[MUSIC] In this situation, we have Maya, a young manager of Indian descent, managing a development team from North America. Maya is really in a quandary. Her team is meant to hit some deadlines and deliver a high quality software product. However, we've got problems. The team has been perpetually late and there have been bugs in the software. It has been creating a high-level of frustration within the organization, because they can't get their product out to customers. Maya has even had the president speak to her about how difficult it's gonna be for him to hit earnings for this quarter in the public company. Maya, as you would understand would have a lot of pressure around this situation. So she gathers her team. She made homemade goods. She brought a few toys for everyone to play with during the meeting. She even brought a few exercises for everyone to do. She began the meeting, smiling, talking about things outside of work and then began to discuss with the team that there were challenges. But in none of that conversation was she very specific about what was wrong and the pressure that she was under. And in fact, the whole company was under. Her communication came from a very high context cultural standpoint and a very collectivist cultural norm. When we think about the styles that she was using to discuss the problems with the staff, she could have had a dominating style. She could have also had an avoiding style, an accommodating style, a collaborative style. And one that's right in the middle, that really is a very productive style is a compromising style. In this situation, she was primarily avoiding and really trying to collaborate. The challenge in this situation is she was in amongst a group of North American developers who tend to be individualistic as a generalization and have a very low context culture. So the risk she ran was to appear weak and indecisive. And in fact, quite unclear about what she expected. That allowed the developers to move on, continuing to be who they were. And therefore, after the meeting, their perception was she was weak, ineffective and they had total power in their day to do whatever they wish. So the intercultural conflict problem is she was trying to create community, but they were perceiving it as having very unclear expectations. And in fact, perceiving her as ineffective. So in this situation, you can see the absolute divide between her intentions. Well planned out and well thought through from her point of view and the result, which was a failure. Thank you. [SOUND]