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Nobu suggestion for the new incentive plan

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Reference no: EM133474924

Question

Gijs, a Dutch consultant, sent an email to Nobu, his Japanese counterpart, two weeks ago giving feedback on Nobu's suggestion for the new incentive plan. Gijs did not mince his words, he did not think it was a good plan, and he said so. Since, then he has heard nothing. Gijs is starting to worry that he's made a serious cultural error. Which of the three key principles of communication are Gijs and Nobu violating? How
might both of them have used the frameworks from Meyer to avoid this situation?

And how might the difficult/courageous conversations framework be applied in this situation?

Reference no: EM133474924

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