Question:

Background Even with a common language, communication can break down, and interpretations of words and actions often can confound understanding and incur negative attributions of purpose. Add to this the differences of personal needs that exist from individual to individual, as well as national and cultural needs that exist from country to country. These limitless variables make cooperation across borders even more complex The Story You are a delegation from a country that would like to enter into a large cooperative effort with a number of other countries for the production and distribution of a popular soft drink produced by the American company International Cola. In the past, countries in your region of the world have been resistant to allowing foreign soft drinks into their markets, despite consumer demands. However, recent thinking is that the advantages of allowing this competition outweigh the disadvantages. International Cola has expressed an interest in setting up a bottling plant, a regional corporate headquarters, and four distribution depots. Their goal, of course, is to do this in the most economically efficient way possible to maximize profits. However, because the executives at International Cola believe this area to be a rich new market with outstanding potential and are therefore eager to get in, they have ceded to the demands of the various governments in the proposed alliance. These require International Cola to allow for local control of the facilities; to maintain only 49 percent interest in the facilities with local partners holding 51 percent ownership; and to allow the participating governments to work out among themselves the details of where the facilities will be located. For the countries involved, having one or more of these facilities located within their borders will bring jobs, revenue, and a certain amount of prestige. (It is possible for a single country to have all six of the facilities: regional headquarters, bottling plant, distribution depots.) Each of the countries involved shares at least two borders with the other countries. This has not always been the most peaceful area. Border skirmishes are frequent, most stemming from minor misunderstandings that became inflated by vast cultural and religious differences. These distinct cultural differences between your country and your neighbors will likely become even more evident as you pursue the negotiation. It will be up to you to decide how to respond to them. While it is important for you to retain your own cultural integrity-for example, when you first meet a delegate from another country you will likely greet him or her in the cultural style of your country-you understand the importance of being sensitive to one another. If you understand, for example, that the cultural style of another country is to bow on meeting, whereas you shake hands, you may wish to bow instead. Because you are negotiating the venture across borders, and each country has a different primary language, you have agreed to negotiate in English, but none of you are entirely fluent. Therefore, a few phrases will creep in from your own languages. Wear your country's flag in a visible place at all times. 2. At any time, did delegations recognize the cultural differences between themselves and the others? If so, was any attempt made to try to adapt to another country's norms? Why? Why not? Would there have been a benefit in doing so? Why