God, was that painful. You couldn’t get a damn’ thing done. Weather-related disruptions threw a wrench in everybody’s schedules and working styles, putting already tight deadlines at risk, and putting everyone on edge. Patience wore thin, tempers got hot, and nobody seemed able to reach anyone else – by email, phone, or IM. Exasperated and feeling the fetid warmth of management’s goal-oriented, results-driven breath on the backs of our necks, Anglo and Gallic factions spent a whole lot of time bitching about each other behind their backs, with managers doing double duty as confidantes and referees.To say there was tension, would be an understatement. The political divide was pronounced, and the antagonism was clearly bilateral. Our French colleagues made precious little effort to understand or accommodate American working styles, and those of us stateside returned the favor. There didn’t seem to be the least bit of interest in resolving our “dynamics.” Confusion ruled day, in terms of how things got done, and nobody was budging, either way.
Only one thing would solve our fractiousness, as we leapt from the starting gate of the new year. The American half of the team were ordered to get our asses to Paris for a little Kumbaya, shared meals, and an all-day team-building session led by an official facilitator whose job it was to strengthen the Franco-American connection. The intent was to rally and unite us as a cohesive new organization. The only thing the experiment accomplished was keeping us from getting our work done and giving us new reasons to dislike and distrust one another, as we sat around a U-shaped configuration of tables, Americans on one side, French on the other. But it checked the “team-building” box on our manager’s goals, so victory was declared. Now that we were all in alignment, we could continue with our first quarter meetings and calendar year agendas, which now included even more trans-Atlantic collaboration.
So, less than a month later, it was back to France.