Achieving Equilibrium in intercultural professional environments in Africa

I have been blessed by life, growing up in various intercultural environments across different countries. As I continued along this path into adulthood, I was naturally drawn to similar environments in my professional life, with the African continent being where I encountered the greatest diversity of cultures. However, it saddens me to see that so many people fail to embrace and enrich themselves with the diversity that life has offered us.

People come to the continent, while others depart beyond its borders—a constant flow of individuals carrying their cultures, languages, behaviors, and identities with them. These elements spread across the globe, yet remain deeply connected to their roots, like a perpetual cycle of contraction and expansion, a rhythmic dance of exhalation and inhalation. Some of these exchanges with Africa have not been gentle, piercing like needles in the lungs. Yet, the continent continues to breathe with resilience, gradually finding its balance.

I've tried to understand why human beings struggle to live in intercultural environments. To make my exploration more playful, I began by looking into the etymology of the word "interculture," which is described as follows:

The word "inter" comes from Latin, where it was used as a preposition meaning "between," "among," or "during." In English, "inter" has been used as a prefix meaning "between" or "among,". The etymology of "culture" traces back to Latin "cultūra" (cultivation), which itself comes from "colere" (to till, cultivate, inhabit, care for, or worship.). Over time, its meaning expanded from agricultural cultivation to the cultivation of the mind, and eventually to the broader concept of the collective customs, arts, and social institutions of a group of people. Formation of "Interculture": Combining "inter-" and "culture" creates "interculture," which literally means "between cultures" or "among cultures." It refers to the interaction, exchange, and relationships between different cultures.

I like to interpret the evolution of the word "culture" as a reflection of the growth of humanity. "Culture" expresses itself in diverse ways across communities, offering us the opportunity to explore its many facets through different cultural experiences. Though distinct, these communities ultimately converge on a common origin: the shared concept of "Culture," something intrinsic to all human beings yet elusive in its entirety. In our effort to connect with it, we engage in interaction, exchange, and relationship-building, often losing ourselves along the way. To me, "interculture" signifies that no matter where on Earth we reside, our growth connects us to a common human origin, our essence. Therefore, we should care for and honour the places we inhabit and everything that makes them unique.

One of the environments where we find the richest interactions, exchanges, and relationships between cultures is the professional world. Africa has magnetically attracted people from other continents across a wide array of professions, representing diverse organizations—whether corporate, start-ups, NGOs, governments, or institutions. Regardless of the sector these professionals come from, they all face the same challenge: finding balance within the intercultural environment they encounter.

An individual is shaped by the environment in which they grew up, meaning that environment becomes their sense of normality. Therefore, when individuals move to new environments, it's natural for them to feel disrupted, as they must adapt to new points of reference while holding on to the ones ingrained in them from their upbringing. This is equally true for those entering a new environment and for those welcoming newcomers into their territories—both sides encounter unfamiliar references. In the search for balance, together they create a new shared setting, where they reinvent and establish common points of reference.

This process of expansion is often difficult. Some individuals may tend to impose their own references on others, refusing to acknowledge the new ones they encounter. Some fear losing their sense of self by altering the references they identify with, seeing their own norms as unique and absolute, and thus resisting change. Others, eager to be accepted in the new environment, may overcompensate by adapting too much, setting aside their own values and identity as if they are no longer valid.

Sometimes, there is such a significant gap between colleagues from different backgrounds within an organization that, even when speaking the same language and using the exact same words, they may interpret them differently due to their conditioned perspectives. As a result, when someone says something, there's no guarantee that the message sent is the same as the message received by the listener. You've probably encountered this even in environments where people share the same background. Now, imagine the complexity when people come from entirely different worlds in a professional setting, where it may seem like these worlds have no common ground.

People working in intercultural environments undergo a transformative process, becoming aware that their own references are different from those of others. In other words, they come to realize that other perspectives are just as valid as their own and that there are other realities beyond the ones they are familiar with. When this discovery is embraced, their consciousness expands, and they become open to creating a broader space that welcomes new references and accommodates multiple perspectives. Managers and executives discover new facets of themselves through these interactions, exchanges, and relationships, and in turn, they introduce fresh management styles within their organizations.

Where consciousness does not come into play, we often notice that something is unconsciously perpetuated in the interactions, exchanges, and relationships between those arriving in Africa and those welcoming them. This can lead to the repetition of ingrained behaviours, assumptions, or biases, which persist beneath the surface of these intercultural encounters.

If we examine the origins of interactions, the African continent witnessed early exoduses from other continents driven by motives that were not centred on the well-being of humanity. This created a dysfunctional dynamic between Africa, the cradle of humanity, and its sister continents. Their interactions reached a breaking point, leaving them with no choice but to seek new ways of relating and learning to collaborate. The history of these interactions left deep imprints on both sides, embedding certain beliefs about their relationship and shaping how each perceives the other.

