Global managers interviewed for this book are united in their opinion that the communication mode that works for them is neither culturespecific nor pan-cultural. In other words, they do not believe that a single, universal approach to communication, irrespective of culture, is appropriate. On the other hand, they do not believe it is necessary to go completely native, and adopt the entire gamut of communication mannerisms of another culture. What is recommended is an appropriate blend of both approaches. In some situations, it may be necessary to adopt the host culture's norms of communication more vigorously than in others, especially when interacting with persons typical of that culture. For instance, adopting local ways of communicating in public places may be required in Arab countries, especially in the case of different gender interactions.

Additionally, global managers may like to become attuned to experiencing more than one culture simultaneously. This is possible because in any country there can be more than one ethnic group. Also, even in a foreign country, a multinational corporation may have expatriate groups from third and fourth countries. In any event, a global manager assigned to a new country would have to adjust to a new corporate culture, as well as to life in a new national culture. Thus, global managers need to be sensitive and pick up cues suggesting cultural differences, be they ethnic, corporate or functional.