No amount of warning and preparation can entirely prevent the psychological blow to employees when proposed change becomes reality. When Marie (all names in this article are disguised, with the exception of Mikitani and Ito) first learned of FrenchCo’s English-only policy, she was excited. She had been communicating in English with non-French partners for some time, and she saw the proposed policy as a positive sign that the company was becoming more international. That is, until she attended a routine meeting that was normally held in French. “I didn’t realize that the very first meeting after the rule came out was really going to be in English. It was a shock,” Marie says. She recalls walking into the meeting with a lot of energy—until she noticed the translator headsets.
“They’re humiliating,” she says. “I felt like an observer rather than a participant at my own company.”
Will Mandarin Be Next?
Given the size and growth of the Chinese economy, why move to an English-only policy? Isn’t it possible that Mandarin could overtake English as the global language of business? It’s possible, but unlikely. There are two reasons for this.
First, English has a giant head start. China can’t replicate Britain’s colonial history. The British Empire began embedding the English language in many parts of the world as early as the 16th century. Philanthropic work by American and British organizations further spread English, long before corporations began to adopt it at the workplace.
Second, for much of the world, Mandarin is extremely difficult to learn. It’s easier to pick up “broken English” than “broken Mandarin.” Knowing Mandarin—or any language spoken by huge numbers of people—is an advantage, clearly. But for now, Mandarin is not a realistic option for a one-language policy.
Compliance is spotty.
An English mandate created a different problem for a service representative at GlobalTech. Based in Germany, the technology firm had subsidiaries worldwide. Hans, a service representative, received a frantic call from his boss when a key customer’s multimillion-dollar financial services operation ground to a halt as a result of a software glitch. Hundreds of thousands of dollars were at stake for both the customer and GlobalTech. Hans quickly placed a call to the technical department in India, but the software team was unable to jump on the problem because all communications about it were in German—despite the English-only policy instituted two years earlier requiring that all internal communications (meetings, e-mails, documents, and phone calls) be carried out in English. As Hans waited for documents to be translated, the crisis continued to escalate. Two years into the implementation, adoption was dragging.
Self-confidence erodes.
When nonnative speakers are forced to communicate in English, they can feel that their worth to the company has been diminished, regardless of their fluency level. “The most difficult thing is to have to admit that one’s value as an English speaker overshadows one’s real value,” a FrenchCo employee says. “For the past 30 years the company did not ask us to develop our foreign-language skills or offer us the opportunity to do so,” he points out. “Now, it is difficult to accept the fact that we are disqualified.” Employees facing one-language policies often worry that the best jobs will be offered only to those with strong English skills, regardless of content expertise.
III. Answer the following questions.
1. What are pros and cons of English becoming the world’s business language?
2. Do you think most of the world will speak English one day? If so, when do you think it will happen?
IV. Write an essay on the pros and cons of having a universal business language. (250 words)
