Recently, I’ve been attending a reading club focused on postwar literature —not post-World War II, but the period following Spain’s Civil War, namely Franco’s 40-year dictatorship. During our first meeting, the facilitators outlined the historical, political, and social backdrop, then described what everyday life was like: the famine after the war, the pervasive influence of the Catholic Church, and the widespread political repression. It wasn’t even necessary to have any connection to the “rojos” to be denounced. Envy and revenge were powerful drivers.

At this point, a participant observed that this climate probably led to many fabricated denunciations. The comment surprised me. How could she be so naïve? It was a dictatorship —of course there were false denunciations! Then I caught myself: had I presumed too easily that her experiences were similar to mine?

This is a common pitfall that journalism often falls into: assuming its audiences are homogeneous, as its newsrooms tend to be. It can also be a challenge for cross-border teams, even among countries that are socially and culturally similar.

Don’t assume everyone else has your background

The fact that a certain profile is the most common in this profession does not mean it is the only valid one. For example, in Spain, it is typical to start working in a newsroom during or after earning a university degree in journalism. However, in other countries, educational paths may vary. Through collaboration with colleagues across Europe, I learned that in some countries, it is possible to start a career in journalism without any formal education in the field. This is not an option in Spain.

Although these differences in educational paths may be subtle, they can influence how we approach a topic or our roles within a team. Similarly, aspects such as social background, gender, or religion also play a part in shaping our perspectives and contributions.

This sensitivity to the experiences of others on the team does not mean the rules of journalism should be disregarded. Facts are central, yet they can sometimes be concealed by prevailing narratives.

«Be water, my friend»

In one of his films, Bruce Lee tells a blind man learning to fight that mastering martial arts requires flowing with movement. “Be water, my friend,” he concludes. This aphorism has come to summarize a philosophy centered on adaptability.

To ensure your cross-border investigation doesn’t overshadow diverse team voices, you will also need to adapt. Try this:

• Be curious rather than judgmental — If your perspective on a topic differs significantly from your teammates, try to understand their viewpoints.
• Give each team member enough space to share their ideas — Because they come from diverse backgrounds, some may not feel equally comfortable sharing their thoughts in public, especially if they are in the minority.
• Embrace diversity as an opportunity — A diverse team brings a range of perspectives and introduces nuances that a homogeneous team might miss.

Although working with people who think alike may seem more straightforward, the world itself is diverse. The closer your teams mirror the different communities impacted by your cross-border research, the more effectively they can engage with your work.

Our personal experiences shape how we perceive the world, and journalists are no exception. Being mindful of these differences will help make your collaborative efforts more inclusive and impactful.

During my professional career, I have experienced firsthand the challenges that international teams encounter when working together. If you feel you need help managing a cross-border investigation, get in touch!