The document provides guidance on working effectively with counterparts from different countries based on cultural characteristics. It discusses approaches to take when counterparts may not be fully qualified, the importance of humility in Chinese culture, how "yes" responses from Indian colleagues usually mean the request is understood but not necessarily a commitment, the significance of personal relationships in Brazil, that meetings with Japanese counterparts are primarily for information gathering, how contracts mark the beginning not the end of negotiations for Chinese counterparts, the emphasis on loyalty in South Korean culture, and fact-based decision making processes in Finland. The document stresses understanding these cultural norms to avoid miscommunication and build strong cross-cultural business relationships.

1. Start Quiz

2. Country: CHINA
1. You've just realized your Chinese counterpart at your new joint venture with a
Shanghai company doesn't have your level of experience, or qualifications to
do what's required of him. Do you:
A Humbly pretend this is not the case
B Ask for him to be replaced
C Take command and make all decisions in your joint area of activity
D Avoid having him perform any critical tasks

3. Incorrect.
This approach has the risk of causing your counterpart to lose face amongst
peers and become non-responsive. It can also cause many other problems.
Perhaps more importantly, this could signal to the Chinese company that
you do not understand their culture; In China, competence alone does not
determine who gets which position.
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4. Correct.
A Humbly pretend this is not the case
Most Chinese people admire humility, and
will seek your advice in any case.
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5. Choose the correct answer
2. The ___________ will use intuition and feelings to help them with final
decisions, and emotional appeals rather than facts to persuade you.
A Israelis
B Germans
C Japanese
D Koreans

6. Incorrect.
Although Israelis express strong feelings when they communicate, and
compared to Americans are more likely to "argue", decisions are made more on
facts than gut.
The Japanese can be sticklers for details and accuracy of data, and will make
many generalized decisions about you and your company based on the data
provided.
Germans require a great amount of details and fact to make decisions. Although
their communications style may seem abrupt and demanding, they attempt to
persuade by putting things in "black and white" terms.
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7. Correct.
Although their feelings and emotions might not always be apparent, many
Koreans use these to influence and persuade you.
D Koreans
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8. Country: India
3. While delegating tasks to an Indian colleague of equal level in the organization, your
questions are all responded to with a 'yes', or 'sure'. This usually means that he/she:
1 Is being respectful to you
2 Will do exactly as you ask
3 Understands your request
4 Is likely to change his mind later

9. Incorrect.
A 'yes' answer means many different things in many different cultures.
While a "yes" answer may in itself be respectfully said, that is not the primary
motivation. Many times this will be said to simply acknowledge that your request is
understood.
While Indians are comfortable with "repackaging" their replies at a later time,
replying with a 'yes' does not necessarily mean that a commitment has been made.
But nor does it mean you have been intentionally mislead, as between Indians vague
and ambiguous answers are part of life.
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10. Correct.
Answering "yes" provides flexibility; it acknowledges the request, but doesn’t
necessarily imply a commitment one way or the other. However, it is not intended
to intentionally mislead you.
How can that be? Let us explain to you and your team.
3 Understands your request
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11. Country: Brazil
4. Which of these is probably the most important factor to bear in mind when
doing business in Brazil?
A Brazilians are very wary of foreigners
B Brazilians take a very relaxed approach to business
C Business is only really done with people they like and trust
D Brazilians have very little tolerance for over committing

12. Incorrect.
Brazilians are not particularly wary of foreigners, but that said, business is only
really done with people they like and trust. Strong personal relationships can make
or break a deal, and influence almost all business situations.
Brazilians are apt to over commit, or make a promise which they can not live up to
if it helps to get everyone to agree.
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13. Correct.
Strong personal relationships can make or break a deal,
and influence almost all business situations.
C Business is only really done with people they like and trust
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14. Country: Japan
5. A key reason for the Japanese to agree to a meeting with foreign business
people in their office is to:
1 Seek further information
2 Negotiate with management, and come to a decision
3 Exchange ideas, and brainstorm on long standing obstacles
4 Build the relationship, and share sensitive information

