In team building and development sessions within the western world, most of the intervention is done with the group with the OD expert serving as a facilitator, who provides the setting, provides stimuli to keep things on tract and suggest meaning and context.

In very diverse global teams, this is not the case. Intervention tools are not slightly different; they are very different. I will point out the most salient differences for me as a facilitator.

• Many issues cannot be discussed in the group setting due to face saving, authoritarian leadership styles and obtuse face-saving communication patterns. These issues need to be cleared off the table before the session and/or taken off line after the session.
• The facilitator cannot just facilitate; meetings need to be more controlled in because that is the expectation from the “people in charge”, who need to be more “expert” and less loosie-goosy.
• Often, the facilitator needs to take into account the age of the participants, showing an exaggerated respect to the team manager. “Mister Ho, it’s time for lunch, is it ok with you?
• Silence is often loud protest and must be treated as such.
• Agreement is often feigned, and needs to be “treated” off line.