Lena Dihstelhoff
As a psychologist and intercultural trainer, I have supported numerous feedback processes for executives in a large German organization, which also operates in Tunisia, over the past few months. During this time, I noticed interesting intercultural peculiarities.
Process of the Feedback
The feedback process is standardized and managed by the German headquarters. Each executive receives feedback from their employees once a year. Following a preliminary conversation between the moderator and the executive, the moderator sends out standardized questionnaires (in the working language, in Tunisia’s case, French) to the employees. A comprehensive result is then created and discussed first with the team (without the executive) during a one-day workshop. The team, supported by the moderator, develops the final feedback, which is then presented to the executive. A brief protocol is subsequently drafted.
Background: Differences in the German-Tunisian Feedback Culture
Tunisia is a relatively small country with 12.3 million inhabitants, about 20% of whom live in the greater Tunis area. Interpersonal relationships play a significant role, with kinship relations traced through multiple connections, and closeness and group affiliation often defined by neighborhood contexts. Maintaining good relationships is crucial for navigating the often sluggish public administration and accessing non-public everyday information. Given this, it is very important to maintain social relationships and interact respectfully without causing a loss of face. Openly expressing negative criticism is not part of the standard behavioral repertoire. However, this does not mean that people do not closely observe each other to gauge their standing. Positive feedback in the form of compliments is readily given, often with emotional intensity that might be unusual to German ears.
The German distinction between personal and objective levels in communication is often incomprehensible to many Tunisians. For example, a Tunisian hospitality professional working in Germany reported being surprised when her German colleagues had an intense discussion about a work problem (objective level), only to then go amicably to lunch together (personal level). After such a “dispute,” she would have avoided the person for several days.
Explaining Context: Why Feedback is Important
To clarify the importance of feedback and set expectations for the process, I found it essential to provide a brief introduction to the concept of feedback at the beginning of the moderation. This was particularly necessary as Tunisian employees, coming from their cultural background, had a different understanding of feedback compared to the Western, German-American influenced perspective.
Why does a German organization invest time and effort in this process? It stems from a culture of constructive error management, valuing direct communication, and viewing feedback as an opportunity for development. This understanding is not a given in an intercultural context.
The feedback from team members to the executive is a gift that can be accepted or rejected. It provides the chance to uncover blind spots and enables development and improvement. Some participants found it challenging to engage in this unfamiliar process, expecting their criticism to be immediately implemented. It was crucial to emphasize from the start the freedom of the feedback recipient to use this gift as they see fit.
Influencing Factors on the Feedback Process
Members of teams where psychological safety is present can openly express disagreements without them necessarily leading to conflict.
Duration of collaboration, Process Experience
Teams mainly consisted of Tunisian employees, with Germans in the minority. Many teams had been working together for 2-3 years and had experience with the feedback process. Good, trusting collaboration within the team and existing psychological safety (where all team members feel secure and heard enough to take risks like giving critical feedback) facilitated the feedback preparation.
A new employee who previously worked in public administration initially had reservations about speaking openly. At his previous workplace, openly criticizing his executive could have cost him his job, and now he was explicitly asked to speak openly! Reassurances from other team members that the executive had been open to feedback in the past helped him overcome his skepticism.
Executive’s Reaction
The reactions of the executives varied regardless of their nationality. Some were less interested in positive aspects and focused solely on areas for improvement. This one-sided approach missed the opportunity for joint development and did not strengthen psychological safety in the team, which is fostered by open exchange and constructive improvement suggestions. Some executives also tended to justify themselves rather than work with employees to find solutions or reflect on feedback. There were no clear differences between Tunisian and German executives in this behavior. Some were receptive to criticism and open to feedback, handling it calmly and composedly, while others caused tension in the team through their reactions during feedback.
Cultural Peculiarities
Tunisian employees often desire more words and gestures of appreciation from their supervisors.
Frequent Feedback Content: Lack of Appreciation
A common point raised in almost every feedback to executives was “appreciation.” This usually reflected the need to be seen by the executive for their professional efforts and as individuals, including greetings, small talk, and small gestures of attention.
This lack of recognition was particularly felt with German executives, highlighting the importance of the interpersonal level in Tunisian culture. Executives should not underestimate building and maintaining this trust base as it forms the foundation for effective collaboration. In the German context, a trusting relationship often arises from effective collaboration and can then extend to more personal levels. Tunisian employees expect recognition for their efforts, regardless of the outcome, which often poses challenges for German executives. The skill lies in meeting the employee’s need while remaining authentic, as insincere praise could have the opposite effect.
Frequent Criticism from Executives: Lack of Participation in Change
Executives often mentioned in the preliminary discussion the perceived lack of participation in change processes by some employees. Executives noted that some employees used feedback to address all criticism towards their executive, thereby avoiding their responsibility for changes. The individual contribution to problem-solving was often overlooked. Several executives expressed the wish that I, as the moderator, should highlight the feasibility and individual responsibility when collecting feedback.
In a hierarchical culture where executives are often seen as respected figures leading the way and independent thinking is not encouraged in school, many employees expect the executive to take primary responsibility for changes and tell them what to do.
Conclusion
The German and Tunisian employees and executives I encountered during my moderation activities had mostly been working for this German organization for several years and had obviously adapted in terms of work techniques and approaches. Nevertheless, cultural differences still surfaced, particularly concerning direct communication, ways of obtaining information, appreciation and praise, and participation in change.
Lena Dihstelhoff, diploma psychologist, systemic coach, and intercultural trainer, specializes in mental health and intercultural collaboration. She coaches individuals and teams and assists German employers in integrating foreign professionals. Since 2020, she has lived and worked in both Germany and Tunisia. For companies interested in support with integrating foreign professionals into their existing team, she is available via her Website or LinkedIn.