behavior, which can be relevant for intercultural teams.

Gallup StrengthsFinder

This test focuses on the strengths of the individual team members in order to recognize the best potential in the team and make targeted use of it. Managers who make conscious use of cultural and personal differences can lead their teams more effectively through change processes - if they are also able to recognize and address tensions at an early stage

Summary: Successful change management in intercultural teams

Change management can succeed in intercultural teams by taking into account the Big 5 personality traits of your employees. Keep the following points in mind:

• Personality traits are ascribed on the basis of cultural origin. However, the Big Five model and other personality tests help managers to better understand their employees and deploy them in a targeted manner.
• Successful change management requires both different cultural backgrounds and personality traits to be taken into account.
• Characteristics such as openness to experience promote innovation, while conscientiousness brings structure to the change process. Opportunities through diversity lie in the combination of personality strengths. A team that combines innovation and creativity with structure and reliability can successfully master change processes.
• Challenges arise from tensions that can result from different personality traits such as high neuroticism or low openness. Managers must recognize these tensions early on in order to avoid problems in the change process.

For success in change management, it is crucial that companies understand the individual personality traits and cultural backgrounds of their teams. With data-based personas, the Persona Institute supports you in maximizing the potential of your intercultural teams - even during change processes. Let us advise you or find out more about our various services.