Imagine the following situation: It’s March 15 th , and Mark, an American manager, is arranging a date for the installation of a powerful new computing system for a Japanese company. With the help of his colleagues, Mark has set a date at the end of the month, and communicates the date to his Japanese counterparts. Mark immediately receives a note back from the Japanese company thanking him profusely for selecting the date and mentioning how eager they are to get the installation in place. Pleased, Mark saves the email and moves on to the next item on his agenda. The next day, however, Mark is completely surprised to receive a frantic call from his boss about how upset the Japanese company is about the installation date and how they need to get the installation completed more quickly to avoid losing the client entirely.
Read more on Cross-cultural management or related topic Business communicationAndy Molinsky is a professor of Organizational Behavior and International Management at Brandeis University and the author of Global Dexterity, Reach, and Forging Bonds in a Global Workforce. Connect with him on LinkedIn and download his free e-booklet of 7 myths about working effectively across cultures.
Melissa Hahn teaches intercultural communication at American University’s School of International Service. Her new book, Forging Bonds in a Global Workforce (McGraw Hill), helps global professionals build effective relationships across cultures.