he key cultural differences and similarities between Australia and Japan. In what ways might these differences reduce message clarity in the exchange between the visitors and their hosts?
Using the AIA model of interpersonal communication from chapter 5, explore the communication behaviors between the Australian visitors and their Japanese hosts. What special role did Takeshi play in these dynamics?
Based on your assessment of this case, what were the primary clashes in cultures, customs, and expectations between the two groups?
While hierarchy was clearly evident among the Japanese executives, it was not among the Australians. How do you think the Japanese made sense out of this? Explain.
What cultural assumptions, if any, did each side make about the other in their approach to communicating? Were these assumptions accurate?
What can you learn about any culturally mediated cognition (or information processing) involved in this case (see chapter 5)?
What can you learn about the use—or lack of use—of communication protocols in this case (see chapter 5)?
Women are not allowed in many of the more important dining and drinking establishments because of restrictive customs and traditions.
Many of these are ‘members only.’ In view of this, how can women break into these inner circles where critical business decisions are often made?
How could Robert and Luke have better prepared themselves for their visit to Japan?
What lessons does this case offer for global managers visiting a foreign country? What lessons does this case offer for host managers?