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1、Teamswhosememberscomefromdifferentnationsandbackgroundsplacespecialdemandsonmanagers–especiallywhenafeudingteamlookstothebossforhelpwithaconflict.ManagingTeMulticulturalamsbyJeanneBrett,KristinBehfar,andMaryC.KernWhenamajorinternationalsoftwaredeveloperneededtoproduceanewproductquic
2、kly,theprojectmanagerassembledateamofemployeesfromIndiaandtheUnitedStates.Fromthestarttheteammemberscouldnotagreeonadeliverydatefortheproduct.TheAmericansthoughttheworkcouldbedoneintwotothreeweeks;theIndianspredicteditwouldtaketwotothreemonths.Astimewenton,theIndianteammem-bersprov
3、edreluctanttoreportsetbacksintheproductionprocess,whichtheAmericanteammemberswouldfindoutaboutonlywhenworkwasduetobepassedtothem.Suchconflicts,ofcourse,mayaffectanyteam,butinthiscasetheyarosefromculturaldifferences.Astensionsmounted,conflictoverdeliverydatesandfeedbackbe-camepersonal,
4、disruptingteammembers’communica-tionaboutevenmundaneissues.Theprojectmanagerdecidedhehadtointervene–withtheresultthatboththeAmericanandtheIndianteammemberscametorelyonhimfordirectionregardingminuteoperationaldetailsJILLCALDER84harvardbusinessreview
5、hbr.orgKCALBNAYCGAMLEYManagingMul
6、ticulturalTeamsthattheteamshouldhavebeenabletohandleitself.Themeaningisembeddedinthewaythemessageispre-managerbecamesoboggeddownbyquotidianissuessented.Forexample,Westernnegotiatorsgetcrucialin-thattheprojectcareenedhopelesslyoffeventhemostformationabouttheotherparty’spreferencesan
7、dpri-pessimisticschedule–andtheteamneverlearnedtoworkoritiesbyaskingdirectquestions,suchas“Doyouprefertogethereffectively.optionAoroptionB?”Inculturesthatuseindirectcom-Multiculturalteamsoftengeneratefrustratingmanage-munication,negotiatorsmayhavetoinferpreferencesmentdilemmas.Cult
8、uraldifferencescancreatesubstantialandprioritiesfromchanges–orthelackofthem–intheobstaclestoeffectiveteamwork–butthesemaybesubtleotherparty’ssettlementproposal.Incross-culturalnego-anddifficulttorecognizeuntilsignificantdamagehasal-tiations,thenon-Westernercanunderstandthedirectready
9、beendone.Asinthecaseabove,
