One of your firm's U.S. managers now returned from business meetings in Japan without encompassing closed business deal for which he was sent. When you spoke about it together, he said that he was certain Japanese counterparts would sign contract at end as they had been so enjoyable up until that point, but they said they unfortunately would not do so that time without offering much description. He said that Japanese company members spent a week discussing it at meetings and though it was not common, most people seemed on board with deal. Leaders nodded at him a lot, laughed at anything funny he said, and continually invited him out for drinks or golf. He turned down most of social times but enjoyed the affirmative judgment he felt from group. Despite leadership group's uncertainty to make any commitment, he felt he was getting close to deal. Things were going so well, actually, that he moved his flight up 2 days to get home sooner. When he told Japanese team his new schedule, beyond startled expression on couple of faces, nothing appeared amiss. Final day, just hour before he left, he understand that what he thought was a done deal was not going to close.

What occurred? Describe cultural differences which caused misperception and lack of efficient business dealing. What personal qualities, approaches, and methods could have helped American businessman communicate better with Japanese business people? What approaches and personal attributes help in cross-cultural business communication in country? You may associate and draw from personal business experience also course materials.