Insights
Jul 31, 2025
Decision-Making in Multicultural Irish Workplaces: Navigating Cultural Differences
Picture this: you’re leading a project meeting in an office in Dublin. You casually ask the team how they feel about a new approach. Half the room enthusiastically jumps in with ideas, debating and bouncing opinions back and forth. The other half quietly waits, expecting you to take the lead and give clear direction. Suddenly, things feel a bit awkward. Sound familiar?
Welcome to the common dilemma of multicultural teams, navigating different cultural approaches to decision-making. Understanding and bridging the gap between collaborative and hierarchical decision-making styles can dramatically boost harmony and productivity. Let’s unpack this and find practical ways to bring everyone on the same page.
First off, what exactly are these styles?
When working in diverse Irish teams, two broader cultural decision-making styles often surface: collaborative and hierarchical.
- Collaborative: Everyone’s input is valued, decisions are made together and it’s common in national cultures like Ireland, Sweden or Canada.
- Pros: Builds trust, encourages creative ideas.
- Cons: Time-consuming, may lack clear direction.
- Hierarchical: Decisions come from leadership, clearly top-down, common in national cultures such as India, China or Japan.
- Pros: Efficient, clear roles and direction.
- Cons: Can suppress ideas, lower engagement.
These culturally-influenced styles differ from the 4 broader managerial approaches outlined for leaders in diverse business situations: Directive, Analytic, Conceptual and Behavioural. While these managerial styles focus on the method a leader uses, such as relying on data or group harmony, the collaborative and hierarchical styles are specifically about who participates in decision-making and how authority is perceived culturally within teams.
Neither style is better or worse, but differences can cause misunderstandings if not navigated carefully. Research highlights that decision-making conflicts due to cultural misunderstandings can negatively impact culturally diverse workplaces.
Scenario: When good intentions meet cultural friction
Let's say Aoife from Cork leads a mixed Irish and international team. She values team discussion, asks lots of open questions, and encourages debate. But she notices her colleague Zhao from China rarely speaks up, seemingly uncomfortable. Zhao, on the other hand, feels uncertain because he expects Aoife to take charge and clearly outline decisions.
How can Aoife and managers like her effectively manage these differences?
Practical strategies to bridge decision-making gaps:
1. Clarify your approach upfront
Transparency is key. Early on, clearly explain how decisions will be made and why.
- Say things like, “For this project, I would like to have everyone’s input before we decide,” or alternatively, “For this task, I’ll take the lead and will update everyone regularly.”
Providing clarity on the process can reassure colleagues from more hierarchical cultures while encouraging participation from more collaborative team members.
2. Blend the best of both worlds
You don’t always have to choose one style over another. Mixing both approaches can work wonders:
- Start meetings collaboratively by openly inviting input, then summarise the discussion and clearly state your decision.
- If decisions must come top-down, explain your reasoning transparently, showing how you’ve valued everyone’s contributions.
Integrating teams into decision-making can improve cross-cultural collaboration and communication (Harvard Business School).
3. Foster a psychologically safe space
People from hierarchical backgrounds may hesitate to speak up. Encourage them by:
- Asking for opinions directly, e.g., “Zhao, I’d really value your perspective here.”
- Providing opportunities for anonymous feedback or questions to ensure everyone feels comfortable contributing.
A safe space ensures all voices are heard, not just the loudest.
What if you’re the team member struggling?
If you’re caught in a decision-making culture clash, try this:
- Directly clarify your manager’s expectations: “Would you prefer if we discussed this openly, or wait for direction?”
- Gradually push your comfort zone, share ideas in smaller, less intimidating settings first to build your confidence.
This gentle approach allows you to adapt without feeling overwhelmed.
Managers, model cultural flexibility
Managers set the cultural tone in teams. If you lead multicultural teams, stay flexible:
- Actively adjust your style according to team dynamics.
- Regularly check in: “How’s our decision-making working for everyone? Is there something we could improve?”
- When company-wide decisions come down, ensure psychological safety by openly discussing these decisions. Share how you’ve advocated for your team’s interests and clearly highlight how new measures can benefit everyone. Then, invite honest feedback and reflections.
This open, adaptive leadership signals respect and inclusivity.
Cultural harmony starts with awareness
Navigating decision-making differences can initially feel tricky, but it’s also a huge opportunity. By understanding and openly discussing different styles, teams become more cohesive, innovative and resilient.
Remember, the goal isn’t about having everyone think exactly alike; it’s about ensuring everyone feels valued, respected and clear about their role in team decisions. That’s how genuinely inclusive, productive teams are built.
Ready to embed cultural diversity and intercultural competence into your organisation’s DNA? Join the waitlist now for GORM’s upcoming Unified Business Programme, a structured journey towards lasting inclusion and stronger teams ✨
Aniruddha Methi (she/they) is an Erasmus Mundus scholar and trainee Social-Cultural Psychologist. She is committed to advancing systemic equity, inclusion, belonging and social justice for oppressed communities, actively incorporating an intersectional lens. Aniruddha brings over 2 years of dynamic experience across India, Canada, Ireland, and Portugal in results-driven project management, onsite and remote coordination of multicultural teams, and administration for national NGOs and psychology laboratories. Fluent in English and Hindi, she is robustly equipped to engage with diverse stakeholders and cultivate impactful DEI and intercultural competence initiatives in organisations.
