The importance of empathy for design research, organizational collaboration, and language is one of my major focuses. The relationship between empathy and collaboration is a topic I’ve covered in a range of posts over the past few years. One post in particular, drawing from the Open Empathy Organization concept of Dev Patnaik’s Wired to Care, focused on how empathy improves the overall communication patterns in organizations.
Organizations, for-profit or not-for-profit, which ignore the benefits of using empathy as an organizing principle do so to their own detriment. The point is especially relevant to global companies that mandate a lingua franca. Companies currently mandating English as their lingua franca (ELF) include Daimler AG, Kone Elevators, SAP, Siemens, Philips, Nokia, Alcatel-Lucent, Nissan, Technicolor, Rakuten, and Microsoft in Beijing, among others.
The trade-offs in deciding whether to implement ELF are pretty well known. Pressure from other global players such as suppliers, customers, partners, and competitors who increasingly use English is one. Diversification of organizational tasks across departments in different countries creates bottlenecks without a lingua franca, increasing inefficiencies. A third reason relates to making mergers and acquisitions among global companies smoother in organizational terms.
Actual research into how ELF affects collaboration within distributed teams with members from different mother toungues and national cultures is less abundant. The following discussion looks at some recent research into the way ELF actually affects distributed team members of global companies.
However, before looking at the research, a brief review of the debate about ELF is useful to put the research into a broader context. Most of the points (pro lingua france and con lingua franca) below are drawn from a debate between Maury Peipert and Karsten Jonsen of IMD.