As long as the relationship remains rooted in the old dysfunctional patterns imprinted by history, Africa and its sister continents remain trapped in the Karpman Drama Triangle, which describes a cycle of ineffective social interactions involving three roles: Victim, Rescuer, and Persecutor. Each role perpetuates conflict without resolution. Those arriving on the continent and their hosts often engage with one another awkwardly, unconsciously repeating the same processes as their ancestors while believing they are doing things differently. When we look upstream, we can see that certain beliefs, ingrained over generations, continue to sustain the same behaviours as in the past, despite the vastly different context of the present.

There are countless challenges in intercultural interactions between collaborators, whether within organizations or among partner organizations, across all sectors, reflecting the historical legacy of relationships between Africa and other continents.

For instance, in the world of startups, we often see investors from sister continents drawn to African markets because they recognize the continent’s potential. Yet, they feel as if they must cross an ocean of fear, sending adventurous representatives to brave the myths and fears that have been passed down for generations about Africa. Meanwhile, talented African entrepreneurs, bearing the weight of centuries of inherited narratives, struggle to gain the trust of these investors and are left feeling frustrated. Trapped in unconscious behaviour, both sides validate each other's discomfort, fuelling passionate debates about their interactions without truly hearing one another.

In another example, within the sphere of intercultural collaboration, certain African regions that feel powerless sometimes choose to partner with those who know how to thrive on what is suffocating them. These so-called partnerships are designed to maintain the status quo, never hitting rock bottom, for fear of being forced to leave the comfort of discomfort and initiate real change. These partnerships often maintain a state of co-dependence, where both sides agree to keep things stagnant. Despite years of workshops discussing these issues, the cycle persists.

A final example reflects a common dynamic in intercultural partnerships in the African continent: one partner comes with abundant resources, presenting themselves as generous, while subtly signalling that they can withdraw support at any moment. The counterpart, grateful yet fearful of losing the opportunity, is hesitant to challenge this dynamic. Both end up blaming each other for not fulfilling their roles, each needing the other to maintain their postures of power and dependence.

For an interaction, exchange, or relationship to occur, it requires two parties operating on the same level. When parties interact, they create a dynamic specific to that level. Africa and its sister continents have co-created their dynamic through politics, trade, business, humanitarian efforts, and development—witnessing each other's dysfunctions while remaining stuck in a codependent relationship marked by both admiration and repulsion. Together, they struggle to find balance, entangled in the past while trying to navigate the future.

Balance is found where there is the co-creation of greatness. Fortunately, some professional partners have made this shift in their interactions, witnessing each other's transformation and growth. They understand that one’s actions directly impact the other, and together, they can co-create greatness. Greatness only engages with greatness and, in turn, creates more greatness.

If the African continent and its sister continents continue to want to dance together, it is likely because there is something truly great in their dance steps—something that must be recognized, nurtured, and revered. This shared movement draws them into collaboration, where their combined efforts can transform into a Universal Greatness that transcends boundaries and brings forth something far more powerful and harmonious than what they could achieve alone.

Organizations that have made the shift seek to collaborate with the right professional partners—true partners who do not waste time and energy on threats, fear, or blame. True partners care for one another, recognizing that together they are stronger and that challenges present opportunities for mutual growth. They see each other clearly and, in doing so, reflect back a deeper understanding of themselves. They remind each other of their true potential.

These partners go beyond mere intellectual intelligence, beyond what has been taught, and tap into emotional intelligence—the ability to recognize, understand, manage, and influence emotions both within oneself and in others. It is at the intersection where intellectual intelligence dances with emotional intelligence that true greatness is created.

Leaders who work in an environment where intellectual intelligence and emotional intelligence complement each other are conscious of the far-reaching impact of their actions on everything connected to them. They understand that in an intercultural context, Africa influences its sister continents just as the other continents impact Africa. These leaders are aware that the entire world is in a state of development, collectively moving towards equilibrium and a more balanced future.

Professional intercultural environments in Africa play a vital role in fostering the world’s equilibrium. This balance can only emerge if consciousness is introduced into the repeating paradigms. For centuries, Africa has mirrored the world’s dysfunctionality, reflecting back the unresolved issues of humanity. Africa sees itself in its sister continents, and they, in turn, see themselves in Africa—constantly reminding each other of their shared essence. These dysfunctions will continue to repeat until the necessary lessons are learned. Behind every dysfunction lies greatness waiting to be revealed. From a place of equilibrium, professionals can shift toward healthy organizations, creating authentic partnerships characterized by balanced interactions and a broader field of references. This shift is the key to unlocking a new era of collaboration and growth.

