If we lose the art of conversation, we have lost a large part of our overall communication. And that affects all areas of life – including, and perhaps especially, business. It seems that email, instant messaging, direct messaging and all manner of apps have made us increasingly detached from the nuances of face-to-face dialogue. And while we still work in teams, we now interact with them in very different ways.
But what are the implications of this shift, especially in the context of the modern workforce? I would argue that this question is even more critical when we look at the UAE and wider GCC, given the cultural considerations specific to our region, and I’ll discuss that in depth later.
So, where do we go from here? Because the ability to effectively negotiate deals, collaborate on projects or drive innovation rests on our ability to converse in a meaningful way. My view is that it’s crucial not to lose sight of this fundamental skill, and I’ll also outline some ways businesses can deal with this challenge.
So, let’s start with the evidence for this problem.
The evidence: Are we really losing the ability to hold a conversation?
There is plenty of anecdotal evidence to suggest we are losing the ability to hold a conversation. We get distracted more easily, we are more impatient than ever, and pretty much anyone who has worked in an office has a story about a monosyllabic colleague with whom they struggle to interact in a meaningful way.
But what about real evidence? As the Harvard Business Review describes, teamwork has become increasingly prevalent in the contemporary workplace, making work more inherently social than in the past. The question is – what form does that social interaction take? The potential for misunderstanding and conflict looms when we’re just typing on a screen. Meanwhile, talking in real time allows you to pivot quickly and use gestures, body language and tone to aid overall communication.
So, we must hold onto these communication skills and nurture them, otherwise they may be lost. There are several approaches businesses could consider – including hosting workshops focused on active listening, conflict resolution, and cross-cultural communication. These sessions can help give employees the necessary skills and tools required to excel in a world where conversation skills are lacking.
Because clearly, we need conversation. In 2021, research conducted by Cambridge University found a correlation between social isolation and psychological distress. This is probably not a huge surprise to anyone who lived through the COVID pandemic. Stuck at home without the ability to communicate in-person, we found ourselves increasingly relying on Zoom, Skype, Facetime and other apps. Talking, Conversing. The need is always there, even if it isn’t always being met. The study also revealed that as levels of social isolation rose, so too did the associated psychological distress. So it’s not just about better business outcomes, it’s about our overall health.
Losing conversation in business: A block to innovation
Unlike face-to-face discussions, which allow for the real-time exchange of ideas and feedback, digital communication often lacks the dynamic energy that fuels innovation. As a result, teams may struggle to think outside the box and adapt to evolving challenges. It was notable that after the pandemic, it was the tech giants that started demanding their employees return to the office, even if only on a hybrid basis. This makes more sense the longer you think about it – while they may be at the cutting edge of tech (which would suggest they would be more likely to commit to a fully remote work environment), many well-known tech firms started in garages or over kitchen tables through in-person collaboration. In other words, having conversations.
In a digital environment, it’s all too easy to misinterpret tone or intent, leading to misunderstandings and conflict. This can be especially problematic in diverse work environments such as the UAE, where cultural differences may further complicate communication. This can then impede collaboration and decision-making, as important details may be overlooked or disregarded.
If this is the case, what happens to innovation?
Sherry Turkle, a sociologist at MIT, has written extensively on this topic. She notes that we have made this enormous shift in how we communicate – from in-person conversation to typing on a screen – without a real plan in place to mitigate the new challenges. She states her position as pro-conversation rather than anti-technology and says that while a discussion can take longer than a quick back-and-forth message, it’s important to savour the distinct pace of talking and listening, and its benefits of empathy, community and creativity.
Part of the solution here is ensuring you schedule brainstorming sessions, or even informal coffee breaks, where colleagues can connect on a personal level as a way of boosting creative problem-solving. By creating the all-important space for meaningful conversations to occur, employers can ensure they’re not stifling innovation.
Why the ‘conversation problem’ is a big issue when doing business in the GCC
As I indicated earlier, the lost art of conversation poses significant challenges for businesses operating in the UAE and GCC. Let’s look at some of the key considerations:
Emphasis on personal relationships: In our region, personal relationships play a crucial role in business dealings. Trust and rapport are often built through face-to-face interactions, where individuals have the opportunity to establish a genuine connection. The decline of conversational skills in the digital age can hinder the cultivation of these relationships, making it harder to navigate the intricacies of negotiations and partnerships.
Importance of nonverbal communication: Nonverbal cues, such as facial expressions, gestures, and body language, carry significant weight in Middle Eastern culture. These subtle signals can convey meaning and intention in ways that words on a screen cannot.
High context communication: Communication styles in our region tend to be what’s referred to as ‘high context’ – much of the meaning is conveyed through context, tone, and implicit understanding. In contrast, digital communication tends to be low context, focusing primarily on explicit information. This disconnect can lead to misunderstandings and misinterpretations, particularly when navigating cultural sensitivities.
Preference for personal interaction: Despite advancements in technology and world-leading smartphone penetration, many businesses in the Gulf still value face-to-face interaction as the preferred mode of communication. This preference stems from cultural norms that prioritise hospitality, warmth, and personal connection. However, the rise of digital communication may inadvertently diminish the opportunities for these meaningful interactions. This can have a knock-on effect on relationship-building.
Cultural sensitivities: Middle Eastern culture places a strong emphasis on respect, hierarchy, and etiquette in interpersonal interactions. Digital communication platforms struggle to deliver on these qualities, potentially damaging relationships and undermining trust.
Conclusion – the best of both words
Ultimately, the future of the workforce in the Gulf region will depend on our ability to strike a balance between technological innovation and human connection. Investing in training and development programs can help employees hone their communication skills and adapt to changing communication norms. By preserving the art of conversation, we can ensure that our workplaces remain vibrant, collaborative, and adaptable in the years to come.