When Business Feels Like a Family Matter...

...and the Mother-in-Law Joins the Conversation

In many professional settings, decision-making is imagined as a rational process confined to the workplace. Yet in many parts of the world, important choices take shape elsewhere, in the family living room, around a meal, or during a quiet exchange between relatives. From the Middle East to West Africa and South Asia, family involvement is often central to the way people commit, invest, or negotiate. In Canada, Northern Europe, or Japan, by contrast, maintaining a clear boundary between private life and work is seen as essential. These contrasting perspectives often explain why some collaborations move smoothly while others slow down in a web of misunderstanding.

In contexts where personal autonomy is highly valued, making a decision alone seems natural. Elsewhere, consulting family before acting is simply common sense. People want to be sure a choice will not disrupt the balance of the group or challenge family hierarchies and loyalties. What may appear slow or overly emotional to an outsider follows a different logic, one rooted in coherence and connection. In such contexts, a decision rarely reflects a single individual’s will; it is part of a web of ties and responsibilities.

These differences become particularly visible in fields where intercultural collaboration is part of daily life, such as diplomacy, NGOs, international business, or higher education. A Canadian manager used to closing deals within days might be puzzled when a Senegalese or Lebanese partner takes more time. But that time is not hesitation; it’s a way to ensure that the decision will be understood, supported, and sustained. Sometimes, the final approval doesn’t come from a direct supervisor but from a parent, an elder, or a trusted family advisor. The foreign partner may never see this background process, yet it often strengthens the long-term stability of the agreement.

References to family life also appear naturally in professional conversations. Talking about children, a wedding, or a relative’s health is not a meaningless detour. These moments help establish trust and set the tone for human connection before any contractual exchange. In some cultures, trust is not given to a role but to a person, and that person is understood through the network of relationships that surrounds them. Family, in this sense, is not a private matter but a mirror of loyalty, respect, and reliability.

Working across cultures means accepting that professionalism does not look the same everywhere. In some organizations, neutrality and distance signal seriousness. In others, warmth and personal attention express respect. Institutions, companies, and schools all reflect the cultural patterns of the societies in which they operate. They absorb, often without realizing it, the rhythms and values of their environment. Recognizing these influences does not weaken professionalism; it deepens our understanding of how decisions, negotiations, and commitments take root in human relationships. And sometimes, those relationships begin long before the official meeting, around a shared meal, a phone call, or a conversation across generations.