The logical progression of reasoning varies widely around the world and greatly affects the communication process. Managers cannot assume that others use the same reasoning processes, as illustrated by the experience of a Canadian expatriate in Thailand:
While in Thailand a Canadian expatriate's car was hit by a Thai motorist who had crossed over the double line while passing another vehicle.
After failing to establish that the fault lay with the Thai driver, the Canadian flagged down a policeman. After several minutes of seemingly futile discussion, the Canadian pointed out the double line in the middle of the road and asked the policeman directly, What do these lines signify? The policeman replied, They indicate the center of the road and are there so I can establish just how far the accident is from that point. The Canadian was silent. It had never occurred to him that the double line might not mean no passing allowed.5
In the Exhibit 4-2 scenario, perhaps the American did not realize that the Greek employee had a different rationale for his time estimate for the job. Because the Greek was not used to having to estimate schedules, he just took a guess, which he felt forced into.
Thought Patterns : Communication article from Comparative Management Catagory Thought Patterns
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