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The Million Pound Reason You Should Still Choose Human Interpreters

By: Jonathan Downie    Date: January 3, 2018

Imagine the scene:

 

It has been a long negotiation. The British company are keen to widen their client base and have managed to secure a meeting with an unbelievably big French buyer. The French buyer wants to secure a more robust supply chain and he knows that this company will deliver.

 

Both companies want a good result. Right now you wouldn’t know that.

 

Right now, they are locked in a corridor-stomping, wall-pointing, chart-explaining disagreement. And it’s not even over something complex. They have already sorted out packaging and delivery, size and spec. But right now they are arguing over quality statistics.

 

And right now, you are about to witness the turning point of the whole meeting, One interpreter, one word, one sudden realisation of what the real issue is.

 

“The interpreter believes there has been a misunderstanding.”

 

Those weren’t the exact words I used but the meaning is the same. Within less than five minutes, the disagreement was resolved (you will have to wait for my next book to read exactly how). Within less than two hours, clearance was given for a test order, which would be the last hurdle between the British company and a contract worth several million pounds.

 

The truth is, the success of most meetings depends on more than accurate interpreting. For meetings to work, you need interpreters who are sensitive to context, able to spot and resolve cultural miscues and shifts in nuance and professionals who are brave enough to make intelligent decisions.

 

One day, we might have apps that can deliver perfectly accurate interpreting. Between some languages and in some subjects, machine translation is already delivering acceptable results for written texts using controlled language. But what stands between you and the sale is rarely “accurate interpreting.” What you need to succeed is excellent interpreting.

 

And, for the foreseeable future you will need humans for that.

 

If your company is heading for a conference or meeting that just has to be right, I can build you an interpreting team that delivers when it matters most. Drop me an email to set up a free, no obligation skype meeting.

Donald Trump, Uber and the Rediscovery of Responsibility

By: Jonathan Downie    Date: September 22, 2017

Two stories have dominated my newsfeed over the past few days. In the first, Iranian interpreter, Nima Chitzas defended his choice to omit some content from a speech delivered by President Donald Trump at the United Nations. In the second, Transport for London has failed to renew Uber’s license to operate in the city.

As different as the two stories might be, they have one theme in common: responsibility.

In the first case, the interpreter’s justification of his decision is as interesting as the decision itself. His argument was that he could not relay content that he felt was untruthful and “against Iran”. In his mind, his responsibility to the “truth” outweighed any professional code of conduct that requires complete and impartial interpreting.

In the second case, as much as people are criticising the decision not to renew Uber’s license to operate, the grounds named by Transport for London in their decision seem to show that, for them, it was simply a matter of upholding existing licensing laws. From their point of view, any company that doesn’t play by the rules, doesn’t get to play the game. Being responsible in that case simply meant respecting the systems and regulations already in place, no matter how much of a disruptor you might want to be.

Whether we agree with either of those decisions, they remind us that every decision has consequences. Even the default “say everything” position upheld by many interpreters has consequences. Sometimes giving an unfiltered view of what was said can have direct and immediate consequences. We need only read a few accounts of the fate of warzone interpreters to learn that.

At other times, interpreters may have to stand up and defend their choice to do anything apart from presenting a close version of what the speaker said. No matter what we might think of Mr Chitzas, he stood up and took responsibility for his actions. We may not agree with his actions but by offering a justification, at least we can now understand the reasoning behind them.

Similarly, the Uber decision seems to be nothing more than the latest in series of long-running battles between those who want to disrupt industries by relying on increasingly casual and flexible labour and those who see this as a removal of workers’ rights. The very point of labour and employment law is to make sure that companies treat their staff responsibly. This responsibility is needed more than ever in the growing “gig economy.”

But what does this mean for businesses like event managers and interpreters?

No matter which sector we are in, we can never forget that technology does not erase the need for responsibility; it heightens it. We can disrupt all we like but we have to disrupt while respecting those already in the industry and while treating our colleagues, competitors and suppliers as valued partners.

This means that we need to understand the effects our actions have on others, whether positive or negative. It means being sympathetic to those who might lose out. It means being prepared to defend our decisions.  Our words, our decisions, and our business practices will inevitably make a difference to someone. Are we ready to carry that responsibility?