Have you ever noticed that things move fast when you work only with people from your own team.
But the moment a project involves another department, another country, or a local partner, collaboration suddenly becomes difficult.
– Information slows down.
– Frustration builds up.
And without anyone saying it out loud, an invisible line appears — “us” and “them”.
I see this all the time in global projects.
I have worked in seven countries, leading project teams made up of Japanese members and local professionals, or teams with members from multiple countries.
Even when everyone is competent, motivated, and working toward the same goal, collaboration often breaks down in the early stages.
Japanese team members might say:
– “They don’t respect deadlines.”
– “They don’t share information.”
– “We’re doing our part, but they aren’t.”
At the same time, local team members say:
– “Decision-making is too slow.”
– “We don’t know what the Japanese team is really thinking.”
– “We are performing well, but they hold us back.”
Both sides feel the same thing:
“We are doing our best. The problem is them.”
As this mindset grows, people feel closer to their own group — and build higher walls toward others.
What’s important to say is this:
This is not about capability, experience, or professionalism.
“It’s human nature.”
We feel safer with people who think like us, speak our language, and share our background.
When uncertainty or discomfort appears, we instinctively distance ourselves from it.
That’s why I don’t tell my teams:
– “You shouldn’t think in terms of us vs. them.”
– “Just accept the differences.”
That kind of advice sounds right, but it ignores how people actually work.
So what do I do instead?
I start by focusing on key influencers in each group — not necessarily the most senior people, but those who are trusted, vocal, and central to information flow.
Then I ask myself:
– Are they mainly protecting their own group?
– Or could they become a bridge between groups?
If someone is strongly protecting their own side, I begin by listening — understanding their concerns and pressures.
If someone shows potential to bridge, I quietly create opportunities for them to work with counterparts from the other side.
Not as a formal “collaboration initiative.”
Sometimes just a small shared task, a casual conversation, or working something out together over coffee.
I do this carefully, because when people feel they are being pushed to collaborate, they often retreat further into their own group.
The truth is, many global teams still deliver results without real trust or collaboration.
So I don’t force it.
But when people eventually feel that “them” has become part of “us,” something changes.
They don’t just complete a project — they experience real growth, both individually and as a team.
That may not show up on a résumé.
It may not lead to an immediate promotion and salary increase.
Still, I want more people in global teams to experience that moment —
when working across boundaries stops feeling like a burden, and starts feeling meaningful.
