Question:
As the managing director for your company, based in India, that manufactures computer equipment, you are negotiating with an official in China. His job is to select computer equipment for city employees.
You are adamant that you want all the specifications named clearly in a contract. However, the Chinese official is not interested in the technical and financial details.
In one to two pages, explain why having a cultural profile of people in the official's cultural group could help you avoid a breakdown in communication in this situation.
How can you get through the intercultural impasse and obtain a contract that both you and the Chinese official find acceptable?