However, the approaches themselves may result in more glitches rather than bringing a solution if not effectively planned and implemented. Chevrier says that managing the multicultural teams should entail determining the underlying causes of the conflicts and problems (142). It should then be followed by intervening in a way that brings the team back to its ideal level of effectiveness and also empower the individual members to deal with the challenges.
Facts of the Case Study
In this particular case, the Australian CEO is happy that he has a multicultural team. He believes that the American, British, and Taiwanese will be able to work together and benefit the company. However, problems come up due to their different cultural expectations and practices. The Taiwanese, while working with the other members, feels that by merely listening during presentations, he is being polite. This does not go down well with the American who finds his expression of positive impression to be very arrogant. The conflicting perception of the practice brings conflict between the American and the Taiwanese. The English worker also has different work ethics from the other two members of the group. According to British culture, he is expected to work hard to be able to maintain deadlines. In addition to that, he is against the giving of ultimatums and prefers being left to work on his own. The third member of the group, an American, seems to have little faith in the capability of the rest of the team and sees them as armatures in the job. The British employee is not pleased with this and makes a comment that if the assignment is to be completed in time and effectively, they must have faith in each other.
An analysis of this case reveals that three major issues are affecting the performance of the team. The first issue is the work ethics of the member. Each participant seems to have his own idea on how the other should be performing with the British indicating that hard work and meeting of deadlines should be the most important consideration for the success of the team. The second issue and fact is the difference in communication cultures among the three.