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How Virtual Teams Converge (or Diverge) in Global Communication?
Why some adapt naturally and others don’t in intercultural virtual work? Imagine a virtual team where a Finnish project lead, a Brazilian designer, and an Indian developer are all working on the same deadline. They meet weekly on Zoom, send updates in Slack, and try their best to understand each other. Sometimes, everything flows. Other times, small misunderstandings grow into larger issues. What’s going on beneath the surface?
One key reason is how people adjust or don’t adjust their communication style in global teams. Some adapt quickly, softening their tone or changing how they give feedback. Others stick to what feels natural to them, even if it causes confusion. This is known in research as Communication Accommodation Theory and it plays a big role in the success of remote teams.
Adapting or Not: A Quick Look at the Theory
Communication Accommodation Theory (CAT), developed by sociolinguist Howard Giles, explains how people change the way they speak and interact depending on who they’re talking to. There are two main directions:
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Convergence: When we adapt our communication to be more like the other person’s—maybe by using simpler words, changing tone, or slowing down.
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Divergence: When we stick to our usual style—sometimes to protect our identity, show confidence, or simply because we’re unaware we need to change.
In global virtual teams, this happens all the time. You might notice a colleague speaking more slowly to support understanding, or avoiding slang and idioms. That’s convergence. But you might also meet someone who uses fast-paced, informal language no matter the audience. That’s divergence.
How Culture Influences These Choices
Whether people choose to adapt often depends on their cultural background and how they view communication in general. Here are a few examples:
1. Direct vs. indirect communication:Some cultures (like Germany or Finland) value clear and straightforward language. Others (like Japan or Mexico) are more indirect, relying on tone and context. In virtual teams, this can lead to misunderstandings if these differences aren’t recognized.
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2. Views on hierarchy and power:In some cultures, it’s normal to speak freely with your boss. In others, you might wait to be asked. A team member who doesn’t say much may not be shy—they may simply be respecting a cultural norm.
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3. Language comfort:For many people, English isn’t their first language. They might adapt (converge) to be understood—or hold onto their style (diverge) to feel authentic.
These patterns often go unnoticed, but they shape how comfortable and connected people feel in remote teams.
Why Convergence Builds Connection?
When people adapt their communication style to others, it usually helps the team. It can make conversations easier, reduce misunderstandings, and build trust. In virtual settings, where so much relies on words and tone, small changes go a long way. For example, team members might:
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Use clearer, simpler language
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Avoid idioms and expressions that don’t translate well
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Speak more slowly and pause more often
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Use visuals or written summaries to support spoken communication
These are all signs of convergence and they help everyone feel more included and informed.
When Divergence Creates Distance
But not everyone adapts. And that’s not always a bad thing. Sometimes divergence is a way of protecting identity or showing expertise. But if it happens too often or without awareness, it can create tension or confusion. Some signs of divergence in virtual teams:
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Using fast, idiomatic language without checking for understanding
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Ignoring local customs around politeness, silence, or turn-taking
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Insisting on your own way of speaking or working, even when others struggle
Over time, this can make teammates feel left out, or like they have to “catch up” to be part of the group. That’s especially risky in diverse, multicultural teams.
What Leaders Can Do?
Leading a remote, global team isn’t easy but there are simple ways to support better communication. The goal isn’t for everyone to speak the same way, but for everyone to feel heard and respected. Here are some ideas that work:
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Model inclusive communication: Speak clearly, avoid slang, and pause to check for understanding.
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Create shared communication norms: For example, “We’ll avoid using acronyms” or “We’ll summarize action points at the end of meetings.”
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Talk about communication openly: Ask team members what they find challenging or helpful. Use short exercises to explore cultural differences.
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Balance adaptation with authenticity: No one should feel forced to hide who they are but it helps to meet others halfway.
In one project I supported, a Brazilian team member would often nod and say “yes” in meetings, even when she wasn’t fully sure what was being discussed. The Finnish manager assumed she agreed with everything. But in reality, she didn’t want to interrupt or say she was confused.
Once the team added short written recaps after each meeting and opened a shared chat channel for questions, things improved quickly. The Brazilian colleague felt more comfortable asking for help, and the team avoided costly misunderstandings.
In global virtual teams, communication is more than just words. It’s about knowing when to adjust, when to hold your ground, and how to stay open to others’ styles. Too much convergence can feel fake. Too much divergence can lead to distance. The key is, as always if you have read any of my previous posts, awareness and a willingness to try.
If you're part of a diverse virtual team, ask yourself: Do I tend to adapt my style, or stick to what’s familiar?And more importantly, how does that affect the people I work with?
Want to go deeper?
I offer coaching and workshops to help teams improve virtual communication across cultures. Whether you lead a global team or work in one, I can help you build trust, adapt with confidence, and get more done, together.
Tanja is a Certified Intercultural Communication Coach and an expert on Work Style Analysis (WSA). With a Master's Degree in Business Administration, specializing in Leadership and People Management, she helps companies and assists leaders in comprehending cultural dimensions and leveraging existing cultural differences to create powerful organizational strengths.
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