Read the case study and answer all the below questions and answers should be related/according to the case study.     

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Case Study 1-Intercultural Communication - The ABC Company Read the case study The ABC Company's international executive management team met in Vancouver, Canada for a 4-day meeting. Executives came from China, Japan, Brazil, Germany, Australia, India, Sweden, and Canada. Each executive presented on the main challenges they encountered in their specific countries and their perceptions of the overall level of synergy and collaboration within ABC, as a global organization. Canada's Mary Jackson who was ABC's CFO went first and indicated that what she found most frustrating was that the Canadian team would have lots of meetings, talk about what needed to be accomplished, suggest lots of good ideas, make decisions, but realized that nothing seemed to get implemented. She was frustrated those decisions got revisited and changed so often. Over the course of the 4 days, each executive described the challenges they were facing in their respective countries, but the overwhelming common issue was the challenge the organization faced in understanding and accounting for the different styles of communication and decision making that each country seemed to have Akihiko Yamamoto, the Japanese executive was last to speak. He said that over the 4 days, he had enjoyed listening to each of the executives and had tried very hard to listen carefully and read between the lines to interpret what was being communicated. While executives from India, China and to a certain degree Brazil, understood this sophisticated, nuanced, and layered communication style Akihiko was describing, the Canadian, German, Australian, and Swedish executives were quite perplexed. They were used to communicating in a clear, explicit way, What you see is what you get' and did not understand what Mr. Yamamoto meant. Case Study 1-Intercultural Communication - The ABC Company Read the case study The ABC Company's international executive management team met in Vancouver, Canada for a 4-day meeting. Executives came from China, Japan, Brazil, Germany, Australia, India, Sweden, and Canada. Each executive presented on the main challenges they encountered in their specific countries and their perceptions of the overall level of synergy and collaboration within ABC, as a global organization. Canada's Mary Jackson who was ABC's CFO went first and indicated that what she found most frustrating was that the Canadian team would have lots of meetings, talk about what needed to be accomplished, suggest lots of good ideas, make decisions, but realized that nothing seemed to get implemented. She was frustrated those decisions got revisited and changed so often. Over the course of the 4 days, each executive described the challenges they were facing in their respective countries, but the overwhelming common issue was the challenge the organization faced in understanding and accounting for the different styles of communication and decision making that each country seemed to have Akihiko Yamamoto, the Japanese executive was last to speak. He said that over the 4 days, he had enjoyed listening to each of the executives and had tried very hard to listen carefully and read between the lines to interpret what was being communicated. While executives from India, China and to a certain degree Brazil, understood this sophisticated, nuanced, and layered communication style Akihiko was describing, the Canadian, German, Australian, and Swedish executives were quite perplexed. They were used to communicating in a clear, explicit way, What you see is what you get' and did not understand what Mr. Yamamoto meant.