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et Al, 2012, CreateSpace Publ.)A1: A training session in YemenDuring her internship at a consulting company, Fanny was asked to assist a seniorconsultant sent to Yemen for a two weeks “budget and cost control” training session atan important Yemenite company who deeply needed it and knew it.Fanny’s first surprise was to discover that whatever the interest of the attendees, thatthey formally expressed, they interrupted for the multiple daily prayers required by theirMuslim culture, which took off a lot of the time they had. The second surprise, moredifficult to deal with, was that in spite of the attention that the attendees showed duringthe course, when it came to practice it was almost as if the course had not existed. Thisobservation combined with the frequent breaks started to dampen Fanny’s and theconsultant’s spirit.
The time left for the mission, reducing day after day, increased theirstress. Of course the question rose on the malevolent side: who is wrong? Is it us, thetrainers, or the attendees? And the prayers that shortened their time made them soon sonervous, that at some step they decided to lose grip.During the next prayer, instead of stressing they had a relaxed conversation about theculture they were meeting.
They observed the fact, probably related to the Muslimculture, that the attendees were all men. They also had a talk about these people thatbehaved with pride and, having little money, still considered prayer more importantthan budget and cost control. The rank of values was completely different.141In a flash, Fanny understood. In this culture not only prayers, but also pride was moreimportant than budget management. Maybe it was simply impossible for these men todisclose what they didn’t know or understand, moreover in the presence of a youngOccidental woman.
Was she then the problem? She chose to be a solution.She suggested that the consultant keeps doing the teaching alone. As for her, she wouldassist him on a brand new way, actually assisting the audience. She would be the onewho asks questions. The only unknown was how the attendees would welcome such achange of role.
But they didn’t even seem to notice it… apart from the fact that fromthat day, everything taught was put into practice. The mission became a success for theattendees, the consultant and, last but not least, for Fanny.Fanny Lincoln, 2012, France, extracted from [60]A2: Indians find it difficult to say no to their superiors“Saloni is a friend of mine who works in the Bangalore office of a big multi-nationalcompany working in the I.T.
sector. An incident happened in her office around midAugust. As their team performance was good, a senior manager asked if they were ableto provide resources for more cases. Despite of already heavy workload, the team leaderof the branch said “Yes” without hesitation. With extra efforts by each team member,the September release was made on time.However, the significant increase of workload had affected the team severely.
Mostteam members started their workday at 8:30 in the morning and ended at 2:00 at night!Whenever the onshore (i.e. foreigner) manager called the team leader, he would alwaysbe answered to his requests in a positive way. With extreme hard work, they managed tomeet all the expectations. With all the positive signs given by the Team Leader of theBangalore branch, the October release was made on time.142The team leader felt incapable of explaining the capacities and limits of the team to thesenior manager abroad. Saying “No” to a superior is extremely difficult to do.But something happened during the following month: productivity dropped all of asudden. The team members began to feel too squeezed and were resentful towards thecompany and the project.
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