Cross-cultural misunderstanding on cultural values in the organization of a Board Council
In October 1983, a young German Engineer moved to Amaudara, Nigeria. He was the manager of an
important development project that would help increase the village’s economy. On the day of his arrival, he was
welcomed by the village chief and his cabinet at the head, and then he was led amidst dances and
acclamations to the Engineer’s house. Two months later he decided to hold a meeting with the goal of creating
a Board Council to discuss the expectations of the village. He consulted the village chief on people he could
invite. The chief proposed to him with 14 names of people with high academic and social credentials: 5 men, 5
women, 2 young men and 2 young women. One of the women was a graduate of the prestigious University of
Nigeria, Nsukka. The chief judged that from her credentials, she was best placed to serve as the chairman of
the Board Council. In her reply to the invitation, the woman wrote “I assure you of my willingness to render my
services for the progress of the new project. Thank you for your kind invitation, but I think that what you have
proposed to me may be difficult to accept. The chairman of a Board Council generally considered a man that
represents the village people. I would suggest that you revise your member choices before the meeting”
The meeting was scheduled to hold at 10.00 am on a certain Saturday. It also happened to be the market day
of the village, called Eke-Amaudara. By 10.30 am none of the invitees had arrived. As about 11.30 am only four
members were present. The Engineer was a bit upset, but he made great effort to keep his calm. By 12.30
p.m. all the invited members had arrived.
In the area of preventing Cross Cultural Conflict: What topics should be addressed the cross-cultural training to
help the engineer in his work in Nigeria? What values of each culture should have been highlighted for the
Engineer?