This caus subgrouping among the Americans who felt outnumr—they describ the dynamic as a rivalry which the Germans acknowlg. The team manager bas in Germany told researchers that every time the US team memrs develop something it may get reject cause it does not fit with what the German team memrs have in mind. Nonetheless.

American bas team also had power

Cause they were closer to the key US software market the company s core marketing team and to tech industry analysts. Power struggles were constant. Neeley says that the Indians overall in this study were less emotional cause they didn t hold much power in the company.  about the industry and they were at the mercy of the Germans. What Managers Can Do In a previous paper—The Un Hidden Turmoil of Language in Global Collaboration—the same authors outline steps managers can take to control the damage of language motivat subgrouping. These include Anticipate challenges and employee reactions. Managers must prepare for the communications challenges brought on by a new lingua franca system and watch for coping aids us by employees to avoid embarrassment such as not attending meetings.

Create a safe communications environment

Watch for and remove communication barriers that threaten employees sense of longing. Encourage practice of the new language. Provide nonthreatening environments where the new language can  studi and practic. Encourage empathy. Promote sharing of experiences as employees grapple with the challenge of working across languages. Test assumptions. Help collaborators identify and test the assumptions they make about the intentions hind their colleagues havior.