15. Incorrect.
We know too many managers who make the trip to Japan to "discuss" or resolve
issues in real-time, only to be disappointed. There are many reasons as to why this
is not typical of Japanese teams, and anyone dealing with Japan had best be aware,
or wind up being amongst the disappointed.
While some relationship building occurs during office meetings, much more takes
place outside the office over meals, drinks, entertainment, or golf. And it's during
these occasions that the Japanese will confide in you things that they would never
mention in an office setting.
Many Americans might not realize that they are being "evaluated" during such
times, so be aware.
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16. Correct.
1 Seek further information
The Japanese want to know as much as they possibly can. But to Americans,
sometimes it can seem they do it to a fault. Fortunately there are ways to
lessen the frustration, and move their process along.
Do your employees know how?
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17. Country: China
6. You've finally closed that deal, after exhausting both your patience and your
company's travel budget. Now, two weeks later, the Chinese are asking for special
considerations that change the terms of the agreement. How do they justify doing
this? And most importantly, what can you do?
Chinese have a tendency to not be truthful about their real intentions, and will try to
A manipulate your discussions to their advantage. It is best not to trust what they say.
The contract, for most Americans, represents the end of the negotiation. For the Chinese,
however, it's just the beginning. So it's always advisable to leave yourself some room for
B giving further concessions.
The Chinese believe it is not appropriate to make final decisions in your presence and
their coming back to you simply signifies that that after further internal discussions they
C changed their minds. But they can be coerced into doing so, so therefore it is best to give
them an ultimatum before the meeting ends.
D All of the above.

18. Incorrect.
Americans often mistake the Chinese propensity for seeking special favors or
conditions later for not being trustworthy. If you learn how to prepare for their
continuing negotiations, you will build stronger relationships, and at better terms.
Furthermore, attempts to coercing them with ultimatums can damage their trust
in you as a business partner.
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19. Correct.
Once a deal is made, the Chinese view their counterparts as trustworthy partners
who can be relied upon for special favors, i.e. new terms in the contract.
The contract, for most Americans, represents the end of the negotiation. For the Chinese,
however, it's just the beginning. So it's always advisable to leave yourself some room for
B giving further concessions.
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20. Country: South Korea
7. When working with Koreans, this group characteristic is the most important to
establish from the beginning:
1 Achievement
2 Consensus
3 Loyalty
4 Harmony

21. Incorrect.
While achievement, consensus, and harmony are all of interest to Koreans, loyalty
is typically a more profound characteristic.
In fact, loyalty is so strong in South Korea that many would consider it more
important than "honesty", as Americans would define it. This can cause mistrust
and conflicts between Koreans and others.
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22. Correct.
In fact, loyalty is so strong in South Korea that many would consider it more
important than "honesty", as Americans would define it. This can cause mistrust
and conflicts between Koreans and others.
3 Loyalty
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23. Country: Finland
8. Which best describes typical traits of Finnish decision making:
1 Consultative, consensus driven, requires several meetings, and
decisions are normally binding.
Democratic but decisive, with fact-based best/worst case scenarios
2
discussions. Decisions are binding, so be careful what you commit.
3 Autocratic, top down approach after many long winded
discussions, with sometimes dubious and ambiguous finality.
Decisions are made based on hierarchy, in an unhurried fashion.
4 While binding, it is permissible to renegotiate as deemed
appropriate by both parties, in a non-confrontational manner.

24. Incorrect.
These characteristics are much more typical of another European country.
If you’re not sure where to elevate an issue, or what motivates people to make a
decision, then how can you truly be effective? Not knowing who decides collectively
or individually, or whose organization is hierarchical or flat, may cause you to
alienate the people in either country.
Learn more about the culture you’re working with and you’ll get better results.
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25. Correct.
Finns are democratic but decisive, with fact-based best/worst case scenarios
discussions, and binding decisions.
But be aware that other Scandinavian countries have very different behaviors!
Democratic but decisive, with fact-based best/worst case scenarios
2
discussions. Decisions are binding, so be careful what you commit.
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