阅读理解 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. "

单选题 16.The purpose for the author in describing his experience with a Japanese is to show______.

单选题 17.What can be inferred from the passage about the traditional expatriate training?

单选题 18.According to the Kodak workbook, multicultural team leaders______.

单选题 19.The word "jettisoned"(Line 2, Par. 1)means______.

单选题 20.What is the author's attitude towards Osland and Bird's article?