The incident described in section 1.0 is subject to very different cultures that have many fundamental differences. The purpose of this analysis is to explain the behaviors mentioned in the incident, why they occurred, and why work relationships were negatively affected. Using Hofstede's cultural dimension theory, Hall's communication theories, and the study of ocular and kinesics, it is clear that the conflict James experienced stemmed from contrasting hierarchical expectations, at different levels. of explicitness in communication and divergent points of view on what is accepted as non-verbal communication between Vietnamese. and Australian culture. Hofstede's cultural dimensions allow cultures to be compared on a variety of dimensions; Power distance, individualism, masculinity, uncertainty avoidance and pragmatism (Hofstede center, 2014). A comparison between Australian and Vietnamese cultures results in significant differences in terms of power distance and individualism. For simplicity, this analysis will focus only on the two key differences presented in Appendix 1. Power distance refers to the extent to which less powerful institutions and members accept and expect an unequal distribution of power. power within society (Migliore, 1994). . As shown in Appendix 1, Australia has a power distance of 36; in Australia, hierarchy is used for convenience to create an efficient workflow (Taras, 2010). Additionally, superiors are easily accessible (open door policies - subordinates have the ability to seek an audience with managers without fear of reprisal) and managers readily rely on individuals' expertise, skills and ideas and teams in the workplace (Hofstede Centre, 2014). In comparison, Vietnam has a different set of societal values. The significant gap in power distance between the two cultures explains why Vietnamese leaders were unhappy with the Australians. The collectivist values ​​of Vietnamese society which place the benefit of all before the benefit of self clearly clash with the individualistic tendencies of the Australian support team, creating many opportunities for conflicts of opinions and "ways of doing things". ". Hall's theory of high-context communication emphasizes the implications of managing different cultures in the workplace; a preference for explicit communication from the Australian support team impacted the success of effective intercultural communication. Ultimately, the reliance on non-verbal communication and the lack of understanding on the part of the Australian dinner team immediately created a clash between the two cultures..