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  3. I doubt anyone with cross-cultural experience can read Osland and Bird’ s article without remembering a moment when careful cros

I doubt anyone with cross-cultural experience can read Osland and Bird’ s article without remembering a moment when careful cros

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问题     I doubt anyone with cross-cultural experience can read Osland and Bird’ s article without remembering a moment when careful cross-cultural preparation had to be jettisoned. The moment that came to my mind was meeting a Japanese colleague on a visit to the United States. Instead of the formality and reserve I expected, he kicked off his shoes, tucked his feet under him in a chair. And leaned close to me conspiratorially saying: " So what is it really like here at corporate headquarters?" His behavior made no sense within my "sophisticated stereotype" of Japanese culture, but we nonetheless found common ground and developed a good relationship. Overtime, I came to realize that he was a free spirit whose exuberant personality overrode his cultural group norms.     Osland and Bird’ s model is helpful in explaining this and other paradoxical experiences, and it looks as if it has broader application than traditional expatriate training. This is important because companies like mine, Kodak, have people of many nationalities who lead multicultural teams, work on multi-country projects, and travel monthly outside their home countries. In any year, they may work in Paris, Shanghai, Istanbul, Moscow, or Buenos Aires with colleagues from different set of countries. It is impossible for these global travelers to remember a sophisticated stereotype for each culture they encounter, much less develop a deep understanding of each.
    Kodak has also gone beyond traditional cultural training by addressing multiculturalism from a team perspective. In this regard, we developed a workbook for leaders managing global teams. The workbook explains in simple terms the roles of team members and team leaders in different cultures using Hofstede’ s cultural dimension of hierarchy/equality, individualism/collectivism, task/relationship, and risk avoidance/risk comfort. But the workbook also offers the following advice, which is consistent with Osland and Bird’ s thesis:
    "Because a team member comes from a country where a particular orientation exists does not mean that she will necessarily embody that orientation. Cross cultural tools are not flawlessly predictive, so be prepared for individual surprises and contradictions. "
What can be inferred from the passage about the traditional expatriate training?
选项 A、It used to analyze many culturally paradoxical experiences.
B、It used to provide a lot of examples for trainees to remember.
C、It used to help trainees develop a deep understanding of culture.
D、It used to teach how to manage multicultural teams in a company.
答案B
解析 第二段第一句提到“Osland and Bird的模式是更有帮助的，并且似乎比传统的外派训练模式有更广泛的适用性。后面阐释原因，即因为这些全球旅行者不可能把每种文化的复杂模式全部记下来。由此可推断出，传统的模式要求人们记住很多例子。
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