Lesson 5. Cross-cultural conduct on international projects

PART 3 · CULTURAL ENVIRONMENT

Lesson 5. Cross-cultural conduct on international projects

Reading time ≈ 14 min   ·   Based on Chapter 5 of the book

With propriety you can travel the whole world; without it, even one step is hard.

— Vietnamese saying

LEARNING OBJECTIVES

After this lesson you will be able to:

•     Understand propriety (Lễ) and timeliness (Thời) in Eastern conduct and relate them to international projects.

•     Recognise the challenges and opportunities of cultural diversity on projects.

•     Communicate transparently and courteously in the contract language.

•     Organise and take part in meetings with international partners professionally.

 

Most infrastructure and energy projects today involve equipment suppliers, contractors, consultants and banks from many countries. Working in that environment, each of us carries the mission of a “cultural ambassador” for our country.

Propriety (Lễ) in the art of conduct

Courtesy without propriety becomes laborious; caution without propriety becomes timidity; boldness without propriety becomes disorder; straightforwardness without propriety becomes rudeness.

— Confucius, Analects

In Thuật xử thế của người xưa (The Ancients’ Art of Conduct), Nguyễn Duy Cần explains that propriety is humility: putting one’s own ego after others, not pretending in order to gain. It means never wounding another’s pride, hiding their faults and praising their strengths. Only a person free of selfishness can do this with ease.

Propriety must suit the time (Thời)

Nguyễn Duy Cần retells a story in which Confucius says of four disciples: Yan Hui is more benevolent than I, Zigong quicker, Zilu braver, Zizhang more dignified. Why then do they study with him? Because each knows only one side and not when to do the opposite, while the master knows how to adapt to the moment.

LESSON FOR PROJECT PEOPLE

No single way of behaving is right for every situation. Sometimes we must be firm, sometimes gentle; sometimes fast, sometimes slow. “Change brings flow, and flow brings endurance.” Clinging to one way “wins one matter and ruins a hundred”.

 

Being a “cultural ambassador” on international projects

Each person’s attitude, words and conduct shape partners’ impressions of Vietnamese people and culture. So we should often examine ourselves, live with integrity and put national and organisational interests first. Doing so, we respect ourselves and earn partners’ respect and trust.

We also need an open mind and empathy for partners’ cultures, built on four capabilities: awareness of cultural difference, effective communication, adaptability and respect for diversity. This, too, is the “propriety” the ancients taught.

Understanding and embracing difference

Challenges

Different working styles; a culture of punctuality or of “rubber time”; barriers in written and spoken language, even with good interpreters; misunderstandings from different communication norms and values.

 Opportunities

Many viewpoints that lead to creative solutions and effective approaches to new problems.

 

Whatever the differences in communication and viewpoint, universal values such as responsibility, respect, fairness and integrity are always recognised. When we act on them consistently, that identity “guarantees” trusting, lasting relationships with partners.

FROM EXPERIENCE

Many foreign partners have a lovely custom: after the meetings, they invite visitors home for a meal with their family, to share their customs, food and even religious beliefs. Such evenings break down barriers and build friendship and mutual trust.

 

Transparent, effective communication

Multicultural projects usually adopt one contract language (often English) for communication, meetings and documents. Principles:

  • Use common, easy words except for necessary technical terms; keep sentences simple, clear and coherent.
  • Write courteously and respectfully; avoid curt, commanding sentences and imposing subjective opinions.
  • Do not hide or distort information in your own favour. That ends in claims, disputes and losses for all parties.

 

Discussions and meetings

Contract negotiations, progress reviews, commercial and technical problem-solving: meetings are unavoidable. Meeting culture shows professionalism clearly:

Aspect Habit to drop Professional practice
Timing “Rubber time”, inherited over generations Be on time; leaders correct it and set the example
Attendance Large crowds, many unsure why they are there Send only people with a role in the meeting’s purpose
Roles Everyone jumps into topics outside their field Agree who speaks on which issue
Decisions Assuming the partner will decide at the table Understand how the partner decides (top-down or by consensus) and plan accordingly

 

Some partners attend only to understand the issues and then report to their superiors, without deciding on the spot. Knowing this helps us prepare our negotiating approach.

Apply it to your project

PREPARING FOR A MEETING WITH INTERNATIONAL PARTNERS

☐  Agenda, purpose and expected outcomes sent at least one day ahead.

☐  Our side includes only people with a role; we have agreed who presents what.

☐  We know how the partner makes decisions and who holds authority.

☐  Documents use the contract language, in simple sentences and a courteous tone.

☐  We arrive early; minutes are sent and confirmed afterwards.

 

Reflection questions

FOR INDIVIDUAL REFLECTION OR GROUP DISCUSSION

1.    In your last meeting with foreign partners, did your side send the right people in the right roles?

2.    Have you experienced a misunderstanding caused by cultural difference? How would you handle it now?

3.    How do you think foreign partners perceive Vietnamese culture through the way your team works?

 

Quick check

Question 1. According to Nguyễn Duy Cần, what is propriety (Lễ)?

  1. Formal greeting rituals
  2. Humility, placing one’s ego after others, not pretending for gain
  3. Giving valuable gifts to partners
  4. Always agreeing with partners

Question 2. What does the story of Confucius and his four disciples stress?

  1. Being better than one’s students in everything
  2. Adapting to the moment rather than clinging to one virtue
  3. Choosing the bravest person
  4. Dignity is the most important virtue

Question 3. If a partner attends a meeting but does not decide on the spot, you should:

  1. Conclude they lack goodwill
  2. Pressure them to decide now
  3. Understand they must report upward and adjust your negotiating approach
  4. Cancel the meeting

Answers and explanations

Question 1: B. Propriety is humility, not wounding others’ egos, hiding their faults and praising their strengths.

Question 2: B. Each disciple knew only one side; the master knew when to act differently.

Question 3: C. Cultures differ in how authority is delegated and decisions are made.

Key points

THE ESSENTIALS OF THIS LESSON

•     On international projects, each person is a “cultural ambassador” for their country.

•     Propriety (Lễ) is humility, placing one’s ego after others, not flattery for gain; propriety must suit the time (Thời).

•     Diversity is both a challenge (working styles, punctuality, language) and an opportunity (varied perspectives, creative solutions).

•     Responsibility, respect, fairness and integrity are universal values every culture honours.

•     Communicate clearly and courteously without hiding information; meet on time, with the right people in clear roles; understand how partners make decisions.

 

This lesson is adapted from Chapter 5 of Quản lý dự án: Hiểu đúng & Làm thật (“Project Management: True Understanding, Genuine Action”) by Truong Van Thien (Construction Publishing House, Hanoi, 2025). The content has been condensed and reorganised for learning; full data, quotations and references are in the book.