For a shift to happen within an organization, it must begin with its leaders. A leader who is committed to greatness will inspire their team to achieve the same, while also seeking the right partners to co-create that greatness. In professional life, we are ultimately at the service of others. Organizations serve communities, executives serve their organizations, leaders serve their teams, and team members serve clients or beneficiaries. However, if an organization fails to understand the community it serves, or if a leader fails to understand their team, how can they truly be of service?

In an intercultural environment, understanding others from a single perspective is impossible. Multiple cultures are offered to be explored and utilized as tools for growth, guiding us back to the core of our shared humanity. Yet, many leaders have forgotten this purpose and mistakenly believe they are only serving themselves. As a result, their vision becomes narrow and fixed, causing them to lose direction as they remain trapped in a single perspective. As a result, frictions arise between team members, hindering collaboration and shifting the focus to resolving internal conflicts within the organisation, thereby losing sight of the original goal of serving the communities.

A team mirrors the leadership style of its leader, just as, the dynamics within an affiliate in Africa mirror the operational approach of its parent company abroad and the outcomes in a community reflect the functioning of the organization serving it—and vice versa. Through these reflections, professionals are offered an opportunity to see themselves through these mirrors, unveiling aspects of themselves that would otherwise remain concealed.

Diverse perspectives profoundly impact how the organization functions, influencing collective decision-making, the implementation of projects, meeting management, time management, and more. By embracing a broader view, leaders and organizations can better serve others, fostering collaboration and driving meaningful change.

Debates, workshops, and various gatherings to discuss the challenges met in intercultural professional environments in Africa have been held repeatedly, often recycling the same discussions and using the same language over and over. By now, everyone concerned with these challenges is well aware of what needs to be done. The real question is: are you prepared to address the consequences of taking the necessary steps for co-creation and transform them into solutions that benefit all parties involved?

When I decided to pursue training to become a coach, I was driven by a desire to connect with humanity and bring that essence into the professional world. One core coaching competency that truly transformed me was Active Listening. The more I practiced it, the more I began to truly hear what people were saying. I realized that words, formed by a combination of sounds, are powerful tools used by humans to transform the intangible into something understandable, allowing you to journey into the speaker’s world through the vibrations of sound. But the more I practiced active listening, the more I realized that words have their limits—they cannot always capture or convey the intangible. Through active listening, the listener glides through the sounds and can hear beyond the words themselves. In that space, we don't hear with our ears but with our hearts, allowing us to perceive the deeper essence and meanings beneath the surface. Here, the barriers of separation between the listener and the speaker dissolve, creating a connection where true understanding flows freely.

Leaders or any professionals who are ready to step out of the cycle of repetitive storytelling and seek to cultivate new pathways, here are some questions that might help you take the first step out of that circle. These questions are for anyone working in an intercultural environment in Africa who is searching for balance and equilibrium within that dynamic space. Every experience is unique. Two people may go through the same situation but perceive it differently, yet there is always something shared beneath it all. These questions are just the first step to scratching the surface. You'll discover if they inspire you to dive deeper.

I invite you first to take a moment and place yourself in the space of a neutral observer, someone who can quietly watch the manager, leader, executive, that you are within the intercultural environment you find yourself in. In this space, there is no judgment—only observation. Take your time to be authentic in your responses to the following questions. As you answer, listen as an observer would, and notice what unfolds within you as you reflect.

-????????? How can you describe the professional partnerships of your organization with others from different cultures? What does it say about your organization?

-????????? What do you notice when you engage in discussions or negotiations with your professional partners? What do they reflect to you?

-????????? What old beliefs do these partnerships recall? And what are the contrasting beliefs that challenge them? What actions can you take that align with these new beliefs?

-????????? What old patterns have emerged in your leadership within the intercultural environment? In your actions, how do you perpetuate these old patterns? What benefits might you gain from shifting away from these outdated patterns? How can you effectively make that change?

-????????? How would you describe the dynamics within your organization? What do they reveal about you?

-????????? If you visualize yourself collaborating with a partner organization or colleague where you both genuinely see and understand each other, committed to authentic co-creation, how did you arrive at that point? What changed within you to make this possible??

-????????? What is your role in your intercultural professional environment??

-????????? What is your impact in your intercultural professional environment?

-????????? What are you really looking for in the intercultural professional environment in Africa?

If, as an observer, you can actively listen to responses of the professional your and hear beyond the words, you will be able to truly hear your peers and understand the deeper dynamics of the interaction you have chosen to engage in.?

I wish you a profound and enriching transformation.

Nathalie Maikere

[email protected]