文档介绍：-
. z.
第一单元
Case 1
Just as Dr. Strenger notices that over the recent years people around 以做到！他从来没有质疑过他与技术团队负责人沟通的方式。事实上，他认为他一直在问简单的问题，几乎闲暇的谈话，从来没有认为，因为他是老板，他的印度员工会做他的问。他预计，如果技术设计团队的想法不恰当，他会反驳另一个建议。他从来没有意识到，在印度文化这样的挑战很少是即将到来的
The misunderstandings took place because cultural barriers got in the way. To take full advantage of the opportunities that the global environment offered, both the Dutch and the Indian teams needed to have a better understanding of the culturally based e*pectations of each group. 由于文化障碍的阻碍，发生了误解。为了充分利用全球环境提供的时机，荷兰和印度团队需要更好地了解每个群体对文化的期望。
-
. z.
In this case, the Dutch manager would have been more successful if he had asked, "What kind of platform do you suggest"〞 Rather than risking that his Indian employee would disagree with the suggestion he made, this approach would have allowed for a respectful dialogue. The Dutch manager should have known that Indians rarely disagree or say no because their munication style is indirect, and risking disharmony is considered unpleasant and unseemly (不得体的，不合时宜的). They could have saved millions of dollars and prevented months of frustration if the Dutch manager had been culturally astute (机敏的，精明的) enough to manage the multinational talent pool available to him. 在这种情况下，荷兰经理会更加成功，如果他问"你建议什么样的平台.〞而不是冒着他的印度员工不同意他的建议的风险，这种方法将允许一个尊重对话。荷兰经理应该知道，印第安人很少不同意或不说，因为他们的沟通风格是间接的，冒险的不和谐被认为是不愉快和不合时宜的。他们可以节省数百万美元，并防止几个月的沮丧，如果荷兰经理有文化上精明，足以管理他可用的跨国人才库。
By the same token, if the Indian senior manager had understood that a manager in an egalitarian (平等主义的) culture such as the Dutch (unlike India’s more hierarchal one) e*pects a collaborative effort from his employees, even if it requires disagreement, he would have avoided the problem as well. 同样的道理，如果印度高级经理理解一个平等主义的文化中的经理，如荷兰人〔不像印度的更多层次的〕期望他的员工的协作努力，即使它需要分歧，他也会防止这个问题。
Case3
Advances in information technology are bringing about changes in contemporary society that pose new situations requiring intercultural munication